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The NHS
Health reform in a cold climate
The government's reforms to the NHS are viewed as its biggest failure. They are better than that
“WITH the Conservatives there will be no more of the tiresome1,
meddlesome2, top-down restructures that have dominated the last decade of the NHS.”
So said David Cameron in 2009, and many were convinced.
Voters made Mr Cameron prime minister in2010 inpart because the Conservative Party cut into Labour's lead on health care,
which it had enjoyed almost since it founded the NHS in 1948. The Tories quickly squandered3 their advantage.
But their legacy4 will be better than they seem to believe.
In spite of his promise, Mr Cameron's Conservative-Liberal Democrat5 coalition6 government embarked7 on reforms that would reshape the NHS from the top down.
The immense Health and Social Care Act of 2012 increased competition,
gave the service greater autonomy and put more decisions about the purchase of care in the hands of local doctors,
known inBritainas general practitioners8, or GPs. The changes were so big that they could be seen from space,
quipped Sir David Nicholson, the departing head of the NHS.
The government soon came to wish they would disappear.
The reforms were never popular with a bemused public.
Doctors' groups argued they would lead to a more fragmented and privatised system.
Others worried that GPs would be incapable9 of commissioning care.
Ed Miliband, Labour's leader, dubbed10 the reforms Mr Cameron's “poll tax”, a reference to the policy that helped fell Margaret Thatcher11.
In this case it was Andrew Lansley, the health secretary, who fell.
Less than six months after his reforms were passed, Mr Lansley was replaced by Jeremy Hunt, who talks about them as little as possible.
The health reforms were supposed to make the NHS more independent.
Yet Mr Hunt now styles himself a patients' champion—he is known to ring hospitals to ask about waiting times.
This is a concession12 to reality: politicians will always be held accountable for the performance of the NHS.
Still, the frantic13 smothering14 of the reforms conceals15 something useful.
A policy that has caused the government so much embarrassment16 is quietly bearing fruit.
The biggest change was the creation of 211 Clinical Commissioning Groups (CCGs),
which placed about 60% of the NHS budget in the hands of local doctors and health workers.
They became responsible for procuring17 hospital care, mental-health services and the like.
Navigating18 a muddled19 system, the cannier20 ones have figured out ways to realign the incentives21 of hospitals,
which are often paid per procedure, with those of GPs, who aim to keep people healthy and at home.
The commissioning group in Bedfordshire, for example, has bundled some 20 contracts for musculoskeletal care
(treatment for things like weak knees and cracked hips) into one five-year contract that was won by Circle, a commercial health group.
Far from fragmenting the system, as critics had feared, this has made Circle responsible for integrating the services of local providers.
Patients will be told which are doing best. Circle and its partners must achieve an agreed set of outcomes to receive some of their pay.
Paolo Pieri, Circle's chief financial officer, expects the deal will not only improve care but save Bedfordshire some £30m($50m).
Not all commissioning groups are as bold. But perhaps a quarter are considering contracts like the one in Bedfordshire, reckons Mr Pieri.
Diane Bell, a doctor there, says more than 40 CCGs have contacted her group.
“Every CCG I look at is doing brave and innovative22 work,” says Shane Gordon, who heads one inEssex.
The Labour Party—which launched a series of NHS reforms during its 13 years in power—says this sort of innovation was on the way anyway,
and may have been delayed. Thanks to the giant restructuring of the NHS “we lost two or three years”,
says Andy Burnham, the shadow health secretary. He also criticises a regulatory regime that leaves many providers confused.
Fair enough. But the reforms replaced bureaucrats23 with clinicians, which seems to have encouraged creative thinking.
Dr Bell was warned by an old hand that outcomes-based contracting would stir up a fight in her group.
When she suggested it, though, the other GPs quickly bought in.
If Labour wins the next election, Mr Miliband might ground CCGs just as they are taking flight.
Although he has no plans to restructure the NHS yet again, his laudable aim of integrating health and social care,
which currently falls outside the NHS's remit24, would probably shift responsibility to a different local body.
Mr Burnham would also clip the wings of reformers by giving NHS providers a built-in advantage in the competition for contracts.
But the biggest threat to CCGs and what some of them are doing to improve services is not politics but whether they can move fast enough to keep in front of a funding squeeze,
says Thomas Cawston of Reform, a think-tank. Though the NHS has been protected from the worst of austerity,
it could fall short by £30 billion by 2020—the result of rising demand from a growing elderly population.
Sir David warns that without more cash, the service could tip into the red next year.
As money runs short, the real test will arrive. It could be an opportunity for health reformers.
Or bureaucrats could panic and revert25 to old ways. Whatever happens, the next government will not be able to duck the issue.
1 tiresome | |
adj.令人疲劳的,令人厌倦的 | |
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2 meddlesome | |
adj.爱管闲事的 | |
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3 squandered | |
v.(指钱,财产等)浪费,乱花( squander的过去式和过去分词 ) | |
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4 legacy | |
n.遗产,遗赠;先人(或过去)留下的东西 | |
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5 democrat | |
n.民主主义者,民主人士;民主党党员 | |
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6 coalition | |
n.结合体,同盟,结合,联合 | |
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7 embarked | |
乘船( embark的过去式和过去分词 ); 装载; 从事 | |
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8 practitioners | |
n.习艺者,实习者( practitioner的名词复数 );从业者(尤指医师) | |
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9 incapable | |
adj.无能力的,不能做某事的 | |
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10 dubbed | |
v.给…起绰号( dub的过去式和过去分词 );把…称为;配音;复制 | |
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11 thatcher | |
n.茅屋匠 | |
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12 concession | |
n.让步,妥协;特许(权) | |
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13 frantic | |
adj.狂乱的,错乱的,激昂的 | |
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14 smothering | |
(使)窒息, (使)透不过气( smother的现在分词 ); 覆盖; 忍住; 抑制 | |
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15 conceals | |
v.隐藏,隐瞒,遮住( conceal的第三人称单数 ) | |
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16 embarrassment | |
n.尴尬;使人为难的人(事物);障碍;窘迫 | |
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17 procuring | |
v.(努力)取得, (设法)获得( procure的现在分词 );拉皮条 | |
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18 navigating | |
v.给(船舶、飞机等)引航,导航( navigate的现在分词 );(从海上、空中等)横越;横渡;飞跃 | |
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19 muddled | |
adj.混乱的;糊涂的;头脑昏昏然的v.弄乱,弄糟( muddle的过去式);使糊涂;对付,混日子 | |
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20 cannier | |
精明的,狡猾的( canny的比较级 ) | |
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21 incentives | |
激励某人做某事的事物( incentive的名词复数 ); 刺激; 诱因; 动机 | |
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22 innovative | |
adj.革新的,新颖的,富有革新精神的 | |
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23 bureaucrats | |
n.官僚( bureaucrat的名词复数 );官僚主义;官僚主义者;官僚语言 | |
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24 remit | |
v.汇款,汇寄;豁免(债务),免除(处罚等) | |
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25 revert | |
v.恢复,复归,回到 | |
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