Consultant job planning for a 7-day service

Lewis, Matthew

doi:10.7861/futurehosp.4-1-33

Cited by 3 publications

(2 citation statements)

References 4 publications

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“…Editor -20 years ago, pretty much to the day, Professor JR Bennett wrote 'will the last one out please turn off the lights in the emergency admissions ward'. 1 I fear Paul Jenkins' matches are far too little and much too late. 2 And, anyway, we are nowhere near the end of the tunnel.…”

Section: Now Where Are Those Matches At the End Of This Tunnel?mentioning

confidence: 99%

Now, where are those matches at the end of this tunnel?

Ross

2017

Future Healthcare Journal

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totalling some 25 years, and found the examples of how to plan for 7-day services both clear and compelling. Lewis' conclusion that 'effective job planning allows finite resources to be used to the greatest effect' is one with which we entirely concur. Managing the way our workforce is deployed to ensure their skills are applied to best effect will ensure we are able to offer high-quality care to our patients in the most efficient way. This fundamental principle underlies the implementation of a number of the 15 recommendations of Lord Carter's report into unwarranted variations in the performance of NHS acute trusts in England. 2 Evidence of such variability has emerged previously in the report of the British Orthopaedic Association authored by TB. 3 This 'getting it right first time' (GIRFT) philosophy has led to real improvements in surgical outcomes within elective orthopaedics services and, for the first time, a fall in litigation claims-an important surrogate for quality. The GIRFT programme has now been funded to expand to more than 30 specialties. Each has a national lead, usually a clinician of national or international stature, and access to data that will ensure we know 'what good looks like' in terms of both outcomes and service delivery. Clinically conceived, clinically led and delivered by clinicians, hospital visits are already underway, at which the GIRFT leads engage face to face with the consultants and other clinical staff responsible for delivering each service 'on the ground'. This ensures they adopt best practices as defined by royal colleges and specialist societies, which have without exception expressed their support for the programme. Matching job plans for medical and non-medical clinical staff (eg allied health professionals, pharmacists) and those providing diagnostic services will be crucial to ensure best practice can actually be adopted and thereby meet the (7-day) needs of patients, the demands of actually providing the service and to maximise the beneficial impact of the NHS' physical (eg operating theatres, imaging equipment) and human resources. ■

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Section: Now Where Are Those Matches At the End Of This Tunnel?mentioning

confidence: 99%

Now, where are those matches at the end of this tunnel?

Ross

2017

Future Healthcare Journal

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“…Editor -when I read your article in the last issue of Future Hospital Journal , I thought that at last someone had recognised why recently qualified doctors so often these days find their first appointment disillusioning. 1 As you recognise, these admirable young men and women do their best to fulfil their idealised role, and it is not the long hours, heavy responsibilities and relatively low pay that they resent, but the fact that no one appears to care for them as they did for us when we were residents; making sure we did not miss our meals by turning up late (food is a good substitute for sleep), sympathising when -with the best will in the world -we got things wrong (according to our seniors), teaching us the knowhow that complements the knowledge that was all brought to our work (we learned this from the nurses) and providing us with the opportunities we needed to discuss our lonely anxieties with our fellow residents (often one of the selfappointed tasks of the now defunct ward cleaners and orderlies).…”

Section: Valuing the Workforce Who Value Their Patientsmentioning

confidence: 99%

Consultant job planning for a 7-day service

Tavabie

2017

Future Healthcare Journal

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Letters to the editor

Evans¹,

Briggs²

2017

Future Healthcare Journal

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totalling some 25 years, and found the examples of how to plan for 7-day services both clear and compelling. Lewis' conclusion that 'effective job planning allows finite resources to be used to the greatest effect' is one with which we entirely concur. Managing the way our workforce is deployed to ensure their skills are applied to best effect will ensure we are able to offer high-quality care to our patients in the most efficient way. This fundamental principle underlies the implementation of a number of the 15 recommendations of Lord Carter's report into unwarranted variations in the performance of NHS acute trusts in England. 2 Evidence of such variability has emerged previously in the report of the British Orthopaedic Association authored by TB. 3 This 'getting it right first time' (GIRFT) philosophy has led to real improvements in surgical outcomes within elective orthopaedics services and, for the first time, a fall in litigation claims -an important surrogate for quality. The GIRFT programme has now been funded to expand to more than 30 specialties. Each has a national lead, usually a clinician of national or international stature, and access to data that will ensure we know 'what good looks like' in terms of both outcomes and service delivery. Clinically conceived, clinically led and delivered by clinicians, hospital visits are already underway, at which the GIRFT leads engage face to face with the consultants and other clinical staff responsible for delivering each service 'on the ground'. This ensures they adopt best practices as defined by royal colleges and specialist societies, which have without exception expressed their support for the programme. Matching job plans for medical and non-medical clinical staff (eg allied health professionals, pharmacists) and those providing diagnostic services will be crucial to ensure best practice can actually be adopted and thereby meet the (7-day) needs of patients, the demands of actually providing the service and to maximise the beneficial impact of the NHS' physical (eg operating theatres, imaging equipment) and human resources. ■

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Consultant job planning for a 7-day service

Cited by 3 publications

References 4 publications

Now, where are those matches at the end of this tunnel?

Now, where are those matches at the end of this tunnel?

Consultant job planning for a 7-day service

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