2. +
Introduction
The familiar challenges faced by mental health trusts have
intensified in the face of considerable financial constraints.
The need for innovation and increased levels of productivity
has probably never been greater.
All healthcare staff will need to contribute significantly to this
effort.
3. +
Clinical Engagement
The challenge is to nurture a positively
committed and engaged medical
workforce
The recent Francis and Keogh reports,
both identified a lack of strong clinical
leadership as a fundamental contributor
to the failures of some NHS Trusts
The need to challenge the perception
that doctors who become managers go
to the “dark side”
The crucial question is whether the
organisational culture and structure
facilitate or inhibit this.
“Good management is the art of
making problems so interesting and
their solutions so constructive that
everyone wants to get to work and
deal with them.” - Paul Hawken
4. +
Clinical Engagement
Organisations with engaged staff deliver:
Better patient experience
Fewer errors
Stronger financial management
Higher staff morale and motivation and
less absenteeism and stress.
5. “An unduly casual
attitude towards
sudden death [and]
inadequate systems
for reporting
incidents”
“Incident
reporting
systems were
criticised by
many staff”
6. +
The Quality Challenge:
lessons from Mid Staffs
Setting up proper systems of supervision
Understanding what pressures staff are
experiencing
Taking action when things go a bit wrong
rather than waiting until they are very
wrong
Patient feedback to be a key indicator of
performance
Taking seriously the ‘gold dust’ of
complaints
Prioritising patient care over
organisational needs
“We must put patients at the heart of
everything we do”
[Prof Sue Bailey, RCPsych]
7. +
The Innovation
Challenge
Harnessing transformational
technologies
Exploiting the potential of data
Moving away from the ‘one size fits all’
model of healthcare
A health service, not an illness service –
the NHS has helped many quit smoking
but what else can we do...?
“Insanity: doing the same thing over
and over again and expecting different
results.” [Albert Einstein]
8. +
Conclusion
Financial constraints will persist for at
least a decade but cannot be allowed to
dominate management
Challenge of ensuring quality – putting
patients first and prioritising patient
safety and well-being
Innovation challenge – trying to increase
productivity through innovation
Meeting these challenges is dependent
on the clinical engagement challenge –
ensuring that senior medical staff are
playing leadership roles in their clinical
teams
Editor's Notes
Not going to talk about the financial pressures as an individual challenge; it is a given and assumed that all of what the medical manager does must require understanding of this dynamic
Francis found that management thinking at Mid Staffs was dominated by financial pressures
In England, continuing with the current model of care will result in the NHS facing a funding gap between projected spending requirements and resources available of around £30bn between 2013/14 and 2020/21