In a 1962 General Education Address, President John F. KennedyWhen repairing the roof is when the sun is shining..
From the NHS’s perspective, it seems reasonable to speculate that roof repairs are really a bad time during a huge typhoon or unprecedented pandemic.
Flexibility and complexity
The NHS is a large, complex organization that has shown to be very resilient to address the first acute phase of the COVID-19 pandemic. I think most commentators praise how the NHS dealt with this. To ensure that this valuable product is not overwhelmed by demand, it demonstrates great flexibility, including the ability to rapidly and significantly increase critical care capabilities online. Concerns about delays affecting cancer diagnosis and treatment and other waiting lists have been justified.
NHS complexity and demand trends-especially when the UK is addressing an aging population with multiple medical conditions-means that NHS plans need to be considered over the medium to long term. Unfortunately, our political leaders rarely think of such a timescale and usually seem to consider only the terms of parliament and their actions on the possibility of their re-election.
Multiple reorganizations
Over the years, the NHS has undergone several significant reorganizations since establishing the NHS Foundation trust under the government of Tony Blair. 2000 NHS Plan -Gives more autonomy to high-performance hospitals-To the more recent grieving Andrew Lansley Reform 2012 Health and Social Medicine Act.. Lansley’s conduct was opposed by the BMA as he felt it would increase the amount of private regulation within the NHS. This proved unfounded. But it has brought about major organizational changes. The Primary Care Trust (PCT) and Strategic Health Authority (SHA) have been abolished and £60-80 billion worth of commissioning has been transferred to the GP-led clinical commissioning group. These changes would be prohibitive and would cost around 21,000 PCT and SHA staffs £1 billion in redundancy costs, many of which are Received a lot of redundant payments It is just rehired in much the same role as the new group.
Before the Lansley reform is introduced warning The abolition of SHA, which is responsible for improving local services and coordinating responses to the challenges raised, and the disruption of public health expertise due to lack of funding disrupts the ability to respond to emergencies and epidemics. If the COVID-19 pandemic occurred 10 years ago, it’s a shame that local governments could deal with and mobilize much faster than this year, when contact tracking was discontinued earlier. .. march.
COVID-19 (new coronavirus infectious disease) (# If there is no character limit, add parentheses when first appearing
As the death toll increased in the UK, with the authorities The total number is over 45,000, Many feel that the government should have been better in its response. It seems unable to admit mistakes, and continues to insist on a “world blow/teaching” effort. “Game changing app” Track abandoned after 6 weeks of work at an apparent cost of over £11m. manual Tracking systemDespite claims of great fanfare and great success, about one-fifth of the confirmed COVID cases could not be contacted and about 70% of nearby contacts were identified and asked to quarantine themselves. Limited knowledge of epidemiology is open to admission, but high unidentification rates make us worried about our ability to identify and limit outbreaks in the area.
Unfortunately, one of the areas that we consider to be “leading the world” during this outbreak is the number of medical and social care workers who sadly died. Britain has at least 540 deaths, second only to Russia (545)..
“Dramatic reorganization”
This background makes it Prime Minister plans a radical restructuring of the NHSAnd, the idea that the incumbent government and its ministers have gained more direct control of the NHS does not give me confidence following the continued apparent misoperation of the present crisis. The role played by several agencies during the pandemic, particularly the Public Health England (PHE), and the independence of Simon Stevens, CEO of the Department of Health, are alleged to be dissatisfied by the Minister.
Any further major reorganizations will undoubtedly be quite costly and would seem futile in the current context of expanding the NHS budget. These can be worse than improved if the full economic costs of the COVID pandemic are revealed and government spending needs to be repaid. The cynics say that this unequivocal desire to reform the NHS is just one of the first goals of an inevitable “responsible blame” that will follow, highlighting issues within the NHS May help to relieve or bias liability from.
The Lansley Reform, which introduced competition between health care providers, could probably not have helped the country’s health services, and many organizations are at the regional level to make more efficient use of resources. We are working in close partnership with. Acute stroke Service rather than each hospital providing 24/7 service.
Although far from perfect, the NHS has shown remarkable adaptability and resilience in responding to this unprecedented crisis. The last thing the NHS needs at the moment distracts from another huge reorganization that could be motivated not for the long-term future of the NHS but for short-term political interests. That is. Some of the initiatives undertaken by the pandemic are worthy of further investigation and state that they probably need to be maintained. For example, increased use of, and perhaps introduction of, telephone and video consultation Reservation-only A & E..
If I have the opportunity to make a wise long-term plan with the right funding and limited political interference (I know this is unlikely), the NHS is actually a “world beat.”
