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Management and advice at the grass roots.

C Kirk, A E Bennett

    Lancet (London, England)
    |May 24, 1975
    PubMed
    Summary

    The National Health Service management structure creates a gap in patient care coordination. An experimental community hospital model offers a potential solution for bridging this gap in community services.

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    Area of Science:

    • Healthcare Management
    • Public Health Policy
    • Health Services Research

    Background:

    • The current National Health Service (NHS) management structure presents challenges in coordinating care.
    • A disconnect exists between district-level multidisciplinary management and frontline multiprofessional clinical teams.
    • Existing management and advisory systems fail to adequately bridge this gap, particularly for community services.

    Purpose of the Study:

    • To identify and describe the management gap within the NHS.
    • To propose and evaluate a potential solution for improving care coordination.
    • To share experiences from an experimental community hospital setting.

    Main Methods:

    • Qualitative analysis of the NHS management structure.
    • Case study of an experimental community hospital.
    • Description of a proposed solution for bridging the management gap.

    Main Results:

    • The new NHS management structure creates a significant gap between strategic management and clinical teams.
    • Single-profession sector management and current advisory bodies are insufficient to bridge this gap.
    • The experimental community hospital setting demonstrated a viable approach to addressing this coordination deficit.

    Conclusions:

    • The identified management gap requires innovative solutions to ensure seamless patient care.
    • Community services are particularly affected by this structural deficiency.
    • The experimental model offers valuable insights for restructuring NHS management to improve service delivery.

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