National Health Service Provision - Essay Example

National Health Service Provision Health is vital for everyone in the society. People always expect to be safe from any illnesses or diseases. They want their children to grow in healthy and clean environment. People also demand that they should work in hygienic and safe environment as well. This, therefore, calls for there to be good and high quality services for health provision in the society that people live in. The services being offered by these health care organizations should be reliable and safe (Connolly, p. 453). Making improvements in health service provision is necessary since more demand for the services is there now. For people to achieve their strategic economic and social objectives of security, solidarity and prosperity, everyone needs to be in good health. Moreover, for the prosperity of individuals, health is to be considered for development growth and productivity; peace, harmony and solidarity, inequalities have to be reduced across East London in terms of health status, life expectancy and provision of excellent health services is a recipe for a more organized population, and in terms of security, East London NHS should take action on health threatening diseases, for example, avian flu is to be vital (Bottger,p. 650). In the NHS, innovation focuses on the delivery of the good health care to the patients, educating and training health practitioners on good healthcare delivery, and it also comes naturally from the employees and or the employer. The innovation is in the form of treatment, a new drug, new device software, data, new management system and new training material. Most of the time when innovations have been made, they made freely available for the public to utilize in order to ensure that people gain from it. However, there are innovations that are referred to as inventions since they can only be realized in commercial development and in case of professionalism they are mostly referred to as intellectual property. There is a broader knowledge across the NHS that guards of IP items, rather than stop or even the inventions. Good examples of these inventions are new forms of treatment, new devices, use of data, software, a new drug or new material or a new management system (Connolly, p. 465). Most innovations demonstrate quality and quantifiable gains especially in health. In most instances, the innovations are put into use by practitioners and the patients benefit from it. Some innovations are used in making newer products in the medical world. In most cases any innovation is usually associated with the IP, but for innovation to be developed commercially there should be management done by professionals. Innovations that are developed for commercial purposes are called inventions. While those who discovered the inventions are called their inventors. There are three main innovative developments that have been brought forth by the NHS health provision and they are: new developments on health service, new developments on health threats and new developments on health in all policies. People in East London have prioritized exceptional quality health service provision. Healthcare related developments are in the context of patient mobility, accessibility of facilities for use by medic movements of health professionals has sparked up debates between member states of the EU. These issues have been addressed, the commission invited representative to discuss how well the patients could be transported; eventually, they formed a commission condition (Carletta, p. 547). Subsequently, another mechanism was started for working the measures they came up with. This high level group of people came together as experts and worked on how to make health care services effective for the people of East London. Earlier in the year 2007, the commission a framework for efficient, safe and high quality health services, by reinforcing cooperation between hospitals and providing surety over the use of community law to healthcare services. Basing on the communication they attained in September that year a certain consultation was conducted on the subject. Health services issues gained a high profile in the commission’s activities and were covered with the tactic as a vital issue that was addressed in the future. New developments on health threats Another health issue that has become extremely valuable innovative development in recent years is that on health threats, notably, surveillance, preparedness and response mechanisms for the threats. The re-emergence of tuberculosis, emergence of HIV and AIDS, the potential risk of bioterrorist threats, the appearance of variant Creutzfeldt Jacob Disease and the human threat by avian influenza is good examples of just few of the threats to health in the east London. Epidemiological surveillance will prevent the transmission of the pathogens that emerge and the resurging of others through as well as this co-ordinated rapid response capability in relation to the mentioned threats, has become a role that is majorly played by the National Health Service authorities. Policy initiatives on these particular threats have put across during the recent years. The focuses on threatening health issues have been put across at EU level and have resulted in the formation of the European Centre for Disease Prevention and Control (ECDC) in Stockholm in 2004. ECDC played a pivotal role in strengthening and developing continent-wide surveillance of diseases and has also given early warning systems on the threatening diseases. On more recent news, the commission issued a communication on generic preparedness and planning whose main aims was to address the threats and issue some communication on the mobility of patients and healthcare developments in East London (Carletta, p. 530). The emergencies caused by the health threats were handled more carefully and this was considered a priority in hospitals in East London (Bond, p. 76). New developments on health in all policies Health in policies is an idea that supports the work on health at the European Level. The treaty that establishes the European community, the European Union is supposed to make sure that there is a high level of protection in health among people. That way the definition and implementation of community policies and all activities will have been undertaken. The underlying factor is that there is a progress in the health sector, and more can be attained if various sectors in the government work hand in hand in implementation of policies and this will improve the health of the population as whole and healthcare services. The presidency has included health issues in all major policies as a vital health theme and has placed main focuses particularly on work in the health field such as physical activities, nutrition and building of health facilities for aged for example, on the emphasis on health inequalities that have been ignored over time by the UK government (Bobko, p. 199). The developing of health jobs in all policies involves forging innovative and new partnerships in all sectors and at national level, and by putting in place the correct systems, for instance, impact assessments, will ensure the subsequent checks and balances of the results of the newly acquired policies on health. The major new initiatives that are at the community level currently have an Impact Assessment which ensures, based on progress, the impact the policy has on the other sectors, including on the healthcare systems. The European Union has now developed a certain tool that works in the health systems. Impact Assessment is a slightly new concept which checks on health infrastructure instead of directly looking at population status on health. Health policy makers have embarked on protecting the health of people, for example, by improving health care facilities and services offered and prevention or reducing the threat of communicable disease and to improve health in general. In other words, the core issues are in the strategy for improvement of health care for example help reduce health inequalities, to improve prevention of and response to health threats and making sure to include a review by ECDC, supporting citizens and patients on how to make healthy choices and ensuring that all patients have sufficient information on healthy living, complementing the work done by the health workers and the health system as a whole in their provision of better quality and safer in healthcare (issues of good governance and assessments and use of new technologies should also be included), by addressing to the public the determinants of good health for instance what they should avoid keeping healthy, highlighting issues such as smoking being harmful to their health and substance abuse contributing to certain conditions. In addition, patients should be addressed on how to tackle certain health challenges such as mental health (Bales, p. 465). Another consideration would be to develop organized framework that addresses such vital issues and making sure there are principles and values serve as a reference point for health in East London health service provision. This would help draw conclusions on certain common values that are being addressed in the health systems today. Health in all Policies In ensuring that all sectors work hand in hand in improving healthcare to exploring synergies and also considering work with other policy areas is important to show remarkable improvement in health. The fields where health works hand in hand include: the environment department, regional development, social policy and economic policy, etc. It also partners with fields such as pharmaceuticals; there is the use of structural funds as well, and health in the information society. The strategy looks to respond to policies that have health implications, for instance, by making improvements in the health systems or health care in general, also, one that might take keen interest on Health Systems Impact Assessment as a whole. It will create a strategy for building a more united school of thought, exploring synergies and innovative policy partnerships. Alongside that to support co-operation with the UK government and stakeholders to increase cross-sectoral cooperation in work on health at all levels. On the issue of the response on health threats it is a challenge to increase effective NHS action at the global level. Global issues, for example, pandemics, communicable diseases, the rise in non-communicable diseases, trade in health products and services, and health especially on development aid are key issues for the NHS to tackle but with the worldwide help. To build on existing initiatives, including cross sectoral work in the fields of development, the Framework, European Neighborhood Policy, Convention on Tobacco Control, Trade and Aid, International Health Regulations etc., will set a clear strategy to deal with global health issues. It will also give broad objectives relating ways to help improve health outside EU borders, to put more effort for international health agenda, to work more keenly with organizations such as the World Health Organization (WHO) and with the countries neighboring East London (Bhugra, p. 67). The new health strategy encompasses the main activities in NHS provision of healthcare taking into consideration the existing wide range of actions to be undertaken: for example, legislation issues such as tobacco, the regulation of blood and the International Health Regulations also the non-legislative ways such as the community ways of handling health determinants, how the health information system have developed over time, the coordination amongst pan-European for health threats and cross-sectoral work on demographic change. In addition to the whole Programme which puts forth the strategy and framework for the funding of projects that are health based, to handle all this, framework will need to put into consideration how further actions and cooperation at EU level would support East London and other member states, it will consequently develop new ways to build partnerships across sectors and with stakeholders (Ancona, p. 655). It may also require, as a key supporting element, the development of accurate, comparable and health information that is up to date. Examples of such common goals might be increasing life expectancy in people, reducing health inequalities or preventable disease, improving the health lives of individuals and/or increasing cross sectoral cooperation. Member states of the European Union and stakeholders are required to contribute to the improvements on health policy that all players can concur with to improve and support health for decades to come. As it has been mentioned, the main focus and the innovative developments in National Health Service provision have been identified. Crucially, in order to achieve real change and developments, the NHS needs to determine the most efficient ways to make sure the innovative developments have been put in place and are in the proper use by individuals. The framework strives to set overall objectives to aim for and those that can be adapted in the health field and objectives to be implemented. The objectives and reviews can be used to build on usual signals to usual health and protect citizens from diseases and illnesses; they guide health policy at the EU level in future (Allen, p. 372). The intention is that the framework is to cover a 10-year period and be reviewed with a mid-term in 5 years after its commencement. To ensure the objectives of the strategy, the methods and instruments available to work with must be used in coherent and imaginative ways. This need to be in agreement with NHS to make sure that they are done with respect to national policies and differences. Under the treaty, there are possibilities such as soft legislation, council recommendations, formal structures, financial mechanisms and also binding legislation, partnerships, networks such as the Open Method of Coordination (OMC) (Alderfer, p. 277). The OMC is used in the field of social inclusion and when policy exchange and learning that are mutually based on an understanding of similar objectives and development of signs and creation of a system for reporting. Ways of working with international organizations and stakeholders also need to be developed to ensure success in the industry. Building on experiences in areas medical related such as physical health, new partnerships and alliances could be used with sectors not exactly involved in health before. Finally, for the success of the strategy it must be monitored and evaluated. NHS and stakeholders should assist in getting excellent and appropriate implementation and monitoring and evaluating mechanisms for the Health Strategy. The purpose of this paper was to bring out the innovative developments by the NHS and the policies that have been used in ensuring efficient health care services. Additionally, how the NHS ensures the effectiveness of the innovative developments and strategies to ensuring their success in health care provision, to help bring forth objectives and get ways to prioritize between actions in the healthcare provision basing on the innovative developments. Measures have to be put in place to ensure quick progress looking ahead to goals for the future. These particular goals given the challenges of a society which is getting older and has increased levels of movements from one place to another within the EU and from outside and where new things are developing every day. The innovative developments will also improve the livelihood of individuals in East London. The success of some of the mentioned innovative developments is that they have ensured good health amongst the citizens and depicted high quality medical services in East London (Adorian, p. 256). Reference List Adorian, D., Silverberg, D.S., Tomer, D. and Wamasher, Z., 1990. Group discussion with the health care team: A method of improving care of hypertension in general practice. Journal of Human Hypertension, 4 (3), pp.265-268. Alderfer, C.P., 1977. Group and intergroup relations in J.R. Hackman and J.L. Suttle. (eds). Improving the quality of work life. Pallisades, C.A.: Good year. pp.277-296. Alexander, J. A., Lichtenstein, R. and D’Aunno, T. A., 1996. The effects of treatment team diversity and size on assessments of team functioning. Hospital & Health Services Administration, 41, pp.37-53. Allen, N. J., 1996. Affective reactions to the group and organisation. In M. A. West (Ed.), Handbook of Work Group Psychology. Chichester: Wiley, pp.371-396. Amabile, T.M., 1983. The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45, pp.357-376. Ancona, D.F. and Caldwell, D.F., 1988. Bridging the boundary: External activity and performance in organisational teams. Administrative Science Quarterly, 37, pp.634-665. Anderson, N.R. and King, N., 1993. Innovation in organisations. In C.L.Cooper& I.T. Robertson (eds). International Review of Industrial and Organizational Psychology,Vol 8,Chichester: Wiley. Anderson, N. and West, M.A., 1994. The Team Climate Inventory: Manual and User’s Guide. Windsor, England: NFER-Nelson. Anderson, N. and West, M.A., 1998. Measuring climate for work group innovation: development and validation of the team climate inventory: Journal of Organizational Behaviour, Vol 19, pp.235-258. Applebaum, E. and Batt, R., 1994.The New American Workplace. Ithaca, NY: ILR Press. Audit Commission., 1992. Homeward Bound: A New Course for Community Health.London: HMSO. Bales, R.F., Strodtbeck, F.L., Mills, T.M. and Roseborough, M.E., 1951. Channels of communication in small groups. American Sociological Review, 16, pp.461-468. Berger, J., Fisek, M.H., Norman, R.Z. and ZelditchJr, M., 1977. Status characteristics and social interaction. NY: Elsevier. Berger, J., Rosenholtz, S.J. and Zelditch Jr. M., 1980. Status organizing processes. Annual Review of Sociology, 6, pp.479-508. Bhugra, D., Bridges, K. and Thompson, C., 1995. Caring for a community: the community care policy of the Royal College of Psychiatrists. London: Royal College of Psychiatrists. Billings, R.S., Milburn, T.W. and Schaalman, M.L., 1980. A model of crisis perception: A theoretical and empirical analysis. Administrative Science Quarterly, 25, pp.300-316. Blakar, R.M., 1985. Towards a theory of communication in terms of precondition: A conceptual framework and some empirical explorations. In H. Giles and R.N. St Claireds. Recent Advances in Language, Communication and Social Psychology. London. Blau, P. M., 1977. Inequality and Heterogeneity. New York: Free Press. Bobko, P. and Colella, A., 1994 .Employee reactions to performance standards; A review and research proposition. Personnel Psychology, 47, pp.1-29. Bond, J., Cartilidge, A.M., Gregson, B.A., Philips, P.R., Bolam, F. and Gill, K.M., 1985. A study of interprofessional collaboration in primary health care organisations. Report No 27 (2), Newcastle-upon-Tyne, Health Care Research Unit, University of Newcastle-upon-Tyne. Borrill, C.S. and West, M.A., 1998. Strain in primary health care.Unpublished report. Institute of Work Psychology. University of Sheffield, England. Borrill, C.S., Wall. T.D., West, M.A., Hardy, G.E., Shapiro, D.A., Haynes, C.E., Stride, C.B., Woods, D. and Carter, A.J., 1998. Stress among staff in NHS Trusts. Institute of Work Psychology. University of Sheffield, Psychological Therapies Research Centre, University of Leeds. Bottger, P.C. and Yetton, P.W., 1987. Improving group performance by training in individual problem solving. Journal of Applied Psychology, 72, pp.651-657. Bowers, D.G. and Seashore, S.E., 1966. Predicting organisational effectiveness with a four-factor theory of leadership. Administrative Science Quarterly, 11, pp.238-263. Brewer, N., Wilson, C. and Beck, K., 1994. Supervisory behavior and team performance amongst police patrol sergeants. Journal of Occupational and Organizational Psychology, 67, pp.69-78. Brown, R.J., 1988. Group Processes: Dynamics Within and Between Groups. London: Blackwell. Bryk, A. and Raudenbush, S., 1992. Hierarchical Linear Models: Applications and data analysis methods. In J. Deleeuw (Ed.) Advanced quantitative techniques in the social sciences series. Newbury, CA: Sage Publications. Burns, T., and Stalker, G.M., 1966. The Management of Innovation. London: Tavistock Publications. Carletta, J., Garrod, S., and Fraser-Krauss, H., 1998. Communication and Placement of Authority in Workplace Groups. The Consequences for Innovation. Small Group Research, 29(5), 531-559. Carter, M.F., Evans, K.E., Crosby, C., Prendeergast, L.A. and Butterworth, K.A., 1997. The all- Wales community mental health team survey. Bangor: Health Services Research Unit. Campion, M.A., Medsker, G.J. and Higgs, A.C., 1993. Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, pp.823-850. Campion, M.A., Papper, E.M. and Medsker, G.J., 1996. Relations between work team characteristics and effectiveness: A replication and extension. Personnel Psychology, 49, 429-689. Cant, S. and Killoran, A., 1995. Team tactics: a study of nurse collaboration in general practice. Health Education Journal, 52, pp.203-208. Coch, L. and French, J. R., 1948. Overcoming resistance to change. Human Relations, 1, pp.512-532. Cohen, S.G. and Bailey, D.E., 1997. What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, No 3. pp.239-290. Connolly, T., Conlon, E.J. and Deutsch, S.J., 1980. Organizational effectiveness: a multi-disciple-constituency approach, 98, pp.310-357. Cott, C., 1997. “We decide, you carry it out”: A social network analysis of multidisciplinary long-term care teams. Social Science & Medicine, 45 (9), pp.1411- 1421. Cowan, D.A., 1986. Developing a process model of problem recognition. Academy of Management Review, 11, pp.763-776. D’Zumla, T.J. and Goldfried, M.R., 1971. Problem solving and behaviour modifications. Journal of Abnormal Psychology. 78, pp.107-126. Davenport, T.H., 1993. Process Innovation: Re-engineering Work Through Information Technology. Cambridge, MA: Harvard Business School Press. Deming, W.E., 1986. Out of the Crisis. Cambridge, MA: Center for Advanced Engineering Study, Massachusetts Institute of Technology. Read More