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Health Care including
‘integration’ with Social Care

GERALD PILKINGTON ASSOCIATES can assist you with:

Strategic review

  • The survival of any service or unit requires consideration of the future, taking account of changes whether they be in local management, regulatory requirements, viability or even market provision in the area.

Operational or management review

  • From time to time there is a need to take stock and compare performance and ongoing management structures to ensure that they meet the future needs of the service or unit.

Financial review

  • Income streams and cost structures continue to be important areas that require a detailed study to effect progressive or step improvements.

Development appraisal

  • The need to renovate or extend a hospital or unit to improve existing services, introduce new services or even improve financial viability often requires a focused impartial assessment.

Project management

  • Specific projects often benefit from external review or management to supplement in-house skills and to ensure that they do not divert local managers from dealing with day-to-day operation of the service or unit.

All of these areas can be delivered
through focused expert support
or in a project management role.

See our papers on Health and Social Care

 

 

 

 

 

Health Care Consultant

We have experience of working in a finance and general management role within acute and community healthcare, spanning the not-for-profit and for-profit independent sectors as well as the NHS. Having managed a small group of independent acute hospitals, a day surgery unit and a community hospital, we are able to draw upon relevant experience to meet individual requirements.

Our work with the NHS has related, principally, to costing clinical and medical acute care as part of a national programme, as well as the creation of service contracts for all clinical and non-clinical services with an independent private hospital.

Further experience has been gained as part of a team negotiating and designing stand-alone units as part of the Independent Sector Treatment Centre initiative, working with PCTs, acute trusts and the Department of Health.

In line with current government policy, our understanding of the wider Re-ablement agenda places us in the best position to help develop joined-up services between health, social care and external providers, and particularly in admission avoidance and post discharge support across a number of re-abling services.

Integration as a topic has resurfaced but the decision as to whether joined-up working should go this far needs careful consideration, based on clear and specific objectives.

As stated by the LGA

"integration is not a self-evident good in its own right but a means for achieving pre-specified ends"

Our work on aspects of the Better Care Fund has provided us with greater insight into joined-up working.