Friday, 20 September 2013

More Mid Staffordshire Hospital fallout.


This report from the BBC News website brings to an end one of the more shocking incidents from the scandal at Mid Staffordshire Hospital.

I would have used a report from The Nursing Times, usually very reliable but not today. Their report wasn’t helpful and a comment made by a reader (a nurse?) afterwards sought to belittle the episode.

For the record neglect is generally very difficult to prove. This pair were guilty of a number of different acts of cruelty – the failure to test or provide insulin just being the easiest to prove;

Nurse struck off for Stafford Hospital deathGillian Astbury Gillian Astbury died at Stafford Hospital in April 2007

A nurse has been struck off after failing to identify a patient who died at Stafford Hospital was diabetic.

Gillian Astbury, 66, died at the hospital in April 2007 after not receiving insulin.

In July, a Nursing and Midwifery Council panel found former Stafford nurses Jeannette Coulson and Ann King guilty of misconduct.

King has been struck off by the panel, while Coulson was given a caution for a period of three years.

During the earlier hearing, King was also found to have lied about having changing patients' dressings and giving them medication, while Coulson admitted swearing at staff.

The panel heard the pair had failed to carry out blood-sugar level tests on Ms Astbury.

She was admitted to Stafford Hospital a week after suffering a stroke on 1 April 2007.

She did not receive insulin for 48 hours, and was discovered collapsed in a bed at 22:30 on 10 April.

 

In a statement, Ms Astbury's daughter Kate Beeson said: "While we are happy that the conclusion of the NMC hearing draws a line under the case, whatever the ruling, nothing can bring my mother back, and nothing can truly reflect the severity of the nurses' negligence.

 

"We have been fighting for justice for several, very tiring years. Since her tragic death, I have been unable to put my mother to rest.

 

"Today's judgment, and all of the effort that has gone into getting to this stage, will be completely in vain if others in a similar position do not step out and make their voices heard.

 

"It is important that those responsible are brought to account and people need to speak up in order to make that happen."

 

In a statement, the Mid Staffordshire NHS Foundation Trust said its thoughts were with Ms Astbury's family and apologised for the "appalling care" she received.

 

It added that both nurses had since left the trust.

The trust is itself facing a prosecution over Ms Astbury's death, brought by the Health and Safety Executive, under the health and safety at work act.

What was important was the creation of a ‘culture’ where this behaviour became acceptable, just as bullying becomes ‘acceptable’ and was probably also present.

Neil Harris

(a don’t stop till you drop production)

Thursday, 19 September 2013

Inequality in the NHS.


This Daily Telegraph article says it all, unedited;

 

Telegraph.co.uk  Thursday 19 September 2013

 

More than 10,000 NHS managers have seen their pay soar by 13 per cent in four years, with rises last year at three times the rate of increases to nurses, official figures disclose

 

By Laura Donnelly, Health Correspondent 19 Sep 2013

 

The boost to basic earnings — which can be topped up by bonuses — came as the health service attempts to make £20 billion in “efficiency savings”. More than 5,000 nursing posts have been lost since the general election.

 

Nurses leaders’ said the disclosures were “extremely demoralising” and it was not fair that the best-paid managers enjoyed generous pay increases when low-paid staff were struggling to pay bills.

 

The figures show that last year, pay for NHS senior managers rose by almost 2 per cent, taking the average basic salary to £75,759, with earnings of up to £260,000 for hundreds of trust chief executives.

Meanwhile, nurses’ earnings rose by just 0.6 per cent, while health visitors took a cut of 0.3 per cent. Although an NHS pay freeze was ordered by the Treasury in 2011-12 and 2012-13, in the years since 2009 close to 11,000 senior managers have seen their basic earnings rise by an average of 12.9 per cent, the figures from the Health and Social Care Information Centre show.

 

 

Over the same period, nurses’ pay rose by an average of 7.5 per cent, to an average of £30, 619. The rises occurred within a period when NHS managers had been instructed to enforce a pay freeze for all but the lowest-paid staff.

Nevertheless, generous increases went to bureaucrats in charge of cost-cutting programmes, which have been drawn up to meet demands from Sir David Nicholson, the head of the NHS, for £20 billion savings by 2015.

Earlier this year an investigation by The Telegraph found that more than 7,000 NHS managers and senior clinicians were on six-figure salaries.

Dr Peter Carter, general secretary of the Royal College of Nursing, said: “Front-line health care staff work exceptionally hard in difficult circumstances to care for patients with limited resources, and these figures will send

completely the wrong message about how much their contribution is valued. “It is not too much to ask that nurses and other frontline staff who do so much to keep the NHS afloat in increasingly difficult circumstances are treated the same as their management colleagues.”

He said many nurses were having difficulties paying the bills after a two year pay freeze followed by a 1 per cent rise this year. “We are hearing time and again from nurses who are struggling to keep their heads above water financially as their pay falls far behind inflation, and finding out that already well paid senior staff are enjoying these pay rises will be extremely demoralising.”

 

The figures show the average NHS worker earned £29,543 in the 12 months to June, 1 per cent more than the year before. Doctors earned a basic salary of £58,813, with many receiving bonuses on top. This represented a 1.4 per cent rise on the previous year and a 5.5 per cent rise on 2009.

Health visitors were the only group to receive a pay cut, with pay falling by an average of 0.3 per cent to £34,284.

 

Separate figures have found more than 7,800 NHS staff paid over £100,000, with one third of them earning more than David Cameron's £142,500 salary.

It wouldn't be right even if the NHS Managers were super efficient - the fact that they are hopeless at anything other than looking after themselves makes it even worse. 

Neil Harris

(a don’t stop till you drop production) 

Wednesday, 18 September 2013

Read this and weep.


Abandoned NHS IT project costs taxpayers £10bn - and there may be more to come

 

   
This catalogue of woe comes from Computing News, 18/9/13. They aren’t exactly free of bias; their readers make their living selling IT systems, but even they are ashamed by what happened.

Incidently, CSC was a principle contractor in Iraq following the last Iraq war, they are more famous for their division that provided services for extraordinary rendition as well as everything else. They’ve made some disposals since then.

My view is that this was a relatively simple system to create.

All you needed to do was have an IT committee who would lay down mandatory guidelines for every hospital and G.P’s surgery – you all have to have the same computers and systems, preferably bought centrally as much as possible to keep costs down.

You then create a system, not unlike the current one for moving paper files around – for requests for files to be sent over the internet and for files to be copied electronically and sent down the line.

That would involve delays but also give us safeguards. Essentially it would be the current system converted to an electronic version. Slow but quicker and cheaper.
After a number of years of successful operation, you then move up a stage to open up secure access to files across the NHS.

Cost? Very little extra to the current system.

Gains? A working system that grew up organically.

The alternative? Read this and weep;

     

By Peter Gothard     18 Sep 2013

A grand NHS patient record system that was intended to computerise every patient record - before being abandoned - has cost UK taxpayers £10bn so far.

 

Furthermore, hundreds of millions of pounds more in costs are expected to emerge from the rubble of the project, according to a report from a government public spending watchdog, the Public Accounts Committee (PAC).

 

Launched in 2002, the National Programme for IT (NPfIT) project was plagued from the start by constantly shifting specifications, technical hurdles and disputes with suppliers.

 

As the project fell behind schedule, the rate of technological advancement outside the project also affected progress.

 

By September 2011, ministers said the project would be cancelled, but that parts would be salvaged and used, with separate management and accountability structures.

 

The new report has examined these spin-off projects, and discovered what it calls even more "extraordinary" failures in the government's decision to renegotiate an original £3.1bn contract with IT systems provider Computer Science Corporation (CSC), which have undermined all the spin-off projects.

 

The report explains how the Department of Health initially failed to meet contractual obligations, which made the government less able to negotiate.

 

The main project based on the £3.1bn contract is the Lorenzo system, which was meant to store and manage data for 220 health trusts in the north, east and Midlands. However, 10 years down the line, says the report, "not a single trust has a fully functioning Lorenzo care records system".

 

It is suggested that the final bill for Lorenzo will cost the Department for Health another £2.2bn on top of the £10bn written off - but cover only 22 trusts instead of 220.

 

Conservative MP and member of the PAC Richard Bacon called the project and its expensive failures one of the "most protracted and worst contracting scandals in the history of the public sector... both in the scale of money involved and the scale of mistakes".

 

Robbie Hughes, CEO of practice management software firm Qinec, said: "We need proper industry engagement and open standards to allow the market to create its own solutions that last and evolve with changing needs.

 

"With the proper incentives, this won't be a challenge, but while prescriptive requirements are being issued centrally and suppliers continue to be encouraged to build bespoke to these, the bills will simply keep going up and up and the systems will be out of date as soon as they are launched."

 

Neil Harris

(a don’t stop till you drop production)
Home:  helpmesortoutthenhs.blogspot.com

Thursday, 12 September 2013

Royal College of physicians report on the NHS


This report by the Press Association comes from The Nursing Times – it’s a report by The Royal College of Physicians on their view of the future direction of the NHS.

If I’ve got time I’ll try and check out the original report.

However, while there are some really good suggestions, the reorganisation that is being proposed is also designed to save money.

The suggestion that there should be small, local acute units is particularly irritating. For many years, local campaigners fought hard (unsuccessfully) to save small, local hospitals which were closed wholesale over the last thirty years…on the basis that economies of scale would save money and improve outcomes.
Now the big idea is to save money and improve outcomes by closing big hospitals and opening up small local ones. Sigh.

 

Medical college report calls for seven-days-a-week hospital care

12 September, 2013 | By The Press Association

 

Hospitals must be reorganised so patients do not have to move beds or wards unless medically necessary, a new report says.

Care must also be provided seven days a week, with full access to scans and lab testing even at weekends.

The study, from a commission set up by the Royal College of Physicians (RCP), makes 50 recommendations on the future of NHS hospital care.

It says a rise in admissions and more older patients with complex needs means “hospitals are struggling to cope”, while units are not equipped to provide excellent care on weekends.

“All too often our most vulnerable patients - those who are old, who are frail or who have dementia - are failed by a system ill-equipped and seemingly unwilling to meet their needs,” the report said.

It is not unusual for patients to move beds several times during a single hospital stay which “results in poor care, poor patient experience and increases length of stay”.

The study said that, in the future, moves between beds and wards will be minimised. “Once admitted to hospital, patients will not move beds unless their clinical needs demand it.”

And the authors call for a shift to seven-day working, with consultants having a presence on wards and the full range of tests available every day of the week.

Several studies have shown that patients admitted to NHS hospitals at weekends and on bank holidays have higher death rates and poorer outcomes.

The report said: “Acutely ill medical patients in hospital should have the same access to medical care on the weekend as on a week day.

“Services should be organised so that clinical staff and diagnostic and support services are readily available on a seven-day basis.

“There will be a consultant presence on wards over seven days, with ward care prioritised in doctors’ job plans.

“Rotas for staff will be designed on a seven-day basis, and co-ordinated so that medical teams work together as a team from one day to the next.”

Under the plans, arrangements for discharging patients from hospital will also operate on a seven-day basis, with closer links with community services and social care.

The report comes from professor Sir Michael Rawlins, chairman of the Future Hospital Commission which was established by the RCP last year.

It acknowledges that “tough decisions lie ahead” including the reorganisation - and possible closure - of existing services.

“Reconfiguration will almost certainly be needed,” it said. “No hospital can provide the range of services and expert staff needed to treat patients across the spectrum of all clinical conditions on a seven-day-a-week basis.”

The study calls for a new model of “hub and spoke” hospital care.

“It is likely that in many areas, large health economies will be served, not by a number of district general or teaching hospitals, but by a smaller number of acute general hospitals hosting emergency departments and trauma services, acute medicine and acute surgery.

“These hospitals will be surrounded by intermediate ‘local general hospitals’ which, while not directly operating their own emergency department and acute admitting services on site, will contribute to step-down inpatient and outpatient care, diagnostic services and increasingly close integration with the community.”

Sir Richard Thompson, president of the Royal College of Physicians, said: “This is a once in a generation opportunity to improve the way that we care for medical patients.

“When I set up the Commission in March 2012, it was intended to review all aspects of the design and delivery of inpatient hospital care, and to make recommendations to provide patients with the safe, high-quality healthcare that they deserve.

“It has done much more than that. The Commission brought together patients and medical and healthcare experts to develop a vision of the future hospital, a hospital which is no longer bound by its walls, but reaches out into the community to care for medical patients.”

The report said effective alternatives to hospital admission must also be found, including better managing people in their own homes or other community settings.

 

And it calls for all doctors to feel responsible for the quality of basic care given to patients - for example hydration - and “take action whenever they become aware of this being inadequate”.

 

New roles will be created in hospitals, according to the proposals, with a chief of medicine having ultimate responsibility for all adult patients and a new “buck stops here” approach.

 

A new chief resident will work with junior doctors and help plan service design and delivery, including rotas, duties and workload.

 

The report said care should be organised so patients are reviewed by a senior doctor as soon as possible after arriving at hospital, and should see a specialist in their condition as soon as possible.

 

This might mean seeing multiple specialists for some patients, with care co-ordinated by a single doctor.

 

An “acute care hub” in the hospital will focus on accommodating patients for up to 48 hours and consultants from a range of specialties will spend time here to offer expert opinion.

 

A separate “clinical co-ordination centre” will act as a control room for real-time patient information, handover and transfer briefings, and organisation of care for all acutely ill medical patients , whether inside or outside the hospital.

 

Dr Cliff Mann, president of the College of Emergency Medicine, said: “This report has major implications for emergency medicine. The emergency department is reliant on comprehensive medical services from a range of other specialties.

 

“The implementation of this report will be a challenge - but we agree that it must be addressed. Unifying and integrating the hospital and wider healthcare facilities, including those related to primary and social care will benefit the care for our present and future patients.”

 

Peter Carter, chief executive and general secretary of the Royal College of Nursing, said: “The Future Hospital Commission looks at some of the most pressing challenges facing the NHS, including rising emergency admissions and how to provide better care for patients with increasingly complex conditions.

 

“The commission rightly focuses on a patient-centred approach to care, and the smooth and safe transfer of patients from hospitals to the community, he said. “Nurses play a vital role in delivering community services so are perfectly placed to work with patients, their carers and other agencies to help keep people as healthy as possible and out of hospitals.”

 

Neil Harris

(a don’t stop till you drop  production)

Professor Jarman's International comparison of Hospital Mortality rates


If this seems really snappy it’s because I’ve taken it directly from the Channel Four News website and posted it unedited. It’s the transcript of a programme I watched, with some sadness, on Wednesday 11/9/13 and it’s more groundbreaking work from Professor Jarman.

Of course, looking at the Mayo Clinic is both good and bad. Good because it’s the best in the world and that’s what you need to learn from. Bad because many people in America can’t afford  any hospital treatment, let alone the Mayo.

So, the hospital patients are an unrepresentative group – they are rich enough to pay or to be insured. Those who are untreated or untreated until it is too late don’t figure. The poor get worse outcomes.
Our NHS treats everybody regardless.

All the same, if you can’t learn from other countries you are doomed to go on making the same mistakes;

Wednesday 11 September 2013  UK 

Victoria Macdonald

Health and Social Care Correspondent

 

NHS chief Sir Bruce Keogh says he is taking very seriously figures revealed by Channel 4 News which show that health service patients are 45 per cent more likely to die in hospital than in the US.

Numerous reports and inquiries have revealed serious failings in the National Health Service. From the Bristol heart babies to Mid Staffordshire, fundamental problems with care have been exposed.

 

But what Channel 4 News can now reveal is previously unpublished data which shows just how badly our hospital mortality rates compare with other countries. And never more so than for the elderly.

The figures prompted Sir Bruce Keogh, medical director of the NHS, to say he will hold top-level discussions in a bid to tackle the problems.

"I want our NHS to be based on evidence. I don't want to disregard stuff that might be inconvenient or embarrassing...I want to use this kind of data to help inform how we can improve our NHS," he told Channel 4 News.

 

We still have too many patients dying in our hospitals when their relatives were expecting them to come home. Sir Bruce Keogh, NHS

 

"I will be the first to bring this data to the attention of clinical leaders in this country to see how we can tackle this problem."

 

The data is the work of Professor Sir Brian Jarman, who pioneered the use of hospital standardised mortality ratios (HSMRs), as a way of measuring whether death rates are higher or lower than expected and which are adjusted for factors such as age and the severity of the illness.

 

It was by using HSMRs that Professor Jarman was able to identify the higher than expected mortality rates at the Mid Staffs trusts.

 

For more than a decade, Professor Jarman has also been collecting hospital data from six other advanced economy countries, adjusting them where possible to take into account the different health systems.

 

What he found so shocked him, he did not release the results. Instead, he searched - in vain - for a flaw in his methodology and he asked other academics to see if they could find where he might have gone wrong. They, too, could not find fault.

 

'Shocking' findings

 

So now he is releasing the findings. And they are shocking. The 2004 figures show that NHS had the worst figures of all seven countries. Once the death rate was adjusted, England was 22 per cent higher than the average of all seven countries and it was 58 per cent higher than the best country.

 

That meant NHS patients were almost 60 per cent more likely to die in hospital compared with patients in the best country.

 

"I expected us to do well and was very surprised when we didn't," Professor Jarman told Channel 4 News. "But there is no means of denying the results. They are absolutely clear."

 

Of course, that was nearly 10 years ago and the NHS has been through several reforms and had record amounts of money poured into it until recently.

 

When Professor Jarman projected the figures forward to 2012, the hospital death rates in all seven countries had improved - England's faster than some.

 

However, it is still among the worst and has death rates 45 per cent higher than the leading country, which is America.

 

NHS medical director Sir Bruce Keogh told Channel 4 News: "The fact is we have a health service that is admired around the world, founded on the cradle to grave principle.

 

"But the other fact is, we still have too many patients dying in our hospitals when their relatives were expecting them to come home."

 

Why is America doing better?

 

 

Because of confidentiality issues we are not allowed to name the other countries. But America stands out in the data for its lower mortality rates. So we went to find out why.

 

At the Mayo Clinic Hospital in Phoenix, Arizona, they are in the best two per cent in the country. It is an impressive hospital, with piano music playing in the lobby and sunshine streaming into the rooms.

 

And around the hospital are signs extolling their ethos: the patient comes first. To this end they have introduced a number of safety systems, including a check and recheck system between the pathology labs and the operating theatres.

 

For years they have had multi-disciplinary team rounds in which everyone from the consultant to the physio, from the nutritionist to the social worker is involved in the care of that patient.

 

It means better communication. Everyone is treated as an important part of the team, rather than deferring, in the traditional way, to the consultant.

 

Professor Richard Zimmerman, a neurosurgeon at the Mayo Clinic Hospital, acknowledges that this can be labour intensive with a dozen or more people involved in each round for each patient, but he said it is cost efficient in the end.

 

 

If you go to the States, doctors can talk about problems, nurses can raise problems and listen to patient complaints. Professor Jarman

 

"It is less expensive than having a lot of deaths and having admissions that last longer because you don't do it right the first time," he said.

 

Nevertheless, critics will say that it is difficult to compare the American hospitals with the NHS and it is true that in the US more money is spent on equipment, drugs, staffing levels. And it has an expensive, much-criticised insurance-based healthcare system.

 

And yet, American hospitals results are better. They have more per staff per patient, for instance. But what stood out at the Mayo was the attitude to mistakes or near misses. Staff are actively encouraged to report these. Whistleblowers are welcomed. Because they do not want these mistakes repeated.

 

"If you go to the States doctors can talk about problems, nurses can raise problems and listen to patient complaints," Professor Jarman said.

 

"We have a system whereby for written hospital complaints only one in 375 is actually formally investigated. That is appalling, absolutely appalling."

 

'Appalling' figures for elderly deaths

 

What is equally, if not more appalling, though are Professor Jarman's HSMRs for the elderly (in this case classified as over 65).

 

For conditions which kill a large number of patients in hospitals and most often affect the elderly like pneumonia and septicaemia, patients are significantly more likely to survive in an American hospital.

 

Indeed, it was this data that Professor Jarman said encouraged him to speak more openly about his concerns about the NHS.

 

"It is not to say that we do not have some very good quality hospitals but we also have some very poor hospitals," he said.

 

In Professor Don Berwick's recent report on patient safety, he described HSMRs as a smoke signal - a warning that something may be wrong. Yet they do also raise questions that go to the heart of our cradle to grave care.

 

Are elderly people overlooked, treated with derision, even, that they die so much more easily in our NHS than elsewhere? And have we settled for mediocre when we could and perhaps should have the best?

 

Watch the Channel 4 News Cradle to Grave special report on Wednesday 11 September at 7pm”

Neil Harris

(a don’t stop till you drop production)

Tuesday, 10 September 2013

More questions about Barts health NHS Trust.


O.K.

I’m getting seriously worried about Bart’s Health NHS Trust which is in fact a large grouping of East End Hospitals, swallowed up by inappropriate mergers over the years. This is what I wrote in May of this year after I analysed the ‘Bottom 21’ Trusts for ‘Never Events’, things that should never happen because they are completely preventable:

My own ‘Lantern Rouge’ (that’s the Tour de France prize for finishing last) is because I’ve picked out the two separate entries for ‘Bart’s’;

Bart’s & The London NHS Trust 8

              Retained foreign object post-operation 4

              Wrong site surgery 2

              Misplaced naso-or oro-gastric tubes 2

Bart’s Health NHS Trust 11

               Retained foreign object post-operation 4

               Wrong site surgery 3

               Misplaced naso-or oro-gastric tubes 2

               Wrong implant/prosthesis 1

               Air Embolism 1

and I did so because Barts Health was formed on 1 April 2012 by the merger of Barts and the London NHS Trust, Newham University Hospital NHS Trust and Whipps Cross University Hospital NHS Trust.

For starters that means that St Bartholomew’s may have had its figures split in two and actually had 19 ‘never happen’ incidents over that four year period which is seriously worrying. Even more worrying is that the newly combined Trust – the four hospitals together- seems to have had 11 incidents in just under a year (2012/13).

If you want to get really frightened, add up the number of incidents over the four hospitals for those four years – it’s a total of 27. Or is there duplication in these figures? Have they tried to separate the new from the old, producing double counting? I hope so – mind you where the NHS is concerned the problem is usually undercounting problems.

Either way, it’s not what I would call a centre of excellence.

So if Barts it isn’t being investigated right now, it’s time it was.”

I didn’t believe my eyes, so I left it as a question.

Then I got my answer in The London Standard two months later:

“An inquiry was ordered today at Britain’s biggest health trust in response to the deaths of 28 patients due to medical blunders last year.

 Barts health trust — which runs six London hospitals — was declared at “high risk” of failing patients, with major concerns about delays in cancer care and hundreds of emergency cases readmitted for further treatment.

The inquiry was ordered by England’s new Chief Inspector of Hospitals, Professor Sir Mike Richards, in his first day in the job. It comes after Barts last night said it was calling in financial trouble-shooters to address a £93 million debt.

Sir Mike was alerted by whistle-blowers, patient complaints and key measures indicating the performance at Barts was markedly worse than the national average. This included 10 “never events” — things that should never happen in surgery — involving seven cases where swabs were left inside patients, two cases where the wrong teeth were removed and one where the wrong eye implant was inserted.

 

Barts also admitted 348 serious incidents in 2012/13, including 129 at The Royal London Hospital in Whitechapel, and 105 at Whipps Cross in Leytonstone. Of these, 28 resulted in death.”

 

Now I am really concerned. Yesterday I posted the Freedom of Information responses from 101 NHS Trusts – replies to requests for Information made by the BBC News team about the number of unfilled vacancies at Accident and Emergency departments.

I went back to the figures to find out what has been going on down at Bart’s Health NHS Trust and the answer is……nothing…..nadda….nowt…zilch.

They didn’t provide the information.

So, of course, the only explanation is that the management, after failing to sort out its fairly serious problems has responded by hiding the result of the problems under the carpet. Given the extent of their troubles it would be no surprise to discover that staff are leaving and aren’t replaced and we have a right to know.

Its bad when there are problems, it’s much worse when you cover them up.

What else are they hiding?

Neil Harris

(a don’t stop till you drop production)
Home: helpmesortoutthenhs.blogspot.com