Posts Tagged ‘Reconfiguration’

Who is standing up for the children of Lewisham?

By Tony O'Sullivan, consultant paediatrician and director of service, Children & Young People's Directorate, Lewisham Healthcare NHS Trust - 15th April 2013 9:47 am

Paediatricians stand at the forefront of advocacy for children and alongside our college - the Royal College of Paediatrics and Child Health - in advocating better consultant supervision of the sick child. The 10 standards for acute paediatric care were launched in April 2011 and revisited through the RCPCH’s press launch of the recent audit (see HospitalDr).

President Hilary Cass concluded: “There are too many units in the UK to provide a safe and sustainable service; health services can’t continue in their current form. Reconfiguration needs to happen to deliver the best possible care to children and young people.”

But doctors and royal colleges do not operate in a vacuum, free from the effects on the NHS of political developments. The danger here is that college plans overlap uncomfortably with government plans to close numerous A&Es and hospitals and the choking off of funding which makes even well-run trusts struggle to breathe.

What I ask of the RCPCH and other medical colleges is to think twice before allowing aspirational emergency standards to be used – as the TSA has done in Lewisham – as a cover for summary execution of clinically safe and sound trusts for entirely financial reasons and without full consultation. In areas facing cuts, closures and irrevocable service changes the RCPCH must be publicly vocal in insisting on the highest clinical integrity and a thorough analysis of children’s needs. There must be meaningful consultation with local GPs, other clinicians, the public and local authorities. There must be real evidence that new configurations provide better care and do not replace one form of clinical risk with other very real ones, albeit less measureable, affecting large numbers of children: by reducing local access to acute care for vulnerable families and destroying local networks for safeguarding, mental health, children with disabilities and long term conditions.

This spectre threatens SE London children.

In the first-ever use of the Unsustainable Provider Regime, Secretary of State Jeremy Hunt has approved (with a gloss of some ill-thought out amendments for the purpose of spin) the recommendations of the Trust Special Administrator for South London Healthcare Trust to close acute hospital services at Lewisham Healthcare – an entirely separate, successful and widely respected trust. The TSA completed his report without any analysis of the local children’s services, networks and interdependencies (to the private embarrassment of the Medical Director of NHS London, himself a paediatrician). Treating children as collateral damage, the TSA noted virtually in passing that Lewisham’s paediatric ED and inpatient service would have to close given his recommendations on adult services. There is disgust at this total neglect of SE London’s children - 20% of the population. Our college would not comment as the issue was seen as political and locally specific.

This sounds alarm bells: here we have a back-door configuration of children’s services without a single conversation about the needs of 250,000 children in four boroughs. This should not happen without a public intervention from the college. We are not against change and are proud of our contribution to positive change in SE London. But I do not accept the impact of the dangerous and reckless reconfiguration decisions of the TSA and Jeremy Hunt, and do not expect my college to do so either.

It is unacceptable for the closure of children’s units to take place in this way. Paediatricians must insist that sick children retain local access to paediatric expertise, that there is safe transfer of sick children, protection of vital integrated children’s networks and maintenance of high clinical standards. If necessary, better to invest the relatively small amount required to help high-achieving units achieve the college standards, rather than closing down units for financial reasons without any clinical risk assessment.

Shortages affecting acute paediatric services

By Mike Broad - 11th April 2013 3:34 pm

A shortage of consultants at peak times is putting enormous pressure on acute paediatric services, an audit of service standards reveals.

The report, by the Royal College of Paediatrics and Child Health, shows there is a disparity between care delivered during the day, with just 11% of units having consultant presence during the evening. At peak times over the weekends, consultant presence was just 6% of units.

However, over three quarters (77%) of children see a paediatrician on middle or consultant grade rotas within four hours of admission – just under a quarter do not.

Furthermore, 88% of children or young people admitted to a paediatric department with an acute medical problem are seen by a consultant paediatrician (or equivalent) within the first 24 hours.

Back to Facing the Future presents the results of the RCPCH’s audit of acute paediatric units in the UK against the 10 minimum standards set out by the College two years ago. The standards include: every child admitted to a paediatric department with an acute medical problem to be seen by a senior paediatrician within four hours of admission, at least one medical handover in every 24 hours led by a paediatric consultant, and specialist paediatricians are available for immediate telephone advice about acute problems for all specialities and for all paediatricians.

The audit reveals that immediate telephone advice is not always available across some specialties – and arrangements are often informal. There is also a shortfall of staff across all rotas when measured against the Facing the Future standards.

Whilst some standards are being met by the majority of units, others are falling short – and the RCPCH is warning that the current configuration of services is putting children’s health services at risk and is unsustainable.

Dr Hilary Cass, president of the Royal College of Paediatrics and Child Health, said: “The most concerning area is the consultant presence at times of peak activity. When units are at their busiest, it’s crucial that the most experience and skilled members of the team are present – and currently this isn’t happening in too many services.

“Acute paediatricians are under significant pressure within the current structures and we have to be prepared to re-examine the way in which we deliver care because this way of working is not sustainable.”

The audit found that some units treated the standards as the ‘bare minimum’ for service provision while others picked standards that they felt were more applicable to their unit than others rather than attempting to meet all 10. Often this was due to resources being spread too thinly.

Dr Cass continued: “There are too many units in the UK to provide a safe and sustainable service; health services can’t continue in their current form. Reconfiguration needs to happen to deliver the best possible care to children and young people. We also need to look at more innovative models of service provision, providing more care in the community. But it’s going to take bold and brave leadership to make it happen.”

Read the full audit.

Did the earth move for you as CCGs went LIVE?

By Mike Broad - 9th April 2013 2:33 pm

I live in East Anglia.

Because of the nature of my work, I know a lot of hospital doctors around the region. All the acute hospitals out here are fit to bursting.

Most of the hospitals have been oscillating between ‘red’ and ‘black’ for a while now, and consultants have given up opening the increasingly desperate emails from their medical directors entitled ‘Discharge patients NOW!’

While patients don’t tend to get stuck in corridors anymore, we’ve created our 21st century equivalents.

The ‘discharge lounges’ are now full of people who’ve only just turned up and aren’t going anywhere. People don’t lie around on trolleys for hours and hours any more, but there are plenty sat in chairs in ‘waiting areas’ with mobile drips next to them.

Then there are the associated problems of heaving hospitals. Noro is rife, ambulances are queuing outside (and even pitching tents) and hard-pressed social workers are struggling to facilitate discharges.

And yet many of these hospitals are big, with lots of beds.

Just as everything should be winding down after winter, and staff are taking a week or two on holiday, and wards would normally be being lined up for deep cleans, there are more patients than ever.

Maybe it’s because of the long winter. Maybe it’s a statistical blip. Maybe it’s because out-of-hours services in primary care have become ineffectual (and should be run by secondary care as has been mooted out here in the past). Maybe it’s a long term trend in demand that we’re ill-equipped to deal with.

Just as I was mulling all this over, I read the following article. (When, oh when, are doctors going to stop wearing bow ties…).

So, in the brave new world, when acute hospitals are running just to stand still, we’re going to reduce their capacity.

How’s that going to happen then? One of the pleasures of my job is that I get to sit in a lot of conference rooms with very intelligent people talking about the future of the NHS. Keogh et al tell me that it’s all going to change: the public will learn to take more responsibility for their health, and develop a different relationship with the NHS; we will adopt a more preventative approach to health and wellbeing harnessing the whole of the public sector; health and social care services will become better integrated; more services will be delivered in the community and people’s homes; the demands on hospitals will fall…

Do we really believe that CCGs, which this month ‘go live’, are going to be able to drive this? I keep hearing that hospital directors sit down with CCG representatives and agree all sorts of things for more progressive services; the CCG representative goes away, then makes contact a couple of days later saying they don’t have the authority to agree any of those issues they discussed. The hospital director shrugs their shoulders and gets back to the daily ‘fire fighting’.

The CCGs don’t have the authority, and the hospitals don’t have the resources.

So, that leaves the NHS Commissioning Board? Well, as far as I’m aware, they’re keen to offer support for reconfiguration as long as that support doesn’t actually cost them anything.

If you needed an example of how difficult reconfiguration is to broker in the NHS, just look at what a mess the national paediatric heart surgery review has become.

It leaves me to conclude that the government and the NHS can have all the policy in the world about how it is going to change, but unless it is significantly incentivised (and I’m not including ‘hospital failure’ as an incentive) then not much is going to change.

*Sigh*

Cut NHS demand rather than ration, MPs say

By Mike Broad - 22nd March 2013 3:38 pm

Savings in the NHS are in danger of being achieved by rationing rather than through reducing the demand for health services, a Parliamentary committee warns.

A report by the Public Accounts Committee says savings of £5.8 billion were made in 2011-12, virtually all of that year’s forecast of £5.9 billion. The government expects that by the end of 2012-13 the savings made will total £12.4 billion, it says.

The Department of Health estimated that the NHS needs to make efficiency savings of up to £20 billion in the four years to 2014-15.

The NHS is seeking to make savings by reducing the demand for health services, particularly for acute hospital care. But the committee heard widespread concerns, from patient groups as well as professional bodies, that access to treatments such as cataract and bariatric surgery is being rationed.

The report says such treatments may be classed as of ‘low clinical value’ but they can make a real difference to a patient’s quality of life. Delaying treatment may also lead to greater cost in the longer term, it concludes.

“The NHS intends that the quality of healthcare should not suffer as it pursues efficiencies,” the report says. “While performance against a small number of headline indicators of quality, including waiting times and infection rates, was maintained in 2011-12, we are concerned that the need to make savings may be affecting wider areas of care quality, which are not adequately measured.”

It says most of the savings to date have been achieved through freezing the pay of NHS staff and reducing the prices paid for healthcare. The more challenging, and risky, part of the efficiency drive requires transformation in the way health services are actually provided. Over the four years to 2014-15, such transformational changes are expected to generate 20% of the total savings, but the government expects that by the halfway stage - the end of 2012-13 - just 7% (£875 million) of savings will have been generated in this way.

Commenting on the report, Dr Mark Porter, chair of BMA Council, said: “We share the committee’s concerns about some of the things that are happening as a result of cost pressures on the NHS.  Doctors base their practice on the care of individual patients, and every day see that many of the services deemed to be of low clinical value can be immensely valuable.

“The committee is right to raise concerns about staffing cuts. The Francis report made clear the potential consequences of reducing staff levels under financial pressure.

“We agree that focusing on quality and safety of care, rather than knee-jerk cost-cutting, is the best way forward in the long-term. Clearly the challenge of dealing with financial pressures is huge, and it will be best addressed if clinicians are involved in decision-making. There needs to be wide engagement on how to tackle the decisions facing many parts of the NHS.”

Changing the way services are delivered means in some cases centralising services or providing more community-based care, closer to people’s homes, the report says. This is expected to lead to some hospitals reducing the range of services they provide and departments, and even whole hospitals, closing.

Such change is usually contentious, it concludes, and what might make clinical and financial sense is often not supported by local people. “The government has not yet convinced the public or politicians of the need for major service change or demonstrated that alternative services will be in place.”

Read the PAC report.

NHS chief: stop playing politics with closures

The Guardian - 25th January 2013 9:31 am

Politicians should put aside their local and electoral interests and stop fighting hospital closures, according to the medical director of the NHS.

Sir Bruce Keogh, the former heart surgeon who now leads on standards and performance in the health service, said that failing to embrace change, including closures, would inhibit excellence and “perpetuate mediocrity”.

He said: “I really need the help of our political colleagues at times to step above their local interests and think of the other interests of the NHS.”

People should understand that change involved closing some services and taking patients to specialist centres where standards were higher, Keogh said. But local politicians, and sometimes doctors, were fighting hard for units to stay open.

“Unless we can get to that place where people look at the greater good, which is sometimes in conflict with local interests, then professional, personal and political interests will conspire to perpetuate mediocrity and inhibit the pursuit of excellence to the detriment of our NHS and ultimately our patients,” he said.

Read more in The Guardian.

South London NHS Trust ’should be broken up’

BBC Health - 9th January 2013 3:26 pm

A hospital trust which ran up debts of £150m should be dissolved, a report has concluded.

South London Healthcare NHS Trust, which runs three London hospitals, was placed in administration when it started losing about £1.3m a week.

A special administrator said the trust should be broken up, with other organisations taking over the management and delivery of services.

Lewisham’s mayor urged the government to reject the “dangerous proposals”.

Read more at BBC Health.

Surgeons must embrace service redesign

By Francesca Robinson - 7th January 2013 4:29 pm

The case for centralising surgical services into larger centres of excellence must be made in 2013 as the NHS reforms are rolled out, says the Royal College of Surgeons (RCS).

RCS president Norman Williams warns that service redesign must be tackled head-on before the debate is kicked into the long grass by political campaigning for the next election in 2015.

He calls for “brave leadership” from medics to drive change in the face of opposition even when there is an undeniable case for change. Too many reconfigurations have failed to win the support of doctors, nurses or the public.

“Consultations have sometimes been a loaded tick-box exercise designed to secure token support, rather than engage in a genuine conversation with the public. We must ensure the public understands the substantial clinical benefits that can be achieved, while addressing natural concerns regarding the availability of emergency care and transportation issues,” he said.

In a new report, Reshaping Surgical Services: principles for change, the RCS argues that decisions to reconfigure services must not be triggered by financial pressure which results in the piecemeal dismantling of services.

Instead they should be based on clinical evidence. Recent unit-based audits in vascular surgery, the reorganisation of stroke care and trauma services and the clinically-led review of children’s heart services have all demonstrated that concentrating specialist surgical services into centres of excellence improves outcomes, save lives and advances training.

Patients must be fully informed and involved in changes to their local services. Successive surveys have shown that patients understand the need for some services to be reconfigured. Faced with the choice between travelling further to obtain the best treatment, or attending a local health facility and running the risk of achieving poor outcomes, many patients would chose the former.

The report admits that for surgeons, any reshaping of services will be disruptive both professionally and personally. But it argues that it is vital that any changes must have clinical backing and focus on ensuring the highest quality of patient care. They must also be properly funded and managed.

The RCS believes that any reconfiguration of surgical services must involve the whole pathway of care for patients - not just the surgical intervention. Pathways should include access to services from primary care, to initial secondary or tertiary care referral, diagnostic tests, hospital treatment, discharge, follow-up and rehabilitation. Some aspects of the pathway could continue to be made available locally, while others may be delivered in specialist centres.

Consideration needs to be given to how to support communities in rural areas who need access to good emergency surgery. Strengthening of ambulance services and emergency care networks will help ensure patients needing immediate access to emergency surgery, or other specialised services, can be routed appropriately and quickly.

Commissioners also need to ensure that any removal of services, brought about by reshaping, does not affect the stability of related services.

Williams said: “2013 will be a significant year for health with the implementation of NHS reform, the Nicholson challenge, and the Mid-Staffs public inquiry, to name a few events. But the greatest health challenge facing us is service redesign. Without it, many of the inherent problems in the system are likely to continue.”

Mike Farrar, chief executive of the NHS Confederation, said: “It is really encouraging to see the RCS making a strong case for change.

“Making sure that patients have access to the best care as quickly as possible is every NHS organisation’s priority. And making it happen requires a strong evidence base and managers and clinicians working closely together.

“We know that in many places around the country our services need to change so that patients have access to improved care.”

Tackling the looming crisis in the hospital sector

By Mark Newbold - 26th September 2012 10:55 am

The financial challenge is starting to bite. As reported on this website, eleven foundation trusts are in serious breach over their finances, to such a degree that they would not be authorised if being assessed for FT status today. The review by Monitor of FT annual plans raises concerns about the viability of a number of trusts too.

And then there are the non-foundation trusts, where viability issues are more likely. The slowing of the ‘pipeline’ and the rising talk of reconfiguration suggests that a good proportion of the remaining 100 or so may be unable to achieve FT status in their current form.

So we have a developing crisis in the acute sector. Hospital trusts must achieve 5% and upwards each year in efficiency improvements, without the annual income increases they have had before. They must also, according to received wisdom, reduce bed capacity as care ‘shifts to the community’. And they must do these whilst maintaining at least current levels of operational performance, quality, and safety.

It is hard to believe the sector will survive the coming years unchanged. But what options do boards have?

Roughly speaking, the annual efficiency requirement is the same as in recent years - that is 4-5% for trusts without deficits they have carried forward. But a careful look at trust accounts will show that few have genuinely achieved this on a year-on-year basis. Most have topped up their efforts with non-recurrent (one off) measures, or offset them with income growth that has come with increased activity.

To do 4-5% in the present ‘flat cash’ situation is hard, even unprecedented. Other measures have to be explored, especially as the present economic constraints are likely to continue for some years yet. But what other measures are there?

Seeking new work, or growing activity in some specialties, is unlikely to be the answer. Even if there are opportunities, they are unlikely to be material and, anyway, it is a zero sum game so the health economy will compensate by spending less elsewhere.

Disinvestment is difficult. The politics are well known to all. Seemingly it is easier to rationalise more specialist services (stroke, major trauma, vascular surgery are examples), but smaller trusts in particular find the loss of income often exceeds the costs they can take out to compensate.

In the South West, a group of trusts is examining how savings can be made by reducing the cost of the workforce. This is predictably contentious, and it does feel counter-intuitive to risk demoralising staff at the very time we need their support in such a challenging climate? I suspect this will yield little unless there is a national lead given.

And then there is reconfiguration, of either services or trusts. But the evidence for savings from mergers is difficult to find. Reducing boards generates little - savings really need to come from rationalising services. Maybe there are possibilities with specialist services, as hinted at above, if very large organisations are created? Even on our scale (three hospitals, £600m turnover) we have found opportunities to be limited, but maybe the mega-trusts emerging in London will demonstrate the ability to generate efficiencies?

Hospitals alone, therefore, seem to be facing an insurmountable challenge? I suspect the solution, assuming there is one, must come from a ‘whole system’ approach. This will require hitherto unseen levels of collaborative working, in order to drive down demand across the health economy. It would also require a different kind of leadership, a sharing of risk and reward, and a commitment to a common goal that transcends the narrow interests of individual organisations.

This would be truly transformational. Are we up for it?

Obstetricians join calls for care centralisation

By Francesca Robinson - 23rd July 2012 8:11 am

Hospital maternity care should be concentrated in a smaller number of units so that consultant care can be provided around the clock, says the Royal College of Obstetricians and Gynaecologists.

As many as one in three hospital obstetric units in cities should close as part of a drive to centralise childbirth, according to RCOG president Dr Tony Falconer

Plans for a radical shake up of women’s service were first mooted in a RCOG report last year.

It concluded that the combined forces of the NHS reforms, workforce and financial pressures against a backdrop of a rising birth-rate and increasingly complex deliveries caused by maternal obesity and increasingly older mothers meant that the delivery of women’s healthcare in the current hospital configuration could not be sustained.

Pressures on the workforce due to the Working Time Regulations and a reduction in trainee numbers meant that there needed to be a cut in the number of medically staffed units to ensure a safe service.

More midwife-led care needed to be provided outside hospitals and 24/7 medical obstetric services for more complex deliveries needed to be provided on fewer sites than at present, said the report.

There are currently 56 maternity units delivering fewer than 2500 babies a year and 17 delivering more than 6000 babies a year.  Dr Falconer said there needed to be fewer units handling 5,000 to 6,000 births a year.

While women will have concerns about having to travel farther to give birth, larger numbers of experienced consultants on duty in centralised units would provide higher levels of care at all times, Dr Falconer told The Observer.

“One has to embrace the concept of fewer consultant-based units, which provide greater intensity of care. There are quite a few small units and their viability, I guess, you have to question,” he said.

The RCOG’s call for hospital services to be reconfigured echoes increasing moves by other specialties to concentrate expertise in larger centres of excellence, despite local political opposition.

Earlier this month an NHS review ruled that hospitals in Leicester and Leeds and the Royal Brompton in London should stop performing heart surgery on children. It concluded that expertise was spread too thinly in the 10 sites and should be concentrated in fewer hospitals.

In June the Midlands and East Specialised Commissioning Group announced plans to streamline vascular services into designated Vascular Centres. This would enable hospitals in the East of England to provide 24/7 high quality vascular care which meets new guidance from the Vascular Society of Great Britain and Ireland to improve outcomes for patients.

A cluster of eight primary care trusts in North West London recently unveiled a service reconfiguration plan which could see A&E departments closed at Ealing, Central Middlesex and Charing Cross Hospitals.

Health Secretary Andrew Lansley last month promised to back clinical commissioners if they had to take politically tough local decisions about poorly performing hospitals or other care settings.

Also speaking at the Commissioning Show conference, Sir Robert Naylor, chief executive of University College London Hospitals Foundation Trust, said there needed to be a “radical” rationalisation of services. This was already happening behind the scenes in discussions between providers.

“We have to work out how we are going to sustain ourselves in the future and be much more productive and we have to reorganise services in a much more cost effective way,” he said.

Lansley signals dawn of hospital reconfiguration

By Francesca Robinson - 4th July 2012 9:25 am

Clinical reconfiguration of hospital services is likely to speed up as the NHS reforms bed in next year health secretary Andrew Lansley has admitted.

He has pledged to back clinical commissioners who have to make politically difficult local decisions about organisations “that can’t stand on their own two feet”.

Speaking at the Commissioning Show in London, he said NHS services could no longer be preserved in aspic.

“While rarely will care settings close down many will see their roles change. Sometimes that change will be significant and difficult. There are some hospitals where change is needed - hospitals with long standing problems that can no longer be swept under the carpet. We can’t just keep kicking the can down the road by diverting hundreds of millions of pounds away from patient care to cover up deficits.”

He said in the past reconfigurations were blocked because politicians failed to support them, or lost their nerve, the ideas weren’t clinically led or the case for change had not been made.

Strong leadership was needed. Decisions in future would be led by local clinicians and local leaders working with patients and backed by evidence. “Do that and I will back you,” he said.

Lansley was speaking just two days after placing the South London Healthcare Trust which runs Queen Mary’s Hospital in Sidcup, the Queen Elizabeth Hospital in Woolwich and the Princess Royal University Hospital in Bromley, into administration. The trust, which is losing more than £1m a week, will be taken over by an administrator with the power to cut costs.

In a recent NHS Confederation survey about the best way to respond to the financial pressures in the NHS nearly a third of 252 chairs and chief executives of 200 healthcare organisations said that specialist services needed to be concentrated, 28% said close whole hospitals, 21% suggested merging trusts or organisations, and 15% recommended closing some services.

NHS Confederation chief executive Mike Farrar said the survey revealed that many NHS leaders saw finances getting worse and although they were cutting costs in the short term they knew much more radical solutions were the only answer in the long run.

He warned: “Frankly, without action on the way we provide health and social care, the NHS looks like a super-tanker heading for an iceberg. The danger is clearly in view and looming ever larger. We know what needs to happen. But are we going to be able to take the assertive action needed in time?”

A report published jointly today by the Institute for Fiscal Studies (IFS) and the Nuffield Trust warns that the period of relative austerity facing the NHS could run to a decade.

Carl Emmerson, deputy director of the IFS, said: “The current spending plans that run to March 2015 are tighter for the NHS than any delivered in the last fifty years, and the outlook for spending on public services beyond this suggests that, if it grows at all, NHS spending is not likely to keep pace with the amount that it has been estimated it needs to keep pace with the costs of an ageing population.”

It claims the NHS will need an extra £20bn a year by the end of the decade to meet patient demand and implement the Dilnot report into social care without cutting other essential services - a level of funding that means ministers should contemplate charging for the NHS and tax rises.