Service design – Page 188
-
Comment
Laura Donnelly on primary care leaders
One argument is that new strategic health authority chief executives, keen to assert authority and be seen to do so, are indulging in an exercise otherwise known as 'don't think much of yours?'
-
Comment
Sophia Christie on primary care
'The challenge of the last three years has been demand management. The focus for the next two years must be a considered challenge to activity attribution.'
-
Comment
Progress is about perception as headlines and reality clash
While optimism over the NHS is low, the public's feelings about services and choice are more positive. These contradictory perceptions mean GPs, managers and the DH have their work cut out ensuring patients 'interpret' reforms favourably, write MORI's Ben Page and Jonathan Nichols
-
Comment
Your Humble Servant: the new SHA
To: Don Wise, chief executiveFrom: Paul Servant, assistant chief executiveRe: Strategic hip authority
-
News
Mike White on politics
'Would an NHS constitution require primary legislation? How would an arm's-length board be accountable? Tricky'
-
News
Barometer: mental health September 2006
Mental health chief executives surveyed for Barometer report high levels of confidence on recruitment of medical, nursing and therapy staff.
-
News
Simon Stevens on long tails and J curves
'Bremmer's book turns in a clever explanation for why things often get worse before they get better'
-
Comment
Day case rates
Marc Farr says day-case rates over the last three years have shown little sign of improvement
-
HSJ Knowledge
The maths behind real case management
It seems a deceptively simple plan - if you can identify the relatively small number of patients likely to use acute services intensively, you can concentrate on simpler, cheaper and more effective preventative care. It was a promise first held out in work by Kaiser Pemanente in the US and ...
-
Comment
Malcolm Lowe-Lauri on clinical engagement
'A meeting of minds gets enormous impetus when the fog of data is converted into information'
-
Comment
'Turnaround teams' - a sticking plaster for a severed limb?
The ability to commission effective and efficient services is completely divorced from strategies to implement and provide cost-effective services, argue Angela Bate and Cam Donaldson
-
Comment
Skilled analysts of little use to the NHS
Do external consultants working in NHS organisations really deliver the goods? Birmingham University's Jonathan Shapiro argues that they may know how to diagnose problems, but cultural signposts pass them by
-
Comment
Cliff Prior profile: 'The only thing you can't predict is where it will go'
In his new job heading a group of not-for-profit organisations, former Rethink chief executive Cliff Prior will have a key role in reshaping community services. But first he has to explain what it is all about
-
Comment
Malcolm Lowe-Lauri on the right targets
Once upon a time the word target used to have many in healthcare reaching for their crucifixes, or whatever else was needed to ward off evil spirits.
-
News
Laura Donnelly on honesty and political risks
'Admitting that the NHS does not always offer a 'world-class service' is a high political risk'
-
Comment
Michael White on politics
'Voters are losing patience with Labour's performance - and its excuses'
-
News
Malcolm Lowe-Lauri on a year of imagination
'I'd like us to look back on a time when people came to a big shed and had 10 minutes with the expert'