Some thoughts on ideas on GP ‘nationalisation’ to reduce hospital admission floated by @sajidjavid and reported by @Smyth_Chris 1/10
TL;DR The evidence to support this proposal is poor
Framing the goal of GP as being about reducing admissions represents a serious misunderstanding of the role of primary care. Better GP can reduce admission to hospital but defining its purpose as doing this misses its much wider role. 2/10
The UK seems to have a lot of potentially preventable admissions but access to home and intermediate care as well community diagnostics seem to be higher on the list than problems with GP 4/10
Really good long term condition / population health management can help reduce admissions but there is no reason to suppose this is related to ownership models. Continuity, systematic PHM and resources more likely to matter 5/10 See @SteveLaitner for more
Evidence from USA ACOs is that those based on hospitals rather than physician groups did less well in reducing hospital use. All the integrated models had very mixed results in this area. 6/10 ajmc.com/view/accountab…
Moving from contracting to ownership may improve standardisation but could impact on GP willingness to go beyond contractual requirements. What might be gained in efficiency could be lost through less discretionary effort 7/10
Developing well organised and professionally managed primary care organisations is probably a good route to improve care, reduce hospital use and creating rewarding jobs but hospital ownership is only one route to this and it won’t be the best one in many cases. 8/10
Generalising from the particular circumstances in Wolverhampton not likely to be a good idea as a national template 9/10
Reviews are fine – but, fixing the workforce and dealing with the current pressures might be better 10/10
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We are expecting a white paper on the NHS. Unlike in 2012, this time it has been greeted by consensus that reform is necessary. But it is striking that every reorganisation since 1974 contains the seeds of the next one 1/11
That’s largely because most reforms fail to acknowledge five key tensions in the way healthcare is run in this country. The urge is to do something radical in one direction, rather than learning to live with them. 2/11
The first tension is between localism and a desire for national control. Accountability mechanisms to exert control come to be seen as sclerotic and bureaucratic. Often they’re followed by calls to ‘liberate the front line’ which then proves to be difficult to control. 3/11
I’ve been speaking to leaders in hospitals, community & primary care about the return to full NHS operations while living with the virus nuffieldtrust.org.uk/resource/here-…
1/13
The logistical issues of returning the NHS to normal are daunting & the impact on its ability to operate at anything like pre-outbreak levels are profound & worrying 2/13
Many A&Es were operating well above their design capacity before the outbreak and were certainly not designed for separating Covid and non-Covid patients or distancing. As patients start coming back they’ll need to be expanded to create space 3/13
The furore over Primary Care Networks (PCNs) is a good example of the perils of national policymakers making detailed policy proposals on a complex issue. And the problems that have emerged were sadly rather predictable. 1/7 theguardian.com/society/2020/j…
2/7 Last year we ran a ‘premortem’ on PCNs with a group of experts to look at reasons why they might fail. We projected forward to 2025 (we didn’t anticipate that things might go so wrong quite so quickly). nuffieldtrust.org.uk/resource/prima…
3/7 The main reasons for potential failure the experts identified were:
📌Problems with the design of the policy
📌Overly ambitious timetable, overload of work
📌A mismatch between the objectives and funding
Let's put aside the usual question about their funders & use of data and take the argument on its own terms 1/9
I can agree the NHS has some significant dysfunctions and is burdened by its very centralised nature and the overly close involvement of politicians. .
Having worked in really broken systems I can tell you that the sort of change that IEA advocate would require 1) a major expansion of staff especially doctors, nurses and other staff
You cannot have Swiss results with UK staffing levels
2) huge capital investment to undo decades of underinvestment - we are down the bottom of the OECD league on capital >> low levels of CT, MRI etc. The IEA solution requires capacity to allow competition - you also need radiologists to read those images (we haven't got them)
We hosted a confidential roundtable for experts & leaders working on the #NHS and #Brexit this week at @NuffieldTrust, thinking about how to monitor the impact of no deal and the hovering uncertainty around it. So many big issues - and some are still discussed alarmingly little!
Medical devices face a bizarre no deal landscape. DHSC say they'll need to get their products signed off by EU based agencies gov.uk/guidance/regul…. But we heard these bodies are snowed under with implementing the new EU Regulation - can they really take on so much more work?
The doubt around medicine approvals, manufacturing approvals, and so much more is making the UK a much less attractive place to invest for pharma and life sciences. Many firms are already moving supply chains and shifting key people to 🇪🇺
Ahead of the long term plan, what are the lessons from history from the 6 national strategic plans produced by the NHS over the last 20 years? Our collection of essays out today tries to answer this and here are some things I think are especially important. THREAD
1. Beware of optimism bias. The NHS has long been prone to unreasonable expectations about how quickly the system can deliver complex change at once. Does anyone remember the Better Care Fund promising to make emergency admissions fall 3.5% in just one year? (they rose)
2. Get the right mix of top down and bottom up – problem here is we have underinvested in local planning capability. £100ms spent on management consultants suggests we didn't have the people or expertise. There seems to have been limited knowledge transfer when they do the work