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If He Had Not Come
A captivating tale with timeless impact of a young lad who discovers what his world would be like if Jesus had never been born. This unimaginable notion will surely generate thought-provoking discussions, whether at the kitchen table, before bedtime, in the car or classroom.
Commissioning
Further relates to white paper, 'Equity and excellence: liberating the NHS', Cm. 7881 (ISBN 9780101788120). An earlier report on this topic by the Committee published as HC 513-I, session 2010-11 (ISBN 9780215555960). Additional written evidence is contained in Vol. 2, available on the Committee's website at www.parliament.uk/healthcom
House of Commons - Health Committee: After Francis: Making A Difference - HC 657
The NHS needs to be an organization in which an open dialogue about care quality is part of the natural culture of the organization, not a duty which only arises in cases of service failure. Robert Francis made 290 recommendations in his report, but in truth they boil down to just one - that the culture of 'doing the system's business' is pervasive in parts of the NHS and has to change. Many who raise their concerns in the NHS at present risk serious consequences for their employment and professional status. But disciplinary procedures, professional conduct hearings and employment tribunals are not the proper place for honestly-held concerns about patient safety and care quality to be aired ...
House of Commons - Committee of Public Accounts: The Dismantled National Prorgamme For IT In The NHS - HC 294
Although officially 'dismantled', the National Programme for IT in the NHS continues in the form of separate component programmes which are still racking up big costs. The original contracts with CSC totalled £3.1 billion for the setting up of the Lorenzo care records system in trusts in the North, Midlands and East. Despite the contractor's weak performance, the Department of Health is itself in a weak position in its attempts to renegotiate the contracts. It couldn't meet the contractual obligation to make enough trusts available to take the system. We still don't know what the full cost of the National Programme will be. The Department's latest estimate of £9.8 billion leaves out the fu...
Public expenditure
The October 2010 Spending Review has imposed tough settlements on both health and social care, and sets a highly challenging context for the delivery their services over the next four years. In both cases efficiency gains will need to be made on an unprecedented scale if care levels are to be maintained and the quality of services improved. The Committee does not agree with the Government's premise that the Spending Review settlement and the two year pay freeze will provide councils with the necessary resources to sustain current eligibility levels for social care. Councils will need to sustain further efficiency savings of up to 3.5% per annum to avoid reducing their levels of care. In this...
National Health Service landscape review
This report examines the value for money risks and implications of the Health and Social Care Bill. The Bill proposes a new model for the NHS focusing on patient outcomes. The proposals are intended to transform the NHS in England into a highly devolved, market-based model in which local commissioners and providers of health services are freed from central control, with an increased say for local authorities, patients and the public. Whilst the reforms could complement the imperative of achieving £20 billion efficiency gains by 2014/15, the reorganisation presents an additional challenge for the NHS. The health reforms are still at an early stage and key questions have yet to be addressed. ...
Management of NHS hospital productivity
Government spending on the NHS has increased by 70%, from £60 billion in 2000-01 to £102 billion in 2010-11., with around 40% spent on services provided by acute and foundation hospitals. There have been significant improvements in the performance of the NHS, particularly in those areas targeted by the Department of Health (the Department) such as hospital waiting times and outcomes for patients with cancer and coronary heart disease. But productivity has actually fallen over the last decade. The Office for National Statistics estimates that, since 2000, total NHS productivity fell by an average of 0.2% a year, and by an average of 1.4% a year in hospitals. The trend of falling productivit...
House of Commons - Committee of Public Accounts: Emergency Admissions to Hospital - HC 885
Nearly one fifth of consultant posts in emergency departments were either vacant or filled by locums in 2012. Neither the Department nor NHS England have a clear strategy to tackle the shortage of A&E consultants and there is too much reliance on temporary staff to fill gaps. The Committee raised the possibility of paying consultants more to work at struggling hospitals. Greater use in A&E of consultants from other departments could also be made, or mandate that all trainee consultants spend time in A&E, or make A&E positions more attractive through improved terms and conditions. The slow introduction of round-the-clock consultant cover in hospitals - which will not be in place before the en...
Improving quality and safety - progress in implementing clinical governance in primary care
Following serious concerns about clinical and organisational failures in the NHS during the 1990s (such as Alder Hey, the Bristol Royal Infirmary and Shipman), the Government identified the need for a more systematic approach to improving quality and safety in healthcare. The Department of Health introduced clinical governance, a framework through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care. Primary Care Trusts (PCTs) are responsible for providing primary care services and commissioning services on behalf of their local health economy. This report examines the Department's progress in implementing cl...
