Gerry Robinson the management guru returns to see if his management reforms implemented a a year ago at a large district hospital in the North of England have taken root and managed to fix the NHS.

Patients continue to lose confidence in the wake of lack of competency in the NHS ability to manage resources resulting in little more than 30p of output for every extra £1 spent on the NHS.

The lack of trust in the NHS is not just limited to hospitals where thousands die unnecessary deaths due to negligence in the application of the most basic of hygiene rules. But also from GP surgeries where doctors are more concerned with upping profit sharing salaries by obscene amounts despite already having seen pay triple under incompetent New Labour GP contracts.

The Patients are increasingly treated as an ATM card by GP's and hospitals, in quick out quick, accompanied by worthless shoulder shrug diagnoses, symptoms left to fester for months, years even until they reach an acute state.

Even then delays in treatment of life threatening illnesses such as cancer result in Britain's poor state of health at the bottom of many European league tables even when compared against Eastern European countries that barely spend a third that Britain spends on the NHS.

Staff at GP surgeries up and down the land are in revolt against exploitation of nursing and admin staff that have become so demoralised by the greed and self interest of GP's that seek to pay themselves as much as £250k, whilst undertaking cost cutting exercises so as to maximize profits. This invariably leads to a further lack of competency as not only are patients subject to indifferent GP's but also staff are increasingly incapable of performing basic admin duties such as ability to keep track of the surgeries patients. No wonder that at any point a patient can be arbitrarily deleted from a surgeries records, and then have to await re-registration only after the poor patient has been blamed for something they may or may not have done rather than the incompetence of the GP practices in the first place.

When will the patient come first, instead of last ?

Can Gerry Robinson, the management consultant fix even one hospital, let alone the whole NHS ?

Find out today, Wednesday 12 Dec on BBC Two at 9pm

By Nadeem Walayat
Copyright (c) 2005-07 Marketoracle.co.uk (Market Oracle Ltd). All rights reserved.

Nadeem Walayat has over 20 years experience of trading, analysing and forecasting the financial markets, including one of few who both anticipated and Beat the 1987 Crash. Nadeem is the Editor of The Market Oracle, a FREE Daily Financial Markets Analysis & Forecasting online publication. We present in-depth analysis from over 100 experienced analysts on a range of views of the probable direction of the financial markets. Thus enabling our readers to arrive at an informed opinion on future market direction. http://www.marketoracle.co.uk

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Comments

Stu
12 Dec 07, 01:54

Gerry Robinson returns to the NHS

Can Gerry Robinson Fix the NHS? One Year On

TX: BBC TWO, 9pm, Wednesday 12 December

Sir Gerry Robinson is returning to the scene of one of his most daunting challenges – to reduce waiting lists at an NHS Hospital in Rotherham, South Yorkshire, within six months and with no additional funds at his disposal.

His challenge was documented in the three-part, fully-funded Open University series Can Gerry Robinson Fix the NHS? broadcast on BBC TWO in January 2007.

In Can Gerry Robinson Fix the NHS? One Year On, Sir Gerry returns to Rotherham General Hospital – in this new programme, also fully-funded by The Open University, to see if the ideas and initiatives developed were still in place 12 months later and if they had made a difference.

Sir Gerry Robinson and Brian James

Through his original work at the hospital, Sir Gerry found barriers to change and tensions between consultants, managers and executive staff. The Rotherham NHS Trust is a massive organisation, with dedicated staff but the NHS is a constantly changing organisation that has to be run more like a business than a service. Sir Gerry needed all of his skills, experience and tenacity to help them implement this crucial transition.

One Year On shows Sir Gerry’s trepidation as he wonders how effective his reforms have been and even if they are still being employed.

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