NHS trusts — quality

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The benefit of good human resources

NHS influencers may like to know that NHS human resources are coming more and more into their own. It is of interest then that more evidence continues to accumulate that better HR in hospitals, as well as more doctors, could save lives. Research from Aston Business School suggests patient mortality rates at acute trusts with above average appraisal systems were some 4 per cent lower than average. Better outcomes have also been shown at the magnet hospitals in the US — so-called because good HR practices attract high quality staff — and US ideas surrounding health maintenance organisations (HMOs) are gaining greater popularity in the UK. There may be opportunities for NHS influencers in terms of developing offerings for acute trusts.

Clinical governance

In the area of clinical governance (where medicines would have an involvement), the National Audit Office has found that although 75 per cent of acute trusts in England can identify specific improvements in patient care that have grown out of clinical governance, the overall implementation of clinical governance remains patchy. This assessment of the impact of clinical governance shows that although areas like the reporting of adverse incidents and clinical risk management are in place in most trusts, areas such as patient involvement and knowledge management need to be addressed. The report also finds that too much external inspection of the NHS is hampering implementation of key clinical governance strategies. Also, the clinical governance support team, part of the Modernisation Agency, is underused. Opportunities here for NHS influencers? See Achieving improvements through clinical governance: a progress report on implementation by NHS trusts.

Patient involvement
The patients accelerating change programme is seeking 20 acute trusts to take part in the second phase of a project which uses feedback from patients to improve healthcare services. The initiative is supported by healthcare charity Picker Institute Europe and the clinical governance support team.

10 high impact changes for service improvement and delivery
The NHS chief executive, Sir Nigel Crisp, has launched 10 high impact changes for service improvement and delivery, a guide to modernising clinical and managerial practice in the NHS. Compiled by Professor Helen Bevan of the Modernisation Agency, the guide distils into a set of 10 key principles the work of the agency with hundreds of frontline organisations and thousands of NHS staff over nearly four years. The guide covers areas such as day surgery, the management of admissions and discharges, support for patients with long-term conditions, and the reduction of queues and bottlenecks. Each principle is backed by practical examples, and supported by resources and contacts to help support local implementation. Although the report says it takes a ‘systems approach’, in essence it is acute sector focused — it is difficult to wean the centre off the focus on hospitals. It also says that all the suggested changes are evidence-based and if implemented clinical quality and clinical outcomes would be improved as well as greatly enhancing patient experience, saving clinician hours, hospital bed days and appointment times.