This essay will examine the following statement in relation to reforms proposed in the Health and Social Care Bill 2011 “Funding and delivering high quality health and social care services is problematic to all governments irrespective of political persuasions” I will provide an overview of the bill and investigate through critical analysis recommendations in the Bill for clinically-led commissioning. This will enable me to illustrate the problems in delivering a high quality care service that is needed by the changing society and the challenges this causes policy makers who uphold the ideology of the NHS. The Bill states that “ To safeguard its future the NHS needs to change to meet the challenges it faces - only by modernising can the NHS tackle the problems of today and avoid a crisis tomorrow” (Health and social care bill 2011). Smith (2011) reinforces this opinion as she highlights the problems faced by the NHS and infers that it was decisions made early on in its creation that has caused the escalating problems faced by the NHS today and that there is a ‘scramble’ to correct early mistakes but without a destroying the core ethos of the NHS. The present government identifies the following reasons for restructuring and modification; a rise in demand and treatment cost, a need for improvements in services and the state of the public finances. The rise in demand is in part due to an aging population and is reinforced by the prevalence of long-term health conditions. The high cost of treatments is derived from advances in medical science whereby expensive sophisticated techniques are available and specialist medications are employed to control or cure conditions. The poor services offered by the NHS has caused a fall ... ... middle of paper ... ...ssociation (2010) ‘Shaping change: BMA’s position on the future development of the proposed NHS reforms’. British Medical Association, London. Campbell (2012) ‘Doctors make last-ditch warning over NHS shake up: Bill poses ‘significant risk to patients and public’ says study by public health specialists’ The Guardian News and Media , London. Her Majesty’s Government (2011) ‘Health and Social Care Bill.’ Bill 132. The Stationery Office, London Pollock et al. (2012) ‘How the Health and Social Care Bill 2011 would end entitlement to comprehensive health care in England.’ The Lancet. Volume 379, pp. 387 - 389. Secretary of State for Health (2010) ‘Equity and Excellence: Liberating the NHS’ White Paper. The Stationary Office, London. Smith (2011) ‘Editorial - NHS Future Forum: is anyone listening?’ British Journal of Nursing, Volume 20, Issue 16, p. 963.
The history of the NHS from being chaotic to having an organised st ructure. The structure of the NHS is divided into local authority and social service, hospital services and general practitioners including specialist care. When the NHS was developed, there was no prediction of how much all the services would cost to run. The government introduced the first service charges for dentures in 1951and prescription and spectacle’s in 1952 this could have been due to everyone needing medical care at the same time. This also suggests that individuals health improved, likely to live longer and would need more services in the future which the government realised would be unrealistic to achieve. Even then, as it is currently, it remains difficult
The government has the intention to modernise the NHS but the success depends particularly on the NHS staff. The mission could be successful if the number of staff can be boosted, if the staff are ready to the way and method in which they work and if it is possible to motivate or inspire them to “go an extra mile” in discharging their duties in the NHS.
‘Since its launch in 1948, the NHS has grown to become the world’s largest publicly funded health service. NHS employs more than 1.7m people and deals on average with 1m patients every 36 hours. It is also one of the most efficient, most egalitarian and most comprehensive. Even though NHS services in England, Wales, Scotland and Northern Ireland are managed separately and each might have some system differences, they remain similar in most respects and belong to a single, unified system. The NHS core principle is that good healthcare should be available to all, regardless of wealth.’ (NHS, 2010) Success of NHS depends on how well the organisation balance quality and customer (patient) satisfaction with adequate financing and long-range goals. Health care organisations such as NHS must deal with government oversight, managed care, new technologies, and increasing pharmaceutical prices.
The University Hospital Bristol NHS Foundation Trust is a health care organization focused on the profitability of people. What this tells us is that the practice of medicine is based upon the community in which it resides. Without those patients, without those emergencies, and without the need to practice, the very organizations we depend upon would no longer be needed, much less be profitable. To have a strategic plan that’s main focus is the improvement of patient satisfaction and efficiency is to validate that point. The Bristol hospital has a strategic plan that allows for growth and financial solvency while benefiting the community at large. As a health care organization, that is the best plan for the future; community, growth, and the desire to heal.
Health and social care professionals encounter a diverse amount of individuals who have different needs and preferences regarding their health. As professionals they must ensure that all services users, whether it is older people with dementia, an infant with physical disabilities or an adult with an eating disorder (National Minimum Data Set for Social Care, [no date]), are treated in a way that will successfully meet such needs. In fact, health and social care professionals have a ‘duty of care’ towards services users, as well as other workers, in which they must legally promote the wellbeing of individuals and protect them against harm, abuse and injury. (The Care Certificate Workbook Standard 3, [no date]) Duty of care is a legal requirement
The object of this essay is to discuss the role of the Assistant Practitioner. How it has emerged; how it fits into the structure and skill mix of the NHS workforce and the effect it has had on that structure. It will also outline the principles of accountability and statutory regulations that govern the day to day practice of the role.
“Generally, the UK 's position in the clinical trials space has been improving with NIHR (National Institute for Health Research) support and much greater NHS commitment to clinical trials. There has been a concerted change in attitude toward clinical trials being relevant to activity of the NHS as well as the medical schools, which have always been interested in terms of trials. I think ultimately it would be a disaster if things like Brexit damaged that growth against our European
The Open University (2010) K101 An introduction to health and social care, Unit 2, ‘Illness, Health and Care’, Milton Keynes, The Open University.
Public Expectations: In Health and Social Care, the public expects employees/workers to be caring, respectful towards the patients protected characteristics which means avoiding conflicts such as discrimination and inequality treatments. They should be able to protect personal information of the patients by following the 'Data protection and Confidentiality Act 1998'. They are expected to give good supportive advice towards their patients and employees to improve the quality of work and welfare benefits. They expect higher standards of care, detailed information about their treatment, communication and involvement in decisions making activities and also access to the latest treatments (Thekingsfund,
The result of the Francis Report means that the NHS is at a turning point in how all Health Care is delivered, as suggested by NHS employers “28 of Robert Francis' QC's recommendations are for changes to nursing regulation or delivery”.
Van Der Weyden, M. B. (2006) It’s Time for Change and Resolve. Medical Journal. Retrieved on March 29th, 2011 from http://www.mja.com.au/public/issues/187_11_031207/van11312_fm.html.
As I began watching Reinventing Healthcare-A Fred Friendly Seminar (2008), I thought to myself, “man, things have changed since 2008.” And as the discussion progressed, I started to become irritated by how little had changed. The issues discussed were far-reaching, and the necessity for urgent change was a repeated theme. And yet, eight years later, health care has made changes, but many of its crucial problems still exist.
Davis, C; Finlay, L; & Bullman, A. (2000) ‘Changing Practice in Health and Social Care, London: Open University Press
The 2013 GMP version clearly states standards of behavior necessary to stay patient-centered. These standards mainly enforce the actions a physician must take to keep patients their upmost concern, such as staying competent and skilled, fostering the relationship with the patients, and always staying honest and trustworthy. The four domains contained in the GMC also provide standards for fitness to practice by which physicians are measured. Lastly, the National Health Services (NHS) created the NHS Constitution in 2009, where a clear definition of purpose, roles and expectations are given, outlining its principle and values. One of the core principles within the Constitution is the need to use limited resources in a fair and effective way. This management of resources being one of the dilemmas that might compromise patient care, shows how professionalism also provides a vital reason for doctors to get actively involved in the processes that help create such guidelines, and thus influencing change and
Sweet, M. (2014, January 29). Further health reform is needed – but GP co-payments are not a helpful option. Retrieved from Croakey heatlh blog: http://blogs.crikey.com.au/croakey/2014/01/29/further-health-reform-is-needed-but-gp-co-payments-are-not-a-helpful-option/