Around-the-clock access to NHS services presents an opportunity to improve care, efficiency, productivity, outcomes and safety, but can the existing supply chain support these changes and what are the wider implications for procurement? NICOLA HALL discusses the challenges ahead.
The idea of a seven day a week NHS fuels debate, as views are exchanged on the consequences of pursuing this vision, versus the notion of standing still and maintaining the current five day week model. Financial implications and clinical standards dominate discussions around proposals to widen patient access to emergency and urgent care. On the one hand, it is argued that the current Monday to Friday model presents barriers to achieving improvements for patients, in each of the five domains of the NHS Outcomes Framework. Limited hospital services at the weekend, for instance, can impact patient outcomes and raise mortality rates – an issue which has been documented for decades. The cost of increased access, on the other hand, is also a concern – particularly given the current financial constraints that the sector faces.
Major shortcoming
Around the clock access to services is a radical change to existing practices, which will help place patients at the heart of everything, and support the desired patient-focused service. It presents an opportunity to improve care, efficiency, productivity, outcomes and safety; targets that are aimed for country wide, more accessible hours could relieve pressures on A&E departments and reduce the level of appointments that are not attended.
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