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Showing results for tags 'Non-clinical director'.
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Content ArticleHighlighting the scale of avoidable harm in healthcare, this HFMA article notes that: In high-income countries, the World Health Organization estimates that 1 in every 10 patients is harmed while receiving hospital care. This harm can be caused by a range of adverse events, with more than 40% of them being preventable. NHS England estimates, pre-Covid, that there are around 11,000 avoidable deaths annually due to safety concerns. Turning to the financial impact of this, it highlights that: The Organisation for Economic Co-operation and Development estimates that the direct cost of treating patients who have been harmed during their care in high-income countries approaches 13% of health spending. Excluding safety lapses that may not be preventable, this figure is considered to be 8.7% of health expenditure. The cost of settling litigation claims in the NHS in 2021/22 came to £2.5bn, with a further £13.3bn spent on compensation claims settled in previous years. Discussing key role that Finance directors can play in improving patient safety, it identifies four key priorities they should consider: Financial incentives: ensuring that existing measures don’t have unintended negative impacts on safety and the development of mechanisms to incentivise safer care. Board oversight: highlighting the financial implications of avoidable harm in board reports and risk registers; the true costs of unsafe care. Developing and supporting a business case for safety: investing in re-designing systems, processes and ways of working to deliver safer care and reduce the costs of avoidable harm. Championing patient safety: safer organisations are more cost-effective ones.
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News ArticleTrust chief executives risk becoming “prisoners” of organisations with poor cultures if they do not “step back and see the bigger picture”, a former chief inspector of hospitals has said. Ted Baker said he was “tired” of people getting angry about cultural problems in the NHS while doing nothing to change it, amid an appeal for “less anger and more thoughtful interventions”. He told HSJ’s Patient Safety Congress greater understanding was needed about what will change culture, and working to do so, rather than “rail against the culture in the way people do all the time”. Professor Baker said: “One of my real concerns is that we often end up criticising individuals in organisations because they, if you like, embody the ‘wrong’ culture. “But many individuals are often prisoners of the culture themselves, but we don’t see that. “You put a chief executive into an organisation with a poor culture, if they don’t have the wisdom and the vision to step back and see the bigger picture, they could become trapped in the culture themselves.” Read full story (paywalled) Source: HSJ, 24 October 2022
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Community Post
Coexistence of Accreditation and Regulation in Healthcare
Dr Akhil Sangal posted a topic in Innovation programmes in health and care
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News Article
Revealed: CEO and exec turnover at each acute trust
Patient Safety Learning posted a news article in News
Some acute trusts have kept more than half of their executive directors over a five-year period – whereas others have seen all of them change, according to HSJ analysis of top-level managerial stability. HSJ looked at the number of executive directors who had been in place between April 2017 and April 2022, by examining annual reports and board papers. One trust – Southport and Ormskirk – had five CEOs during the five year period, and three other trusts had four. The national average was more than two different CEOs at each trust across the five years. Thirty-one trusts (out of 108 listed) had three different CEOs during the period, and just 23 trusts had one. NHS Providers interim chief executive Saffron Cordery said: “This analysis underlines the value of long-term investment in NHS trust leadership. It highlights too the danger of chopping and changing leaders amid longstanding financial, capacity, workforce and other structural pressures on the health system. “It is vital to invest in people alongside operational priorities. More must be done to guarantee a robust and diverse pipeline of leaders, equipped to take on crucial roles.” Read full story (paywalled) Source: HSJ, 22 August 2022 -
News ArticleA quarter of Black, Asian and minority ethnic (BAME) non-executive directors of NHS trusts have seen or experienced discrimination in the course of their work, a report reveals. While almost four out of five (79%) of these BAME non-executives said they challenged such behaviour when they encountered it, only half (50%) said that led to a change of policy or behaviour. The other half felt they had been ‘fobbed off’ or subjected to actively hostile behaviour for having spoken up,” says a report commissioned by the Seacole Group, which represents most of the BAME non-executive board members of NHS trusts in England. It adds: “This level of discrimination is unacceptable anywhere and even more so in the boardrooms of NHS organisations. Too many Black, Asian and other ethnic NEDs (non-executive directors) are being subjected to it and left to deal with it on their own.” Read full story Source: The Guardian, 21 July 2022
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Content ArticleThis document is also attached for download.
