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.
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