Healthcare
Community Testimonial: Mark Chapman
Mark Chapman, CEO at Alliance Medical Group talks to us about the benefits of being part of the Practicus Community and how it can be used to solve business problems. […]
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The Primacy of Primary
For three decades our health and care policies vacillated between three competing needs, with the third priority having an increasingly dominant run.
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Unnecessary Variation
About the NHS it would be its lack of consistency. I spend time in a lot of different organisations and there are significant variations in practice that can mean less than optimal clinical care for patients, as well as additional unnecessary expens
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Long Term Planning
Apart from the obvious wish for enhanced funding to arrive, the greatest limitation I have found with the NHS is the inability to plan service delivery (and thereby cost savings) over a long period.
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Sustainable Leadership
It would be the approach to recruitment, retention and development of leaders and leadership teams at all levels of the NHS.
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QI Training
After training over a thousand leads and clinical staff in the use of Quality Improvement (QI) tools, I am passionate about skills and capability building for NHS staff. If we always do what we have done, we will get the same results.
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Restructuring Funding
Having spent over 12 years in the NHS in a variety of consulting roles – mainly focused on transformation and turnaround challenges – I have seen huge change. Some of this has been progressive but unfortunately, a lot has been unsuccessful, failing to deliver both sustainable benefits for patients and staff, or efficiency gains and financial improvement.
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Stuck at the Border
It would be around the “connectivity of care” and effective seamless “handovers” – or dare I say it, have no “handovers” at all!
t is widely known that with every “hand off” at least 1-2 days delay are inbuilt into the patients journey – which can lead to more mistakes, confusion around who has done what already, deterioration of the patient, re-reviewing patients and Community out of-hospital staff having difficulty locating and receiving patients.
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High-End Assurance
The NHS is steeped in history and tradition, and has a strong surrounding infrastructure to support regulatory compliance, but sometimes this can lead to compartmentalisation of roles. I would change the way we think about clinical governance and how it sometimes gets separated out from operational and financial activity.
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Personal Responsibility
The value and place of the NHS is not in question, nor is its contribution to the quality of all our lives. But something needs to change if policies on personal responsibility are to embed more widely
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