Les Gemmell
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0029
- Subject:
- Public Health and Epidemiology, Public Health
This chapter discusses the importance of induction programmes. The induction programme at the organizational level is an essential constituent of the employment process of every doctor. The programme ...
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This chapter discusses the importance of induction programmes. The induction programme at the organizational level is an essential constituent of the employment process of every doctor. The programme can be used to set out the values of the employers' organization. The importance of a patient safety ethos must be a part of all induction programmes. It is also essential to audit this process to ensure the effectiveness of the induction process.Less
This chapter discusses the importance of induction programmes. The induction programme at the organizational level is an essential constituent of the employment process of every doctor. The programme can be used to set out the values of the employers' organization. The importance of a patient safety ethos must be a part of all induction programmes. It is also essential to audit this process to ensure the effectiveness of the induction process.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0008
- Subject:
- Political Science, Comparative Politics, Political Economy
Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the ...
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Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the flagship of the British welfare state and at the heart of public sector reform. A New Public Management system (quasi-markets, strict targets and strong incentives for managers, regulation of quality from the centre, and better information for users) has transformed the service. Comparisons of changes in provision over time and between regions of the UK indicate considerable improvement at a time of increasing pressure on health care. However, these gains rest on substantially increased resources and there has been little improvement in cost-efficiency and productivity. Improvements for disadvantaged minorities are much less impressive. Public attitudes and responses display considerable disquiet with the reform programme, particularly in relation to confidence and trust.Less
Chapters 8 and 9 seek to anchor the analysis of the previous three chapters in a concrete policy context by considering the impact of recent reforms in the field of UK health care. The NHS is the flagship of the British welfare state and at the heart of public sector reform. A New Public Management system (quasi-markets, strict targets and strong incentives for managers, regulation of quality from the centre, and better information for users) has transformed the service. Comparisons of changes in provision over time and between regions of the UK indicate considerable improvement at a time of increasing pressure on health care. However, these gains rest on substantially increased resources and there has been little improvement in cost-efficiency and productivity. Improvements for disadvantaged minorities are much less impressive. Public attitudes and responses display considerable disquiet with the reform programme, particularly in relation to confidence and trust.
Peter Taylor‐Gooby
- Published in print:
- 2008
- Published Online:
- January 2009
- ISBN:
- 9780199546701
- eISBN:
- 9780191720420
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199546701.003.0009
- Subject:
- Political Science, Comparative Politics, Political Economy
This chapter explores public understanding of and responses to the reform programme in more detail. Analysis of attitude surveys, media discussions, and political debates shows that the NHS remains ...
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This chapter explores public understanding of and responses to the reform programme in more detail. Analysis of attitude surveys, media discussions, and political debates shows that the NHS remains highly valued. The disquiet surrounding the reforms continues despite objective improvements in treatment for most groups. Detailed interviews with members of the public show that the managerial and market reforms are regarded as irrelevant by most people and that there is widespread concern that these changes are undermining staff commitment to the interests of service-users. Declining public trust and the sense that policy makers do not recognise public concerns are central to the debate.Less
This chapter explores public understanding of and responses to the reform programme in more detail. Analysis of attitude surveys, media discussions, and political debates shows that the NHS remains highly valued. The disquiet surrounding the reforms continues despite objective improvements in treatment for most groups. Detailed interviews with members of the public show that the managerial and market reforms are regarded as irrelevant by most people and that there is widespread concern that these changes are undermining staff commitment to the interests of service-users. Declining public trust and the sense that policy makers do not recognise public concerns are central to the debate.
Sue Dopson and Louise Fitzgerald
- Published in print:
- 2005
- Published Online:
- September 2007
- ISBN:
- 9780199259014
- eISBN:
- 9780191718113
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199259014.001.0001
- Subject:
- Business and Management, Public Management
Health services can and should be improved by applying research findings about best practice. This book explores why it proves notoriously difficult to implement change based on research evidence in ...
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Health services can and should be improved by applying research findings about best practice. This book explores why it proves notoriously difficult to implement change based on research evidence in the face of strong professional views and complex organizational structures. It draws on a large body of evidence acquired in the course of nearly fifty case studies using data from 1,400 interviews with doctors, nurses, and managers, as well as observations and documentary analysis. Using qualitative methods to study hospital and primary care settings, the book aims to shed light on why attempts to introduce evidence-based practice in the UK NHS succeeded in some cases where in others it faltered. By opening up the intricacies and complexities of change in the NHS, it reveals the limitations of simplistic approaches to implementing research or introducing evidence-based health care. The book provides an analysis rooted in a range of theoretical perspectives that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions significant for other areas of public management. The findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise.Less
Health services can and should be improved by applying research findings about best practice. This book explores why it proves notoriously difficult to implement change based on research evidence in the face of strong professional views and complex organizational structures. It draws on a large body of evidence acquired in the course of nearly fifty case studies using data from 1,400 interviews with doctors, nurses, and managers, as well as observations and documentary analysis. Using qualitative methods to study hospital and primary care settings, the book aims to shed light on why attempts to introduce evidence-based practice in the UK NHS succeeded in some cases where in others it faltered. By opening up the intricacies and complexities of change in the NHS, it reveals the limitations of simplistic approaches to implementing research or introducing evidence-based health care. The book provides an analysis rooted in a range of theoretical perspectives that underlines the intimate links between organizational structures and cultures and the utilization of knowledge, and draws conclusions significant for other areas of public management. The findings have implications for the utilization of knowledge in situations where there is a professional tradition working within a politically sensitive blend of public service, managerial accountability, and technical expertise.
Justin Keen
- Published in print:
- 2010
- Published Online:
- September 2010
- ISBN:
- 9780199573547
- eISBN:
- 9780191722677
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199573547.003.0008
- Subject:
- Business and Management, Public Management, Organization Studies
This chapter examines the unintended consequences of a huge technology-based modernization project: the NHS National Programme for Information Technology in England. The project was envisaged by ...
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This chapter examines the unintended consequences of a huge technology-based modernization project: the NHS National Programme for Information Technology in England. The project was envisaged by policy-makers in the Department of Health as a major rationalization of the NHS, gathering together all patient information in a single record for every citizen, accessible to health practitioners from across a range of services. It relied on the development of a huge, centralized, integrated IT system that would be used by all health practitioners. However, seven years after its conception and a huge outlay of resources, the project remains only partially implemented and appears to have introduced additional complexity and uncertainty to the NHS information environment. A national ‘spine’ of basic information about citizens exists, but none of the stakeholders seem to know what kinds of patient information should be attached to it.Less
This chapter examines the unintended consequences of a huge technology-based modernization project: the NHS National Programme for Information Technology in England. The project was envisaged by policy-makers in the Department of Health as a major rationalization of the NHS, gathering together all patient information in a single record for every citizen, accessible to health practitioners from across a range of services. It relied on the development of a huge, centralized, integrated IT system that would be used by all health practitioners. However, seven years after its conception and a huge outlay of resources, the project remains only partially implemented and appears to have introduced additional complexity and uncertainty to the NHS information environment. A national ‘spine’ of basic information about citizens exists, but none of the stakeholders seem to know what kinds of patient information should be attached to it.
Alison Hill, Siân Griffiths, and Stephen Gillam
- Published in print:
- 2007
- Published Online:
- September 2009
- ISBN:
- 9780198508533
- eISBN:
- 9780191723780
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198508533.001.0001
- Subject:
- Public Health and Epidemiology, Public Health, Epidemiology
Primary care teams have had a long established role in public health, providing preventive services to populations, through the registered population in general practice. This model of a registered ...
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Primary care teams have had a long established role in public health, providing preventive services to populations, through the registered population in general practice. This model of a registered practice population has withstood multiple reconfigurations and reorganizations within the NHS and is the envy of many countries trying to create a public health system with primary care at its heart. There are clear differences in approach, with the inevitable conflicts between the rights of the individual set against the responsibility to ensure services are delivered fairly and equitably to whole populations. This book explores this dilemma, showing how people working in primary care can cross the divide to become part of the public health system, and in doing so are well placed to make a difference to the health of their populations.Less
Primary care teams have had a long established role in public health, providing preventive services to populations, through the registered population in general practice. This model of a registered practice population has withstood multiple reconfigurations and reorganizations within the NHS and is the envy of many countries trying to create a public health system with primary care at its heart. There are clear differences in approach, with the inevitable conflicts between the rights of the individual set against the responsibility to ensure services are delivered fairly and equitably to whole populations. This book explores this dilemma, showing how people working in primary care can cross the divide to become part of the public health system, and in doing so are well placed to make a difference to the health of their populations.
Nick Coleman
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0045
- Subject:
- Public Health and Epidemiology, Public Health
NHS Trusts were established in the 1990s with governance frameworks modelled on private sector organizations. This included each Trust having a Board with overall responsibility for future direction, ...
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NHS Trusts were established in the 1990s with governance frameworks modelled on private sector organizations. This included each Trust having a Board with overall responsibility for future direction, the boundaries within which the Trust operates, its values, and its results. This chapter discusses the role of NHS boards, effective Board communications, board papers, and common problems with communications to boards and their committees.Less
NHS Trusts were established in the 1990s with governance frameworks modelled on private sector organizations. This included each Trust having a Board with overall responsibility for future direction, the boundaries within which the Trust operates, its values, and its results. This chapter discusses the role of NHS boards, effective Board communications, board papers, and common problems with communications to boards and their committees.
Sara Booth, Polly Edmonds, and Margaret Kendall
- Published in print:
- 2009
- Published Online:
- November 2011
- ISBN:
- 9780199238927
- eISBN:
- 9780191730092
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199238927.003.0006
- Subject:
- Palliative Care, Patient Care and End-of-Life Decision Making, Pain Management and Palliative Pharmacology
This chapter examines funding and bureaucracy issues that may influence the operation of palliative care teams in acute hospitals in Great Britain. It describes the bureaucratic structure of the ...
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This chapter examines funding and bureaucracy issues that may influence the operation of palliative care teams in acute hospitals in Great Britain. It describes the bureaucratic structure of the National Health Service (NHS) and explains the roles of the NHS Hospital Trusts, the Healthcare Commission, the Acute Trusts, and the Foundation Trusts relevant to the palliative care team. It suggests that a detailed understanding of the structure of the wider NHS as well as the way the team's hospital, locality, and network function operates at a strategic level is essential if the team is going to develop its service effectively.Less
This chapter examines funding and bureaucracy issues that may influence the operation of palliative care teams in acute hospitals in Great Britain. It describes the bureaucratic structure of the National Health Service (NHS) and explains the roles of the NHS Hospital Trusts, the Healthcare Commission, the Acute Trusts, and the Foundation Trusts relevant to the palliative care team. It suggests that a detailed understanding of the structure of the wider NHS as well as the way the team's hospital, locality, and network function operates at a strategic level is essential if the team is going to develop its service effectively.
Pauline Allen, Kath Checkland, Valerie Moran, and Stephen Peckham (eds)
- Published in print:
- 2020
- Published Online:
- September 2020
- ISBN:
- 9781447346111
- eISBN:
- 9781447346319
- Item type:
- book
- Publisher:
- Policy Press
- DOI:
- 10.1332/policypress/9781447346111.001.0001
- Subject:
- Public Health and Epidemiology, Public Health
This book brings together selected research on commissioning healthcare in the English NHS carried out by national policy research unit in commissioning and the healthcare system (PRUComm) between ...
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This book brings together selected research on commissioning healthcare in the English NHS carried out by national policy research unit in commissioning and the healthcare system (PRUComm) between 2011 and 2018. PRUComm is funded by the English Department of Health’s Policy Research Programme. The bookexplores the changes to commissioning in the English NHS quasi market introduced by the Health and Social Care Act 2012 (HSCA 2012). It focuses on threemain areas: first, the development and operation of the newly formed commissioning bodies named Clinical Commissioning Groups (CCGs) which were supposed to increase clinical engagement; secondly, technical aspects of commissioning being the use of competition and cooperation by CCGs to commission care in the HSCA 2012 regulatory context encouraging competition,and the allocation of financial risk through contracts between commissioners and providers of care (including new forms of contract such as alliances); and thirdly the reorganisation of the commissioning of public health services.The research demonstrates that the HSCA 2012 has had the effect of fragmenting commissioning responsibilities and in the process impaired good governance and strong accountability of commissioners. It shows how the use of market mechanisms has declined despite the pro competition regulatory regime of the HSCA 2012, and that more cooperative processes are used at local level to reconfigure health services. It concludes that strategic planning and monitoring of services will always be essential for the English NHS, whether the term ‘commissioning’ is used to describe these activities or not in the future.Less
This book brings together selected research on commissioning healthcare in the English NHS carried out by national policy research unit in commissioning and the healthcare system (PRUComm) between 2011 and 2018. PRUComm is funded by the English Department of Health’s Policy Research Programme. The bookexplores the changes to commissioning in the English NHS quasi market introduced by the Health and Social Care Act 2012 (HSCA 2012). It focuses on threemain areas: first, the development and operation of the newly formed commissioning bodies named Clinical Commissioning Groups (CCGs) which were supposed to increase clinical engagement; secondly, technical aspects of commissioning being the use of competition and cooperation by CCGs to commission care in the HSCA 2012 regulatory context encouraging competition,and the allocation of financial risk through contracts between commissioners and providers of care (including new forms of contract such as alliances); and thirdly the reorganisation of the commissioning of public health services.The research demonstrates that the HSCA 2012 has had the effect of fragmenting commissioning responsibilities and in the process impaired good governance and strong accountability of commissioners. It shows how the use of market mechanisms has declined despite the pro competition regulatory regime of the HSCA 2012, and that more cooperative processes are used at local level to reconfigure health services. It concludes that strategic planning and monitoring of services will always be essential for the English NHS, whether the term ‘commissioning’ is used to describe these activities or not in the future.
Julian Le Grand
- Published in print:
- 2003
- Published Online:
- April 2004
- ISBN:
- 9780199266999
- eISBN:
- 9780191600869
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199266999.003.0011
- Subject:
- Economics and Finance, Public and Welfare
Considers increasing individual citizens’ control over the fiscal system through hypothecation, or the earmarking of particular tax revenues for specific uses. It argues that the idea should be ...
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Considers increasing individual citizens’ control over the fiscal system through hypothecation, or the earmarking of particular tax revenues for specific uses. It argues that the idea should be considered seriously, especially for funding the National Health Service (NHS).Less
Considers increasing individual citizens’ control over the fiscal system through hypothecation, or the earmarking of particular tax revenues for specific uses. It argues that the idea should be considered seriously, especially for funding the National Health Service (NHS).
Jonathan Herring
- Published in print:
- 2009
- Published Online:
- May 2009
- ISBN:
- 9780199229024
- eISBN:
- 9780191705274
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199229024.003.0008
- Subject:
- Law, Family Law
This chapter considers the health care services offered to the elderly. In particular, it reviews claims that ‘age-based rationing’ takes place within the NHS and addresses the debate as to whether ...
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This chapter considers the health care services offered to the elderly. In particular, it reviews claims that ‘age-based rationing’ takes place within the NHS and addresses the debate as to whether age should be a factor in making rationing decisions. It briefly looks at the issue of palliative care and euthanasia. It considers the broader issue of the extent to which old age is itself a disease and the ‘cult of the youth’. This involves a consideration of cosmetic surgery and other ‘anti-ageing’ treatments.Less
This chapter considers the health care services offered to the elderly. In particular, it reviews claims that ‘age-based rationing’ takes place within the NHS and addresses the debate as to whether age should be a factor in making rationing decisions. It briefly looks at the issue of palliative care and euthanasia. It considers the broader issue of the extent to which old age is itself a disease and the ‘cult of the youth’. This involves a consideration of cosmetic surgery and other ‘anti-ageing’ treatments.
Ewan Ferlie, Lynn Ashburner, Louise Fitzgerald, and Andrew Pettigrew
- Published in print:
- 1996
- Published Online:
- October 2011
- ISBN:
- 9780198289029
- eISBN:
- 9780191684661
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198289029.001.0001
- Subject:
- Business and Management, Public Management, Organization Studies
This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date ...
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This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date analysis around three main themes: the transfer of private sector models to the public sector; the management of change in the public sector; and management reorganization and role change. In doing so it examines the extent to which a New Public Management has emerged and asks whether this is a parochial UK development or of wider international significance. Important analytic themes include: an analysis of the nature of the change process in the UK public services; characterisation of quasi markets; and the changing role of local Boards and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.Less
This book analyses the changes in the organization and management of the UK public services over the last fifteen years, looking particularly at the restructured NHS. The book presents an up-to-date analysis around three main themes: the transfer of private sector models to the public sector; the management of change in the public sector; and management reorganization and role change. In doing so it examines the extent to which a New Public Management has emerged and asks whether this is a parochial UK development or of wider international significance. Important analytic themes include: an analysis of the nature of the change process in the UK public services; characterisation of quasi markets; and the changing role of local Boards and possible adaptation by professional groupings. The book also addresses the important and controversial question of accountability, and contributes to the development of a general theory of the New Public Management.
Terry McNulty and Ewan Ferlie
- Published in print:
- 2004
- Published Online:
- October 2011
- ISBN:
- 9780199269075
- eISBN:
- 9780191699351
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199269075.001.0001
- Subject:
- Business and Management, Public Management, Organization Studies
Organizations are being urged to experiment with new structures and processes. A ‘process perspective’ on organizing is emerging as a major challenge to ‘functional’ principles of organizing ...
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Organizations are being urged to experiment with new structures and processes. A ‘process perspective’ on organizing is emerging as a major challenge to ‘functional’ principles of organizing established during the last century. Business process reengineering is one exemple of process thinking that has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector. The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, the importation of models of organizing from private to public organizations, and the dynamics of public sector transformation. The outcomes of the change programme add to our more general organizational knowledge about the impact of corporate change programmes, particularly in professionalized and public sector settings, impediments and enablers of lateral organizing structures and processes, and contradictions within the New Public Management between functional and process principles for organizing.Less
Organizations are being urged to experiment with new structures and processes. A ‘process perspective’ on organizing is emerging as a major challenge to ‘functional’ principles of organizing established during the last century. Business process reengineering is one exemple of process thinking that has received great attention amongst organizational theorists and practitioners. This in-depth account of business process reengineering within a major NHS hospital is an important contribution to the very limited stock of empirical knowledge about new organizational forms, especially in the public sector. The book combines empirical data gathered through an intensive, comparative case study method with strategic choice and neo-institutional theories to analyse the changing context of public organizations, the importation of models of organizing from private to public organizations, and the dynamics of public sector transformation. The outcomes of the change programme add to our more general organizational knowledge about the impact of corporate change programmes, particularly in professionalized and public sector settings, impediments and enablers of lateral organizing structures and processes, and contradictions within the New Public Management between functional and process principles for organizing.
Elizabeth Haxby
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0006
- Subject:
- Public Health and Epidemiology, Public Health
National Health Service (NHS) Hospital Trusts are required to have in place systems of internal control which identify and control risks to an acceptable level. This chapter discusses risk management ...
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National Health Service (NHS) Hospital Trusts are required to have in place systems of internal control which identify and control risks to an acceptable level. This chapter discusses risk management at the organizational level, risk-management performance, and committee structure for managing risk within an NHS Trust.Less
National Health Service (NHS) Hospital Trusts are required to have in place systems of internal control which identify and control risks to an acceptable level. This chapter discusses risk management at the organizational level, risk-management performance, and committee structure for managing risk within an NHS Trust.
Gaynor Pickavance
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0008
- Subject:
- Public Health and Epidemiology, Public Health
The NHS Litigation Authority (NHSLA) is a Special Health Authority established in 1995 to administer the Clinical Negligence Scheme for Trusts (CNST) and provide a means for NHS organizations to fund ...
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The NHS Litigation Authority (NHSLA) is a Special Health Authority established in 1995 to administer the Clinical Negligence Scheme for Trusts (CNST) and provide a means for NHS organizations to fund the cost of clinical negligence claims. It also covers clinical claims arising from incidents occurring before 1995, known as the Existing Liabilities Scheme (ELS). This chapter discusses claims data, NHSLA risk pooling schemes, NHSLA collaborations with other organizations, and the value of the NHSLA risk management standards.Less
The NHS Litigation Authority (NHSLA) is a Special Health Authority established in 1995 to administer the Clinical Negligence Scheme for Trusts (CNST) and provide a means for NHS organizations to fund the cost of clinical negligence claims. It also covers clinical claims arising from incidents occurring before 1995, known as the Existing Liabilities Scheme (ELS). This chapter discusses claims data, NHSLA risk pooling schemes, NHSLA collaborations with other organizations, and the value of the NHSLA risk management standards.
Paul Williams OBE
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0016
- Subject:
- Public Health and Epidemiology, Public Health
NHS Trusts are legally constituted, publicly funded bodies, responsible for providing safe and sustainable services within the resources made available to them. These responsibilities are discharged ...
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NHS Trusts are legally constituted, publicly funded bodies, responsible for providing safe and sustainable services within the resources made available to them. These responsibilities are discharged through the Board, consisting of executive and non-executive directors. This chapter discusses board functions and the roles of executive and non-executive directors.Less
NHS Trusts are legally constituted, publicly funded bodies, responsible for providing safe and sustainable services within the resources made available to them. These responsibilities are discharged through the Board, consisting of executive and non-executive directors. This chapter discusses board functions and the roles of executive and non-executive directors.
Gareth Goodier
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0017
- Subject:
- Public Health and Epidemiology, Public Health
The Board sets the strategic direction for the Trust, taking into account information and views from all stakeholders. Staff and patients are crucial in this, but information must also be sought from ...
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The Board sets the strategic direction for the Trust, taking into account information and views from all stakeholders. Staff and patients are crucial in this, but information must also be sought from external sources. This chapter discusses the elements of a strategic plan; the importance of culture, behaviours, and values in driving performance; the benefits of a successful strategic plan, the difference between strategic thinking and strategic planning, and the difficulties and limitations of strategic planning.Less
The Board sets the strategic direction for the Trust, taking into account information and views from all stakeholders. Staff and patients are crucial in this, but information must also be sought from external sources. This chapter discusses the elements of a strategic plan; the importance of culture, behaviours, and values in driving performance; the benefits of a successful strategic plan, the difference between strategic thinking and strategic planning, and the difficulties and limitations of strategic planning.
Heather Shearer
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0018
- Subject:
- Public Health and Epidemiology, Public Health
In tax-funded systems such as the NHS, it is important that money is used wisely. NHS services are accountable to the public for the judicious use of funds. This chapter discusses how money flows ...
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In tax-funded systems such as the NHS, it is important that money is used wisely. NHS services are accountable to the public for the judicious use of funds. This chapter discusses how money flows round the NHS system, yearly savings requirement, and finance and quality of patient care.Less
In tax-funded systems such as the NHS, it is important that money is used wisely. NHS services are accountable to the public for the judicious use of funds. This chapter discusses how money flows round the NHS system, yearly savings requirement, and finance and quality of patient care.
David James
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0019
- Subject:
- Public Health and Epidemiology, Public Health
There is currently no universal model of clinical governance (CG) at service delivery level. This chapter discusses a simple approach that allows the concepts of CG to be tailored to various clinical ...
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There is currently no universal model of clinical governance (CG) at service delivery level. This chapter discusses a simple approach that allows the concepts of CG to be tailored to various clinical settings. The cycle is designed to ensure clinical services provide care to an acceptable quality. It seeks to compare current practices to reference standards, emphasizing that CG activities are undertaken iteratively, with considerable overlap of each component of the cycle, which may be entered at any point.Less
There is currently no universal model of clinical governance (CG) at service delivery level. This chapter discusses a simple approach that allows the concepts of CG to be tailored to various clinical settings. The cycle is designed to ensure clinical services provide care to an acceptable quality. It seeks to compare current practices to reference standards, emphasizing that CG activities are undertaken iteratively, with considerable overlap of each component of the cycle, which may be entered at any point.
Andrew Rochford
- Published in print:
- 2010
- Published Online:
- January 2011
- ISBN:
- 9780199558612
- eISBN:
- 9780191595011
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199558612.003.0024
- Subject:
- Public Health and Epidemiology, Public Health
This chapter describes changes aimed at improving the working lives of doctors. The British Medical Association (BMA) negotiated a ‘New Deal’, which established a contractual limit for ...
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This chapter describes changes aimed at improving the working lives of doctors. The British Medical Association (BMA) negotiated a ‘New Deal’, which established a contractual limit for doctors-in-training of fifty-six hours worked per week from August 2003. The European Working Time Directive (EWTD) was created by the Council of the European Union in 1993, which defines minimum requirements in relation to working hours, rest periods, annual leave, and working arrangements for night workers. Modernising Medical Careers (MMC) was a major reform of postgraduate medical training, devised to improve the quality of patient care through better education and training for doctors.Less
This chapter describes changes aimed at improving the working lives of doctors. The British Medical Association (BMA) negotiated a ‘New Deal’, which established a contractual limit for doctors-in-training of fifty-six hours worked per week from August 2003. The European Working Time Directive (EWTD) was created by the Council of the European Union in 1993, which defines minimum requirements in relation to working hours, rest periods, annual leave, and working arrangements for night workers. Modernising Medical Careers (MMC) was a major reform of postgraduate medical training, devised to improve the quality of patient care through better education and training for doctors.
