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Options for change in the NHS consultant contract
1Centre for Health Service Management, University of Nottingham.
BMJ (Clinical Research Ed.)
|August 20, 1994
Summary
Consultants and managers in the NHS explored contract options. A time-sensitive contract showed negotiation potential, while strict performance or fee-for-service models were disfavored by both groups.
Area of Science:
- Health Services Management
- Medical Economics
- Public Health Policy
Background:
- Debate surrounding National Health Service (NHS) consultant contracts necessitates exploring alternative models.
- Negotiators from management and consultant sides sought to understand peer attitudes towards various contract structures.
Purpose of the Study:
- To research and compare consultant and management preferences for different NHS consultant contract options.
- To identify contract models with potential for successful negotiation and improved trust dynamics.
Main Methods:
- Surveying attitudes of NHS consultants and managers towards a range of contract options.
- Including current contracts, time-sensitive and performance-related models, and speculative options like service franchising.
- Analyzing stated preferences and salary valuations for each contract type.
Main Results:
- Consultants generally preferred the status quo, while managers favored change.
- A time-sensitive contract emerged as a viable option for negotiation.
- Strict performance-related contracts and fee-for-service models were unpopular with both groups.
- Consultants and managers agreed on the relative salary values of options but differed on absolute figures.
Conclusions:
- Negotiated solutions for NHS consultant contracts are possible, with time-sensitive models showing promise.
- Addressing differing preferences and salary expectations is crucial for successful contract reform.
- Avoidance of strict performance or fee-for-service models may be necessary for consensus.