HaDSoc Session 7

Question 1

What were the 3 core principles of the NHS?

Answer 1

Universal, comprehensive and free at the point of delivery so based on need

Question 2

How has the NHS changed over time?

Answer 2

Changes to what constitutes a health need due to funding, increased role for managers, increased marketisation of provision

Question 3

What are commissioners?

Answer 3

People who choose between care providers on the basis of pt’s needs, cost and quality

Question 4

What was the result of the Health and Social Care act (2012)?

Answer 4

Devolved power to primary care, increased use of markets, allowed for social enterprises

Question 5

Describe the current NHS structure.

Answer 5

Secretary of State for health –> NHS England –> 4 regional hubs/GPs, dentists and specialist services –> 50 local offices of the board –> 240 CCGs –> hospitals, mental health services and community services

Question 6

Who holds overall accountability for the NHS?

Answer 6

Secretary of State for Health

Question 7

How do NHS hospital trusts earn most income?

Answer 7

Through comissioning and provision of training

Question 8

What is a foundation trust?

Answer 8

High performance trust that has higher financial and managerial autonomy

Question 9

Who is responsible for ~65% of NHS budget flow?

Answer 9

240 CCGs made up of GPs, nurses, public health, pts and public

Question 10

What does the DoH do in the structure of the NHS?

Answer 10

Sets national standards, shapes direction of services and sets national tariff

Question 11

Who authorises and manages commissioning?

Answer 11

NHS England

Question 12

What additional organisations are involved in the NHS?

Answer 12

Monitor, CQC, NICE, health and wellbeing boards, PHE etc

Question 13

What are clinical senates?

Answer 13

Body that gives hospital specialist advice to CCGs

Question 14

What is the purpose of healthwatch?

Answer 14

National and local facilitation of pt and public involvement

Question 15

What are the advantages and disadvantages of involving the private sector in the NHS?

Answer 15

A: drives quality.
D: loss of training, loss of profiterable service for reinvestment

Question 16

What responsibilities does a dr who is a ‘partner’ have?

Answer 16

Management of finite resources

Question 17

What does a dr who works as a ‘leader’ have to do?

Answer 17

Work with others to bring about system changes beneficial to pts including resource allocation, decision making and contract management

Question 18

What is a medical director?

Answer 18

Person responsible for all staff and overall medical quality, most senior role in secondary care

Question 19

What jobs does being a medical director involve?

Answer 19

Approve job descriptions, discretionary pay rewards, interview panels, disciplinary processes, sit on Board of Directors, lead clinical policy and standards

Question 20

What key link does a medical director provide?

Answer 20

Between senior management and medics

Question 21

What is a clinical director?

Answer 21

Person with overall responsibility for directorate, clinical director (Dr) who works with lead nurse and general manager for specialty

Question 22

What jobs might being a clinical director involve?

Answer 22

Education and training provision, clinical audit, management guideline and protocol development, induction of new Dr’s, sort junior Dr hours etc

Question 23

Who does a consultant have responsibility for?

Answer 23

Team they work with

Question 24

What role can a GP take in management?

Answer 24

Practice principal or partner

Question 25

Which management roles are not usually filled by Dr’s?

Answer 25

Middle managerial e.g. Chief exec, general manager etc

Question 26

What skills are needed by Dr’s for management roles?

Answer 26

Strategic: analyse, plan and make decisions. Financial: set priorities and manage budget. Operational: run things and execute plans. HR: manage people and teams

Question 27

When was the NHS created?

Answer 27

In 1948 as part of the welfare state

Question 28

What are the problems associated with clinical and non-clinical managers?

Answer 28

Medical culture can be hostile leading to imposing authority, treading on toes and changing power relationships (e.g. Club culture)