NHS Pantry

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The Witch Doctor is quite overcome by the number of consultancies employed by the Department of Health / NHS and is flabbergasted by the strange things they are being asked to do.

The Witch Doctor thought the NHS was to do with diagnosing, treating and supporting ill patients and advising the healthy how to keep healthy rather than acting as a kind of employment agency for psychologists and HR consultants.

The NHS PANTRY will eventually contain a log of all these “NHS Partners” that seem to be important ingredients for the new “NHS Plan.”

(A NOTE FROM THE OLDEST SAGE WITCH

What a mess this page is!

There are now so many NHS partners the The Witch Doctor and Her Black Cat have given up!

Shame on them!

Identifying NHS partners is an important part of their work because the punters (patients and clients) don’t have a clue and don’t know what they don’t know!)

LIST OF CONSULTANCIES EMPLOYED AS NHS “PARTNERS”

AETNA HEALTH SERVICES
The Witch Doctor Posting: LINK

ALLIANCE MEDICAL

AXA PPP HEALTHCARE ADMINISTRATION SERVICES LIMITED
The Witch Doctor Posting: LINK

BUPA MEMBERSHIP COMMISSIONING LIMITED

CAPIO
The Witch Doctor Posting: LINK

CHIME COMMUNICATIONS PLC
The Witch Doctor posting: LINK

CHKS LTD, TRADING AS PARTNERS IN COMMISSIONING

DR FOSTER LIMITED, TRADING AS DR FOSTER INTELLIGENCE

HEALTH DIAGOLGUE SERVICES CORPORATION

H R & TRAINING SOLUIONS
The Witch Doctor posting: LINK

HUMANA EUROPE, LTD

KINGS HOUSE CONSULTING
The Witch Doctor posting: LINK

KPMG LLP

MANPOWER INC.
The Witch Doctor posting: LINK

MCKESSON INFORMATION SOLUTIONS UK LIMITED

MCKINSEY & COMPANY, INC. UNITED KINGDON

NAVIGANT CONSULTING, INC

OPINION LEADER RESEARCH
The Witch Doctor posting LINK

RIGHT MANAGEMENT
The Witch Doctor posting: LINK

SPIRE HEALTHCARE

TRIBAL CONSULTING LIMITED

UNITED HEALTH EUROPE LTD

VIRGIN HEALTH CARE

WG CONSULTING HEALTHCARE LIMITED, TRADING AS WG CONSULTING

WORK PSYCHOLOGY PARTNERSHIP
The Witch Doctor posting: LINK

2. Members of NHS Partners Network: Capio, Centres for Clinical Excellence, Clinicenta, Care UK/Mercury Health, Nations, Netcare UK, Nuffield Hospitals, Partnership Health Group and UK Specialist Hospitals.

OK, OK, THIS LOOKS LIKE A DOGS BREAKFAST.

I KNOW…..

MY BLACK CAT IS WORKING ON THIS AT THE MOMENT AND SHE’S DISAPPEARED BECAUSE SHE SMELLS A RAT.

Responses

  1. [...] NHS Pantry [...]

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  3. OK, OK, I’ve come late to the table!

    But, in my experience, the reasons why public services employ this plethora of externals are

    a) overwhelmingly, there is not the intellectual capacity or courage in-house to devise workable solutions and strategies;

    b) if there are bright sparks in-house, they are soon very definitely closed down, shut up, ignored – a culture of mediocrity and unaccountability prevails in just about every public service I’ve had the privilege to serve;

    c) the necessary solutions and strategies are often very simple. Even the most junior and/or lowly of staff can tell you what the problem is and how to sort it. These simple fixes are squashed at all costs – because they often mean some, at least, reduction of status/power/budget from those higher up who are, frankly, incompetent;

    d) said bright sparks, who could be nurtured and developed into effective in-house leaders, very soon leave for one of the big externals where their talents are recognised and properly rewarded; and

    e) public service seniors and heads covertly realise the paucity of in-house staff calibre (it’s one of the great unspokens) and are only too happy to ‘re-employ’ the good staff they lost through culture of mediocrity attrition. Because they pay the going rate for the job, they have respect for these people, where they have less for their staff.

    Lots of words there. But it really is simple.

    Deb

    http://www.sheer-debacle.blogspot.com

  4. Thanks for visiting Deb.

    You’re right. Oh, that I had a pound for the number of crazy committee hours I’ve spent doodling and day-dreaming while waiting for the obvious (sometimes the only possible) decision to be reached!

    One of the things I’m watching with great interest is the new culture of “leadership” that is now becoming fashionable within the NHS.

    Not sure what this means. Are leaders now going to replace managers and will they be allowed to lead? Will it be a serious attempt to change the culture you have outlined? Or will these “leaders” in effect be obedient “followers” who will ensure the government’s NHS plan is carried through to completion?

    I suspect the latter, but we’ll see.

  5. So do I WD.

    I can only read it as yet another KwikFix fad.

    Clearly, the culture is one of fear. Changing that takes an enormous shift in values and principles – one that, because of the mammoth size of the NHS, necessarily involves the whole country.

    It’s actually not difficult to do, IMHO, but not one single politician, ‘leader’, ‘manager’ has been able to overcome their fear and develop the vision and means by which to do it.

    If you’re at all interested, I wrote a piece about the genesis of this infestation of ‘management’ in the NHS [http://docs.google.com/Doc?id=dfs7vbfx_57gz9v9fcg] and the inappropriate tools they use (including targets).

  6. I’ve read your interesting piece and will have a look at the references too some time in the future.

    And yes, I’ve come across some of these tools and one particular made me chuckle (I’ll not say which one because if any of my colleagues were to read this they might suspect who I am since I made such a song and dance about why it wouldn’t work in the context it was being used!)

    I think there IS a culture of fear up to a point – fear of losing one’s job and not being able to pay the mortgage. But very senior members of staff who shun the political limelight (and there are many) should not be afraid. There is also a culture of “creep” and this generates an inability to say “no” when it is the most appropriate word.

    MTAS was a prime example of this “creep” and desire to be “agreeable.” I sometimes think historically MTAS and the use of the internet to mobilise opinion at that time together will turn out to be the key moment of change for the better within the NHS.

    But there is a long way to go.

  7. [...] NHS Pantry [...]

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