PROFESSIONAL SERVICES
T
he Government has pro- posed a new structure for public health delivery, in the form of several documents grouped to- gether as ‘Healthy Lives’.
The NHS Alliance warns that changing to a new organisational structure could mean that pub- lic health’s primary functions are neglected. The transition process may not be smooth and could re- sult in a decrease in the quality of the service.
However, it says that giving pub- lic health a more prominent pres- ence in local communities will be beneficial, increasing wider en- gagement and participation of the public. Encouraging further inte- gration of these issues will protect and promote public health. There will also be an increased focus on those involved working together more directly.
President and public health lead
for the NHS Alliance, Professor Chris Drinkwater, said: “At the moment, there is too much focus on collecting and analysing data to produce evidence for action and not enough focus on engag- ing local people and health staff. Evidence is not enough; we need action at local level. Pathfinder consortia and health & wellbeing early implementers need to start working together and sharing learning
now.Consortia and di- rectors of public health will need to work closely together. There needs to be a focus on joint work- ing between local authorities and consortia on long-term conditions, older people and mental health in order to address inequalities in health. These need to be recog- nised as public health priorities.”
It is important that the initiative will have a real impact on local communities in order to improve the
health service, Drinkwater concluded. Professor
Kevin Rendell, director at managed services provider Beehive Solutions, highlights how NHS trusts can benefit from outsourcing clinical work.
I
t appears that one of the key tenets of the Government’s
NHS reforms, as presented by Health Secretary Andrew Lansley, is a greater involvement for the private sector.
But the idea that private com- panies and the services they of- fer are to become a much more common feature of the NHS is, of course, anathema to some. Indeed, the Government itself is split along these lines, with the Liberal Democrats deeply scepti- cal of what some cynics consider to be a part-privatisation of the greatest public sector institution in this country.
But it need not be like that. Many private companies already have very extensive dealings with the NHS. The outsourcing of treat- ments is nothing new and partner-
ships between healthcare compa- nies and medical professionals in NHS trusts, PCTs and GP surger- ies have already grow to a signifi- cant level. Instead of focusing on the unfounded concerns that the NHS is about to be privatised, observers should look at what is already happening and how it benefits the NHS.
For example, NHS professionals are finding out the advantages of outsourcing their healthcare provision to a managed service. In short, outsourcing has ena- bled the NHS to continue to pro- vide a service to their patients, where man-power, equipment or skill limitations would other- wise have made that impossible. Unlike locum supply, a managed service can provide far more than just a suitable short-term staff- ing solution. One company that
offers such solutions is Beehive Solutions and Craig Smith, direc- tor of vascular services, is respon- sible for outsourced ultrasound services. He considers the ben- efits available to those who look to the private sector to deliver as- pects of healthcare as improving the overall way in which a patient undergoes their treatment.
Smith explains: “Every service provision is supported by its own service manager, able to step in and deal with any issues arising as well as providing proactive advice on quality improvements. In ad- dition, service provision is moni- tored continuously, with every patient encouraged to complete an anonymised feedback ques- tionnaire, rating the quality of mul- tiple aspects of care and service provision. Results are collated and presented to the client quarterly.”
They can operate within the
healthcare providers own prem- ises, or as a totally separate entity.
Additionally, quality and service provision guarantees can be in- cluded in the contract, providing the reassurance of financial pen- alties for poor performance.
Outsourcing a clinical service can be hugely beneficial to both the healthcare provider and to the pa- tient. As long as the service pro- vider selected is patient focused and held to account through an appropriate service contract, out- sourcing can assist in minimis- ing waiting times, and extend the breadth of service provision.
FOR MORE INFORMATION
T: 0208 550 9108 E:
enquiries@beehive-solutions.co.uk W:
www.beehive-solutions.co.uk
national health executive May/Jun 11 | 73
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84