CPD & E-LEARNING
to get past this view of trainees just being like a sponge, and to put more emphasis on the work they do. We can put a financial figure to what they’re generating, the ROI.”
Taylor said: “From a trainee’s point of view, there is that mentality not to be a sponge; you want to make a difference. When I went into the trust I was really keen and eager
and ambitious. It was really good because I got to engage with clinicians early on.
“The new nature of the NHS is that any will- ing provider can do a service for the right price. That’s only arisen since the [Equity and excellence: Liberating the NHS] white paper; competition is now being driven by those new policies.”
Giving back
Boileau said: “We centrally fund the train- ees, so in a way the trust is paying for the trainees, but that is top-sliced indirectly.
“The NHS Institute gets the budget to run the management training scheme so in es- sence they’re a free resource to the trusts.”
the accountants, to learn the fi- nancial side of things. We had to look at how we could make the 25% savings and still be finan- cially viable without compromis- ing the quality of the service. We actually came in at a 40% saving for the PCT.
“I was appointed the lead for implementing and seeing through the major pathway, which went live in April. I had to prove to the board that I could make a financial saving and had to highlight the divisional risk involved. The
doctors who ran the theatre actually bid for the service as well but lost out. They could still make money from it working with us, but it was quite political. If you’re taking away a service from some local provider, the clinicians are uncomfortable in that culture. That’s inherent in the process. We negotiated the cost to the theatre, the costs for the case to benefit the patients accessing the service, and worked out what was financially viable. I got to construct the contract, which was very difficult, but good because
I got exposed to the legal side as well. It was a really open contractual deal, and a lot of faith went into that contract.
“The patient feedback from the operations was amazing. Elderly people who couldn’t travel far were really happy that they could have that service on their door- step. Referrals have increased for the service; as word spreads, it grows. In terms of financial savings that contract was worth about £120,000 a year which went towards our cost improve-
ment programme at the trust, so we could show a saving of £100,000 a year.”
He concluded: “The best thing about this as a graduate was that I had the whole patient pathway to tailor and learn from. I could work with every multi-disciplinary team; administerial, manage- ment, to see it through.
“I got exposed to the new NHS landscape very early on and got to work in that kind of environment.”
national health executive Nov/Dec 11 | 55
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 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100