Over the last year (2007/08), the NHS Confederation has been working on behalf of the whole NHS to bring the management perspective into the public debate, set the policy agenda, influence the development of government policy and promote excellence in the interests of the public, patients and staff.
As well as responding to the shared needs of members, we continued to develop the organisation to meet the distinct needs of the parts of the NHS. In 2007/08 we launched:
And on workforce issues, NHS Employers has a full programme of work.
Highlights from 2007/08
The NHS Next Stage Review (the Darzi review)
We represented members in the national working groups, through regular meetings and two submissions. Our recent Challenges for Darzi report outlines our key policy ideas and tests for good policy-making.
System management
We influenced the development of system management including the competition and cooperation framework (including the promotion code).
Finance and value for money
We assessed the emerging financial issues, influenced the direction of Payment by Results and the future of the tariff, and ensured the financial modelling undertaken by members was taken into account in planning for the Comprehensive Spending Review.
Health inequalities
We set up a coalition of 20 organisations to identify a common agenda to ensure progress is made on this important issue.
Clinical leadership
We brought together clinicians and mangers to shift the debate from a critique of the reforms to a more positive vision for a reformed system. The report A clinical vision of a reformed NHS has been influential in thinking on how to develop clinical leadership.
Strategy and configuration
We produced a series of briefings looking at the future shape of service provision in primary care and community settings in light of the health reform agenda.
Health and Social Care Bill
Through a programme of ministerial meetings and briefings for parliamentarians, we lobbied for legislation on the Care Quality Commission to leave room for flexibility and for the new organisation to build on the work of previous regulators.
Regulation and burden of bureaucracy
To help achieve real cuts in the burden of repetitive assessment, duplication in regulation, inspection, audit and review, we are hosting a provider advisory group in conjunction with the Independent Healthcare Advisory Service.
Quality, safety and complaints
We held seminars to support the focus on patient outcomes and played a central role in developing new proposals for professional and system regulation. We have been influential in the development of the National Patient Safety Campaign and will continue to play a central role. We are influencing the new complaints system.
The Mental Health Act 2007
We lobbied behind the scenes to ensure the Act included financial provision for children and adolescents to be treated in age-appropriate environments.
Priority setting
In collaboration with the NHS Institute we published a series of reports on priority setting, to provide a resource for members.
Securing accountability in health services
The accountability of local health services has been the subject of much heated discussion. The NHS Confederation negotiated an agreement with the Local Government Association which recognised the need to give the new system time to work.
GP access
We informed the highly charged debate on access to GP services, including briefing MPs on our Access all areas: improving GP and primary care access report.
Climate change
Through our Taking the temperature report, we played a unique role in highlighting the challenges for health and health services associated with climate change. We have also taken the lead in exploring how NHS organisations can reduce their own carbon emissions.
Our work in 2007/08
Over the last year (2007/08), the NHS Confederation has worked on behalf of the whole NHS to bring the management perspective into the public debate, set the policy agenda, influence the development of government policy and promote excellence in the interests of the public, patients and staff. And we continued to develop the organisation to meet th
