Posts Tagged ‘RCP’

EWTD: change likely to be too little too late

By Andrew Goddard, director of the Medical Workforce Unit, Royal College of Physicians - 25th October 2011 3:55 pm

Two years since its full implementation, the European Working Time Directive continues to be seen as one of the main culprits in the disintegration of clinical medicine in UK hospitals.

Interestingly, the rest of the European Union is also less than happy with the restrictions the directive creates, especially as it applies to doctors. There is therefore a considerable appetite for revisiting the directive in the EU, and the European Commission is currently running a consultation process for ‘social partners’ to understand the appetite for such revision and what it should entail.

‘Social partners’ in this context are representatives of trade unions and employers, and for health these are the European Public Services Union (EPSU) and the European Hospital and Healthcare Employers Association (HOSPEEM). The UK representatives for these organisations are the NHS Confederation European Office for HOSPEEM and UNISON, UNITE, the Royal College of Nursing and Royal College of Midwives for EPSU.

Although not official social partners, several UK professional organisations were also consulted by the Commission given the relevance of the EWTD to hospital practice. The Royal College of Physicians has played a leading role in this process, taking part in consultation meetings and submitting responses to the social partner process and the EC. This consultation asks whether the EWTD could undergo radical revision or whether revision of the specific areas of the definition of working time and the timing of compensatory rest (i.e. the SiMAP and Jaeger rulings) would allow the directive to be more workable.

The Commission has made it clear that it supports the right of an individual to opt-out and that there is no negotiation to be had over increasing the total working time beyond 48 hours. The consultation has arisen as much because of member states having to make use of the opt-out clause to allow the directive to be applied and there is concern that individuals may be pressurised to opt-out.

The responses from different UK organisations were interesting and summarise what may or may not be possible in both the UK and the EU as a whole. In short, there is very little enthusiasm for attempting a total redrafting of the directive.

This is unsurprising given the failure of previous attempts in the EU to get any agreement around this. There is, reassuringly, general agreement that a focused reworking of the directive around SiMAP and Jaeger will be worthwhile and have many benefits.

The RCP response provided focused solutions demonstrating how changes to SiMAP and Jaeger would solve many problems of running acute medicine in a 48-hour working week. The RCP has called for relaxation as to the timing of compensatory rest for both consultants and trainees to prevent short notice cancellation of activity and allow internal locums to cover for sickness absence. It has asked for resident ‘on-call’ time only to be counted as working time when the doctor is working and stressed that individual opt-out must remain.

The NHS Confederation response mirrors that of the RCP. It makes clear the difficulties in providing a 24-hour service under the constraints of the EWTD and the importance of providing adequate training experience. It also emphasises the risks to patient care if compensatory rest rules are applied to the letter.

The Royal College of Surgeons of England agrees that the issues of on-call time and compensatory rest are important, but pushes for a sectoral exclusion of hospital doctors and doctors-in-training from the directive which would allow these two groups to work beyond 56 hours. There is considerable resistance from the Commission to such a sectoral opt-out and this seems an unlikely outcome from this consultative process, even though it is attractive.

The BMA, perhaps alone among the responses, is ‘satisfied with the EWTD as it currently stands’. It believes that a redesign of training programmes will allow many of the issues of loss of training due to the 48-hour week to be resolved. It strongly opposes any change to the definition of inactive on-call time as working time and believes that the compensatory rest legislation is unworkable because of lack of clarity as to the implementation of the regulation rather than the principle.

Such a hard-line stance on the EWTD by the BMA is bad news for anyone hoping for a successful renegotiation of the New Deal on junior doctors’ hours. The New Deal is, if anything, the bigger problem for hospitals trying to run a 24-hour hospital service due to huge financial penalty of employing junior doctors over 48 hours a week. Thus, while many doctors may want to work 56 hours a week (and opt-out to do so) their employers cannot afford for them to do so.

Furthermore, even if the RCS is successful in getting a sectoral opt-out, it may just act as a cosmetic result if the New Deal is not renegotiated. The UK government is aware of the issues with the New Deal and has hinted that it would consider renegotiation. Without the BMA’s support, though, such renegotiation would be doomed to failure.

The social partners will announce the outcome of their discussions in late 2011. If agreement between the partners is reached, the Commission will then be able to start the legislative processes to change the directive. However, any process to get the directive changed will then take a further three to four years and, if agreement is not reached, the Commission will need to decide whether to push through change without the full support of the partners.

Either way, by then it will probably be too late for such changes to be helpful in the provision of acute services in the NHS.

This article first appeared as an editorial in Clinical Medicine (2011, Vol 11, No 5: 420–1).

“Support extended consultant delivered services”

By Mike Broad - 21st September 2011 1:58 pm

A leaked NHS London report suggests that over 500 deaths a year in London could be prevented if consultant cover was increased at weekends.

Sir Richard Thompson, president of the Royal College of Physicians, commented on the report in a letter published in The Independent.

Here is that letter in full:

Dear Sir,

Your article ‘Hospital staff shortages cause 500 deaths a year’ shows too few junior doctors are caring for too many patients over night and at the weekend. Patients who are admitted to hospital in the evening and at the weekend risk receiving sub-standard care.

Despite the best efforts of consultants who work above their contracted hours, patients are not getting sufficient input to their care from senior doctors during these periods. The supervision and training of junior doctors is also adversely affected by a lack of senior input during these periods. More doctors are required to provide this high level service.

The Royal College of Physicians believes that there is an urgent need to review workforce patterns in hospitals to ensure that medical in-patients receive direct input from consultant physicians on a seven day a week basis.

We previously issued guidance for physicians caring for very sick patients. Hospitals admitting acutely ill medical patients should have a consultant physician on-site for at least 12 hours per day, seven days per week, at times related to peak admissions. Consultants should have no other duties during this period.

We can begin now by reconfiguring acute services. Concentrating specialist services in centres of excellence will improve standards and help to provide a consultant delivered service.

Furthermore, junior doctors’ contract, the New Deal, and the European Working Time Directive must be renegotiated to provide more local flexibility when designing staff rotas in hospitals.

The RCP calls on the government to take urgent action to ensure that extended consultant delivered services - providing safer care for patients and the opportunity for excellent training of the next generation of doctors - can be achieved.

Yours faithfully

Sir Richard Thompson

President

Royal College of Physicians

“Clinical leadership should lead reconfigurations”

By Mike Broad - 7th September 2011 12:25 pm

A new briefing by the King’s Fund concludes that the current decision-making process for hospital and service reconfigurations is complex and bureaucratic, posing significant risks to the delivery of safe services.

Politicians in particular are blocking changes that could improve the quality and safety of NHS care, it says.

The Royal College of Physicians has welcomed the briefing Reconfiguration of hospital services, and Sir Richard Thompson, president of the RCP, said the following:

“There is an urgent clinical need to reconfigure acute services primarily to drive up quality, as well as to contain cost. The current system is often lengthy and wasteful. The RCP wants hospitals to provide a consultant delivered service seven days a week. Too often junior doctors care for too many patients out of hours. Reconfiguration of acute services is needed to achieve this improved service for patients.

“The RCP agrees that clinical leadership should be strengthened to lead the reconfiguration process. Local clinicians should be at the heart of reconfiguration decisions, as they are best placed to understand the health service needs of their local communities. This was reflected in the government’s amendments to the Health and Social Care Bill dealing with service provider failure, published last week, but we believe responsibility for driving reconfiguration processes forward can still be made clearer.

“We also agree that Monitor, the economic regulator, should take account of clinical quality issues when taking action to protect the continuity of services, or assessing whether a trust can change the terms of their license. The government announced last week that CQC and Monitor will have a joined up licensing process, we would like more detail on this soon.

“The government correctly wants reconfiguration decisions to involve the local community as their support is necessary. However, local preferences about the location and quantity of services must be balanced against regional and national needs and affordability. It is unclear how this tension will be resolved and we pres the government for clarity.

“The government intends that there will be effective safeguards to protect patients’ and taxpayers’ interests by ensuring continued access to essential services should a provider get into financial and/or clinical difficulty. This is welcome, but what are essential services? It is important that the public is fully aware of what services will be protected if a local provider were to fail.”

Health Bill: what the RCP would like to see changed

By Mike Broad - 20th February 2011 11:21 pm

The Health and Social Care Bill proposes significant change to the NHS. Key proposals include:

• Abolishing PCTs and SHAs by 2013.

• Giving new consortiums of GPs across England the task of commissioning healthcare.

• Establishing the NHS National Commissioning Board to commission certain services and ‘oversee’ commissioning by GP consortiums.

• Compelling all NHS hospitals in England to become Foundation Trusts.

• Giving Monitor, the regulatory body for Foundation Trusts, a wider role in promoting competition.

• Establishing local authority-led Health and Wellbeing Boards responsible for drafting an area Health and Wellbeing Strategy and coordinating the Joint Strategic Needs Assessment.

• Moving responsibility for health improvement from PCTs to local authorities.

The following is the Royal College of Physicians’ take on the proposals as the Bill progresses through Parliament:

The college broadly welcomes some of the principles underpinning the reforms. It believes that greater clinician and patient input in the design and delivery of services will result in improved patient care. Overall, the RCP supports the move towards evaluating services on the basis of outcomes. However, it cautions that determining measurable and meaningful outcomes is a significant challenge and will take time to refine.

Effective commissioning

Like other medical Royal Colleges and the Health Select Committee, the RCP strongly believes that effective commissioning must involve not just GPs but the entire clinical community. It welcomes the duty for commissioners to obtain appropriate advice included in the Bill. However, this is too loose and further clarification is needed, it says. The RCP strongly believes that mandated specialist involvement in commissioning is essential if patients across the country are to have access to the services they need and the standards they deserve, particularly for those with acute and/or rare conditions.

The RCP would like to see the Bill build on existing good practice which promotes collaboration between primary and secondary care. Services should seamlessly cross traditional team boundaries, ensuring integrated patient care at all levels, and achieving ‘teams without walls’.

To ensure this for all patients, the RCP believes the Bill should embed joint working into the commissioning and service planning structures. It is urging MPs to seek further clarification on this point.

Funding

While the NHS is trying to make efficiency savings, the NHS reforms will cost a significant amount of money. Various estimates have been given for the cost of the changes: Andrew Lansley MP has suggested the reorganisation would cost £1.2 billion over three years, whereas others have suggested the cost could be as high as £3 billion. As the Health Select Committee has argued, the NHS reforms should not be seen outside the context of the efficiency savings challenge. Achieving both efficiency savings and reorganisation simultaneously will be an unprecedented challenge for both commissioners and providers - and will need good quality management to achieve.

The RCP fears that the speed at which the NHS is expected to reduce management costs could jeopardise achieving the efficiency savings. The college is urging MPs to call for the reforms to be introduced in a measured way, which would help to retain the confidence and commitment of clinicians, managers, patients and the public.

Price competition

The RCP is concerned that the government’s proposals do not fully resolve the issues associated with price competition. There is evidence that competition based on price harms, rather than enhances, quality. Health economists have stated for example that price competition lowers quality, whereas fixed prices, such as in Medicare - the US health system for the elderly - have raised it.

There is also a risk that public trust of GPs could be eroded due to their assuming a rationing role, particularly if their patients suspect them of choosing treatment based on price, not quality.

Service fragmentation

The RCP is concerned that the fragmentation of services would have detrimental impacts on the very areas the reforms seek to improve: the quality of services, education and training, patient choice, efficiency and equity. It also has the potential to exacerbate any existing postcode lottery in health services, which is hugely unpopular with voters. The NHS Atlas of Variation, published last year, showed significant geographical differences in care, with 14-fold difference in spend on broken hips between best and worst areas; a four-fold variation in the proportion of stroke patients who spend almost all their hospital time in a dedicated stroke unit; and a 38-fold difference in rates of obesity surgery, for example.

Actions for MPs

The RCP wants the following points raised as the Bill progresses:

• The duty on commissioners to obtain appropriate advice does not go far enough to ensure that patients across the country will get the best possible care.

• Achieving both £20 billion efficiency savings and mass-scale reorganisation simultaneously will be an unprecedented challenge for the NHS. There is a real risk that it will not be possible to achieve these in the timescales set.

• Measures to prevent fragmentation should be built into the reforms, otherwise any existing postcode lottery could be exacerbated.

Interview: Prof Ian Gilmore, president of the RCP

By Mike Broad - 25th January 2010 8:31 pm

 

Prof Ian Gilmore

Prof Ian Gilmore

Hospital Dr invited Prof Ian Gilmore, president of the Royal College of Physicians to answer 12 questions and complete a half finished sentence…

1. What is the biggest challenge facing the profession?

“The biggest challenge facing the profession is to remain a profession - to be true to our professional roots, our altruism and societal values at a time when doctors are being put on work sensitive contracts, subjected to hours restrictions through the European Working Time Directive and facing increasing obstacles to continuity of care.”

2. When did you last laugh and why?

“The fact that I can’t remember when I last laughed means: A. I never laugh B. I laugh so frequently C. I have a memory disorder. The correct answer is B.”

3. What are the RCP’s priorities over the next year?

“The RCP’s priorities over the next year include promoting leadership by doctors in the improvement for quality of care and developing better models for continuity in the wake of the EWTD. We are also working to strengthen our regional structures and better support work at hospital and SHA level.”

4. Which person influenced you the most and why?

“It is always difficult to single out a defining influence from the myriad of influential teachers and mentors over a lifetime. When I was appointed a consultant, I learnt so much about how to build up, run and motivate a clinical team from my older colleague, Richard McConnell.”

5. What is your favourite book?

“My favourite book is Down and Out in London and Paris by George Orwell. When I read it again recently, I realised how poorly developed his writing style was at this early stage of his career but I loved the graphic, earthy experiences of student poverty.”

6. Has medicine become too protocol driven?

“In a world of ideal education, training, staffing and supervision, protocols would be superfluous. Under the current hospital pressures, particularly in unselected ‘medical take’ they are essential.”

7. What is your guiltiest pleasure?

“My guiltiest pleasure is not revealing one.”

8. What are the hallmarks of an excellent medical team?

“In an excellent team the sum is greater than the individual parts and the role of leadership is evident only by its apparent absence.”

9. What was your most embarrassing professional moment?

“My most embarrassing professional moment was failing to dislodge the screw top from a bottle of water when offering a glass to a royal visitor at the college.”

10. Of what achievement are you most proud?

“I am most proud of the fact that all of my three children work for one of the greatest modern achievements of a civilised society - the NHS - without any perceptible parental influence in their choice.”

11. When were you most in danger?

“While I currently feel most in danger during my present role, where I am only one media slip away from national ignominy, in reality I was probably much more in danger when I was performing invasive endoscopic procedures on a daily basis. So often I felt I was balancing the high risk of doing something versus the high risk of doing nothing!”

12. How will the royal colleges maintain their relevance?

“We will maintain our relevance as long as we retain strong support from our fellowship. Currently nearly all consultant physicians working in England and Wales are fellows of the college, in addition to many working in other parts of the UK and abroad. While we have their support, we are able to engage with a wide range of bodies, including government regulators and NGOs in the knowledge that we are speaking for frontline clinicians.”

Finish this sentence: trainees working a 48-hour week will…

…precipitate a radical rethink of what is meant by continuity of care and how it is achieved.

Masters degree in medical leadership launched

By Mike Broad - 28th May 2009 4:14 pm

A new masters degree in medical leadership has been launched for aspiring clinical and medical directors, and chief executives.

The degree, run by the Royal College of Physicians, Birkbeck College and the London School of Hygiene and Tropical Medicine, has been designed to specifically meet the needs of medical practitioners.

It aims to give senior doctors an appreciation of organisational management and leadership. The MSc consists of nine modules, which can be completed in two years.

Professor Ian Gilmore, president of the RCP, said: “The responsibility for planning and transforming the delivery of health services for a large organisation is a complex one, and one in which doctors should be fully involved.

“With this in mind we have developed this programme to help prepare the next generation of medical leaders, and encourage doctors from a wide variety of backgrounds to apply.”

Applicants need to enrol by the end of July 2009.