All Change management articles – Page 22
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HSJ KnowledgeCommissioning consortia must avoid top-down organisation
The organisational make-up of commissioning consortia needs to break from the existing PCT structure. Ben Gowland, chief executive of Nene Commissioning Community Interest Company, explains why.
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CommentSuccessful healthcare mergers, like marriages, need a lot of hard work
Mergers and acquisitions of healthcare organisations in the developed world have become much more commonplace over the last decade.
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HSJ KnowledgeHospital Landscape: a winning attitude to improved performance
A diagnostic tool from McKinsey is helping hospital leaders discover more about the limits of what is possible in performance. In the latest Hospital Landscape update, Neil Griffiths and colleagues look for fresh insights from existing data.
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NewsJust one in five DH staff say change is managed well
Only one in five Department of Health employees believe change is managed well, according to staff survey results.
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HSJ KnowledgeThe transition from primary care to independent provider
Reflecting on our transition to an independent provider of NHS care, one central word that seems to have held a unique place within the process and still resonates with City Health Care Partnership CIC is: “why?”
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HSJ Knowledge
The value of NHS identity in change management
Making significant structural changes to large organisations is challenging and fraught with risk.
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NewsNigel Edwards to leave NHS Confederation
Nigel Edwards will end his 12 years at the NHS Confederation this summer after deciding not to put himself forward for the position of chief executive.
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Comment'Time to scrap GP exception reporting'
We must now scrap exception reporting by GPs in the quality and outcomes framework.
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Comment'We all know what’s wrong with the NHS'
There are too many hospitals swallowing up too much money for too little return. Which is fine until you try to close or downsize one, and all hell breaks loose.
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Comment'Accountability in the NHS is a mess'
Ministers in Whitehall have excessive powers to interfere and meddle in local operational issues, with primary care trusts controlled by strategic health authorities and SHAs by Whitehall.
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News'Stalinist' controls grip expiring SHAs
The Department of Health has handed the NHS a set of 116 performance measures and 24 further priorities for 2011-12, as its “Stalinist controls” on the transition process become clear.
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NewsNicholson: NHS commissioning board will step in if consortia falter
In the first interview since his appointment as chief executive of the NHS Commissioning Board, Sir David Nicholson has outlined the measures it could take against poorly performing commissioning consortia.
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CommentMichael White: ministers are puzzled by the BMA’s hostility
It remains a guiding principle of this column that any policy opposed by the British Medical Association can’t be all bad.
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CommentNoel Plumridge: SHAs need to decide their priorities, and soon
One of the more dramatic parts of the 2011-12 operating framework is the withholding, by strategic health authorities, of 2 per cent of primary care trust funding.
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HSJ KnowledgeThe four challenges facing consortia
In the first part of their series on commissioning, Stephen Hill and colleagues look at how GPs can add value to the process
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NewsRCS warns on 'backdoor rationing' in NHS
The NHS is adopting a “dangerous path” by stopping certain elective surgical procedures to save money, the president of the Royal College of Surgeons of England has warned.
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CommentNick Bosanquet: Five steps to security
The pre-Christmas snow shower of documents did little to gather momentum towards better services. Rather, it added to the risk of planning blight for new organisations which have to find personnel and trial their powers and budgets. These are my five steps to rescue the change programme:
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NewsLondon reviews future of PCT support body
An agency launched less than two years ago to support London’s primary care trusts could be shuttered in March, after nearly £70m of public investment.
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CommentHelen Bevan: Who’s afraid of the big bad wolf?
NHS managers live in fear, which saps creativity and productivity. The antidote is hope