Health Investor : Power Fifty

April 11, 2011

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HEALTH INVESTOR POWER FIFTY

“The Power Fifty is not a rich list. It is not about market capitalisation, or the number of contracts an organisation holds – it is about individuals. And more than anything it is about an individual’s power to influence the market, the power to shape the healthcare agenda of the day and the power to get things done. All of HealthInvestor’s Power Fifty have the same qualities in common – they have profile in the market and when they make decisions everyone is forced to sit up and take notice.

To make sure the Power Fifty is as relevant as possible, we’ve kept to a fairly strict set of guidelines when compiling the list. You’ll notice there are no public sector names. There are no representatives from the political class and there is absolutely no-one from the world of media or think-tanks. For us, the Power Fifty is all about the do-ers – those figures affecting real change in the sector. And looking at the list, it is clear that our readers feel the same way.”

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Liberating the NHS

March 29, 2011

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LIBERATING THE NHS: DEVELOPING THE HEALTHCARE WORKFORCE

“More than 1.4 million people work for the NHS in England and they are supported by many more people working in community care, in social care, and in public health services. They are the heart of healthcare in this country. Their skills, commitment, professionalism and dedication are key to improving the health outcomes of the nation.

The government is committed to delivering high quality care to the patients and public who depend on the NHS during periods of their lives. To fulfil this commitment, it is vital that every member of the healthcare workforce is supported by the highest possible standard of education and training.

Our investment in education and training is an investment in patient safety and improving healthcare outcomes.

Education and training are integral in ensuring the values and calibre of staff. They are also central to achieving the continuing development of the workforce, which is required as technology advances and opportunities for further improvement of the nation’s health develop.

It is central to our vision that the healthcare professions provide leadership in ensuring the quality of education and training – so that locally and nationally we can all be confident about the standards being achieved.

We must also ensure that healthcare providers have the right number of staff with the right skills to provide excellent standards of care both now – and for the future.
Following the reforms outlined in the White Paper Equity and Excellence: Liberating the NHS, we want to empower healthcare providers, with clinical and professional leadership, to plan and develop their own workforce. They know what services their patients and local communities require – and they know what staff they need to deliver excellent, responsive healthcare. Therefore they are best placed to commission the education and training that will achieve the right workforce. To do this they will need to work closely with education providers.

This consultation seeks your views on the changes needed to support the development of the healthcare workforce to enable equity and excellence in healthcare. We look forward to your responses.

Andrew Lansley

Secretary of State for Health”

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10 Most expensive hospital stays – USA

March 19, 2011

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HOSPITAL BASED CARE : 10 MOST EXPENSIVE HOSPITAL STAYS

HealthLeaders magazine, March 16, 2011

HOSPITAL BASED CARE

“The 10 most expensive hospital stays by diagnosis in the United States accounted for close to 11.5 million discharges and were responsible for $117 billion in costs in 2008. And while the overall average length of stay in community hospitals has dropped by nearly 20% in the years from 1993 to 2008, the number of discharges during that time increased more than 16%. Here is a look at some trends in hospital-based care.”

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Hutton Review of Fair Pay

March 15, 2011

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HUTTON REVIEW OF FAIR PAY IN THE PUBLIC SECTOR

“High quality public services require high calibre leaders to deliver them, especially in difficult fiscal conditions. A key challenge for Government is to maintain and improve the standard of public service leadership as the structures of public service delivery are reformed. Vital to this will be to ensure that public service leaders are adequately and fairly rewarded for their contributions, and that the public service ethos – that sense of mission and public duty that motivates many to work delivering public services – is maintained. This requires that a delicate balance be struck. If senior public servants are inadequately rewarded, it will be ever more difficult to attract and retain individuals of the calibre required. At the same time taxpayers are right to demand value for money from public resources, and an assurance that their money is not being wasted on excessive executive salaries. Without that assurance, trust in public services cannot be maintained.

Yet public understanding of both senior public service roles, and senior public service pay, is often very poor. A quarter of the public believe that public sector executives are currently paid more than their counterparts in private businesses, while in fact executive pay in large listed companies far outstrips that in even the largest and most complex of public bodies. The public also often have limited knowledge of what senior public servants actually do, so are not in a position to judge what level of reward is fair for these roles. Meanwhile the absence of a consistent framework of senior pay principles denies citizens reassurance that rewards are fairly matched to responsibilities and performance, and leaves a gap in which mistrust of public servants can grow.

The UK therefore needs a framework for fairness in senior public service pay. This framework should be based on the principle of fairness as due desert: reward should be proportional to the weight of each role and each individual’s performance; should be set according to a fair process; and should recognise that organisations’ success derives from the collective efforts of the whole workforce. This fairness framework will ensure that senior pay in public services is fair and seen to be fair, and will preserve the ability of public services to recruit talented individuals while reassuring the public that their tax money is not being unfairly creamed off by ‘fat cat’ public sector executives. This report presents the Fair Pay Review’s conclusions, and sets out twelve recommendations to the Government that together form the framework for fairness.”

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The Happiness Challenge

March 13, 2011

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THE HAPPINESS CHALLENGE WORKBOOK

About this workbook
This workbook is intended for you, so please write things which are a true reflection of how you feel. There are no right or wrong answers.

The Happiness Challenge was put together by Action for Happiness to support a BBC Breakfast feature on happiness. Action for Happiness is a charity which aims to encourage and enable the move to a happier society. Find out more and join the movement at http://www.actionforhappiness.org

The Happiness Challenge was developed in partnership with Headspace which specialises in teaching mindfulness meditation. You can find out more at http://www.getsomeheadspace.com”

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Court of Protection

February 28, 2011

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ABOUT THE COURT OF PROTECTION

“The Act provides for a new Court of Protection to make decisions in relation to the property and affairs and healthcare and personal welfare of adults (and children in a few cases) who lack capacity. The Court also has the power to make declarations about whether someone has the capacity to make a particular decision.

The Court has the same powers, rights, privileges and authority in relation to mental capacity matters as the High Court. It is a superior court of record and is able to set precedents (set examples to follow in future cases).

The Court of Protection has the powers to:

decide whether a person has capacity to make a particular decision for themselves;
make declarations, decisions or orders on financial or welfare matters affecting people who lack capacity to make such decisions;
appoint deputies to make decisions for people lacking capacity to make those decisions;
decide whether an LPA or EPA is valid; and
remove deputies or attorneys who fail to carry out their duties, and
hear cases concerning objections to register an LPA or EPA and make decisions about whether or not an LPA or EPA is valid.

Details of the fees charged by the court, and the circumstances in which the fees may be waived or remitted, are available from the Office of the Public Guardian (OPG).

In reaching any decision, the Court must apply the statutory principles set out in the Mental Capacity Act. It must also make sure its decision is in the best interests of the person who lacks capacity.

The President of the Court of Protection is Sir Nicholas Wall, the President of the Family Division who succeeded Sir Mark Potter on 1st April 2010. Sir Andrew Morritt, the Chancellor of the Chancery Division is the Vice President.

The day to day running of the court is the responsibility of the Senior Judge. Denzil Lush (formerly Master of the Court of Protection) has been appointed as Senior Judge.

The President has nominated a number of additional High Court, Circuit and District Judges to hear Court of Protection cases. In addition to the Senior Judge, there are five District Judges who hear cases full time in the Court’s central registry in Archway. The other Judges will hear cases part time in the courts where they are based across England and Wales.

If you need to contact the Court for any reason you can call their enquiry line on 0300 456 4600.”

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A POTTED GUIDE TO THE COURT OF PROTECTION – TELEGRAPH

“Effectively, it has the power of life or death. It can order or prevent abortions, impose treatment for potentially terminal conditions and turn off life-support systems.”

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Waste not, want not

February 23, 2011

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CLINICAL WASTE WARNING

“The doyen of evidence-based medicine, Professor Archie Cochrane (who died in 1988), was a medical student in london in the 1930s. There was a rally about the possibility of a national Health Service, and he decided to go. The official banner is said to have carried the slogan ‘all treatment must be free’. Cochrane constructed his own, which read ‘all effective treatment must be free’.

With its strong underpinning ethos of equity, its ability to make systematic policies and its non-profit foundations, the NHS has a unique opportunity to address the fundamental causes of inappropriate variation in treatments and treatment rates. Cochrane’s celebrated vision of the 1930s, that ‘all effective treatment must be free’, is not yet fulfilled. More than many other healthcare systems, which also experience such variation, the NHS can solve this long-standing problem.

For almost 60 years, the National Health Service has been the mainstay of healthcare provision in England. By any standards, it is a large organisation, employing 1.4 million staff, and the diversity of the activities undertaken is huge.”

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