Hinchingbrooke Hospital

CLAPTON

ILW wrote: »

If that is the case, why are they quite often paying more for the same goods and services as private sector companies.

because filling in hundreds of sheets of paper and widening your search to the whole EU, doesn't necessarily mean you get a good deal.

CLAPTON

sparklefrog wrote: »

I work in the NHS, all patients are swapped on admission and bi weekly thereafter, so cases of MRSA are found (there is a large pool of people within the community who carry MRSA)

Do private hospitals routinely swab their patients? or only when they show signs of infection, as when my mother had some private work done, she was not tested at all, so the private hospitals figures would be very low, but not representative of the true amount of actual MRSA present.

I also know of a colleague who had breast surgery and got MRSA post op (in a private hospital) and she was shifted off to the local NHS hospital in the end to be treated after he wounds broke down.

If you dont look for it, you dont find it.

as you will know then than the routine swabs of patients is a recent innovation introduced after all the newspapers jumped on the band wagon

sparklefrog

I do realise that Clapton, but I,m also aware that private hospitals do not. so stating that private hospitals do not have a problem with MRSA is a fallacy, as their is no way of comparing their infections rates

CLAPTON

sparklefrog wrote: »

I do realise that Clapton, but I,m also aware that private hospitals do not. so stating that private hospitals do not have a problem with MRSA is a fallacy, as their is no way of comparing their infections rates

It wasn't my intention to spark a debate about MRSA rates as such, but I was using them as an example of different management approaches between NHS and private sector.
In my view, the prevalent view here is that most NHS managers are usefless; I disagree, instead it is the NHS system that is inappropriate.

However, my inexpert understanding was that private hospital must report MSRA rates to the Care Quality Commission and the Independent Healthcare Forum.

Koicarp

CLAPTON wrote: »

It wasn't my intention to spark a debate about MRSA rates as such, but I was using them as an example of different management approaches between NHS and private sector.
In my view, the prevalent view here is that most NHS managers are usefless; I disagree, instead it is the NHS system that is inappropriate.

However, my inexpert understanding was that private hospital must report MSRA rates to the Care Quality Commission and the Independent Healthcare Forum.

It was a very poor example!
As has already been said private hospitals only report the information they have, whilst NHS hospitals swab far more patients, have greater turnover and take all comers. The NHS has been fighting resistant strains of staph aureus since it's inception as resistant strains pre-date the NHS, we will always be fighting them, because they keep on changing!
We do have some useless managers, and some useless staff, the system makes it hard to improve anything particularly as the recent influx of managers has moved hands on staff further from directors. Even 20 years ago the director of nursing often knew many staff nurses by first name and the chief exec would visit wards for a natter with staff totally unannounced. I've been promoted 5 times since then but wouldn't know my chief exec if I tripped over him/her!

CLAPTON

Koicarp wrote: »

It was a very poor example!
As has already been said private hospitals only report the information they have, whilst NHS hospitals swab far more patients, have greater turnover and take all comers. The NHS has been fighting resistant strains of staph aureus since it's inception as resistant strains pre-date the NHS, we will always be fighting them, because they keep on changing!
We do have some useless managers, and some useless staff, the system makes it hard to improve anything particularly as the recent influx of managers has moved hands on staff further from directors. Even 20 years ago the director of nursing often knew many staff nurses by first name and the chief exec would visit wards for a natter with staff totally unannounced. I've been promoted 5 times since then but wouldn't know my chief exec if I tripped over him/her!

Maybe and then maybe not.

I'm not sure your not knowing the CEO provides a recipe for improving the health service.

cotleigh

noodle_doodle wrote: »

That's the rub innit? What an employer wants is an optimal solution overall, not the cheapest, but while optimal is easy to calculate and enforce for a small concern, for a big firm cheapest is easiest to measure.

On top of that, if for a dept head, all that matters is getting their spending down, but getting a cheaper supplier in inevitably causes problems for people in other depts, well tough, that's somebody else's problem.

PS My employer has gone for some nasty grey recycled paper for bulk printing. yuk.

Yes, cheapest is not always best. I remember working somewhere where they were sold "money saving" cheaper phone line rental and call costs compared with BT. So, they changed over, and the service was awful. Lots of line faults meaning people had calls drop randomly, having to redial a few times to get a call through, poor speech quality on international calls, etc etc.

In the six months it took for them to dump the "cheapo" provider, the few grand saved in phone bills must have been more than wasted in staff time, and public perception of the business due to not being able to call, getting cut off etc.

kabayiri

grizzly1911 wrote: »

No doubt his job flexible and he has to take as long as it takes to do the job working around the core day workers into anti social hours.

Ensuring resilience and reliability of the system when it is most needed.

As most IT support staff have the ability to talk in endless riddles and fix things at the drop of a hat if required, I doubt he gets paid "by the hour" as it were.

No doubt your employer gets value out of the time you spend on here too.;)

I don't understand the need to gripe at Graham either.

Those who have worked in an IT role, especially one which includes support work, will understand it is anything but 9 to 5 at times. Being called at 3am in the morning to sort out issues with the overnight systems is all part of the fun!

Judging someone's work efficiency by how much they post on here is rather like judging the effectiveness of Circle management of HinchingBrooke by looking at how clean the office areas are! It invites missing the bigger picture.

I personally welcome more diversity in the NHS. A privately run management of one hospital may just be what the doctor ordered (sic), and absolutely the wrong approach for a different hospital with differing pressures.