DR MAX PEMBERTON: Why the NHS should learn lessons from coronavirus
The past four weeks have seen changes in the NHS that none of us could have imagined.
When the severity of the coronavirus pandemic became apparent, contingency plans for treating the sudden influx of very ill patients came. The way the NHS responded was extraordinary. The scale and speed were breathtaking to see.
A friend who works in the intensive care unit told me how they had created a geriatric ward from the start. Things like this would normally take months, if not years, of planning. They did it within 48 hours.
Of course, not all changes were good. Many services have been canceled or canceled to free up staff and space to treat Covid-19 patients.
Here are some lessons our NHS has learned that I hope will continue to shape our way of working when all of this is over.
Dr. Max Pemberton said the coronavirus crisis should change the way the NHS is managed
Action taken in hours, not months
One of the things that shocked me is the speed with which things are now being done. It has forced people to prioritize jobs.
The NHS has had to behave more like a Silicon Valley start-up than the dusty, bureaucratic organization it is called.
Decisions that used to take months or even years due to endless, meaningless form fill and meetings are now made in less than the time it takes to cook a kettle.
That’s how it should have been in health care all the time, but at some point, the device siks took over and suppressed innovation.
Staff better than many bureaucrats
It was fascinating to see how natural leaders took the lead instead of the ones we see now, only in management positions, because they were on the right track. I have seen junior nurses step into the shoes of senior managers who have fallen ill and brought a new passion.
Services have not fallen apart – in fact, they have become more efficient. In the long run, we should focus our resources on nurses, physiotherapists, doctors, health workers and porters – not bureaucrats.
Nurses lay sheets at the new NHS Louisa Jordan Hospital in Glasgow, UK
Fewer meetings allow for more time
Social distance has shown that we don’t need many meetings to get things done. In fact, faster, more efficient meetings and a can-do attitude are taking over.
Now only essential people meet and decisions are usually made with only the patient and staff directly involved in their care. That’s how it should be.
… just like ending meaningless forms
One of the changes that accompanied the NHS’s response to the crisis was the suspension of many silly and pointless assessments that doctors and nurses must make to keep records.
While these have been introduced with the best of intent, they have turned into meaningless form fill and training for the sake of it.
Suddenly we now only have to follow the training required for patient care – CPR training for example. The General Medical Council must reconsider the entire exercise, as it has no clear benefit to patients.
Experts returning from retirement
How refreshing to see retired clinicians and those who left the NHS come back to help. They have brought a wealth of expertise and it has shown how much incredible knowledge and skills are lost when someone retires or leaves service prematurely. We must do everything we can to keep those who have returned.
Work more flexibly
We had to adapt to provide as much care as possible digitally. In the service I work for, we switched to video conferencing therapy. If we can maintain this as an option after the crisis, hopefully more patients will have access to care. It’s also easier to fit into childcare if you can work flexibly, and we’ve seen staff working part-time can do full-time work. Maybe this could be a way to solve the NHS personnel crisis? Video is not always a substitute for personal contact, but it can be a useful tool.
An ambulance drives past a sign that says ‘Thank you NHS’ in Liverpool, North West England
A NEW RESPECT for all our cleaners
they have been neglected, undermined and undervalued, but the work of cleaners is now at the forefront of fighting this damn virus. We have all come to realize what huge debts we have on them.
They literally save people’s lives every day and do it with a dedication and humility that is inspiring.
… but we must stop cutting beds
THE speed at which Covid-19 hospitals are built is astounding. But they are necessary because the number of beds has decreased year by year.
Figures from NHS England show that approximately 17,000 beds have been cut since 2010. There is no flexibility for sudden peaks in patients. We must now stop cutting beds.
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