GHP 2018 Pharmaceutical Manufacturing & Packaging Awards

GHP / Pharmaceutical Manufacturing & Packaging Awards 2018 5 specific condition for a certain outcome. The collection of outcome data is paramount in providing consumers with the necessary evidence that quality is worth paying for Therefore, the industry needs to do two things: encourage patients to provide feedback on the quality of their care and their experiences in a clinic, in the same way they would review a hotel and start measuring patient outcomes and publishing this for patients, the public and third party payers to see. The Challenge of Growth The biggest challenge of growth within any industry is the retaining the quality of the offering that has usually led to success in the first instance. Monitoring the outcome data of all clinicians and attending to patient reviews and feedback is essential in determining whether clinical excellence in being maintained. But more importantly, any organisation focussed on delivering clinical excellence must start by recruiting excellent clinicians, and to do this, they must be an organisation that people aspire to work for. Mediocrity is not inspiring. No- one with any passion or ambition aspires to work someone where this is the culture and the goal. Passionate and engaged clinicians help an organisation grow as they work collectively to make it better, to shape clinical practice, develop new services and promote the organisation while promoting themselves. If the ongoing recruitment of excellent clinicians is the number one priority, keeping them is number two, if an organisation is to maintain its quality as it grows. To do this, organisations need to deliver the ethos and work life they have promised to clinicians, but they also need to ensure staff are well paid for what they do. To pretend that money doesn’t matter would be disingenuous. Delivering first class clinical care to each and every patient all day is hard work and if clinicians do not feel they are being adequately remunerated for this, the quality of what they provide will suffer. As business owners in musculoskeletal medicine, we have a responsibility to ensure our staff is recognised financially for the quality of the care they deliver by promoting and demonstrating its value. Expert Collaboration – The concept of a medical team At Pure Sports Medicine, we branded ourselves Sports Medicine very deliberately; not because we wanted to focus on treating elite athletes, but because we wanted to provide the general public with access to the same high quality medical team that can be found within elite sporting organisations. Having worked in musculoskeletal medicine in the UK for 10 years, we knew that pockets of good quality care existed and that there were clinicians all over the country delivering excellent clinical care to patients, but finding these people was not always straight forwards and having them work collaboratively together very difficult for an individual patient to achieve. More effective communication and collaboration between medical professionals helps develop greater clinical excellence and improved patient care. Each clinician focusses on their area of expertise, but communicates with others to establish the best way forward for the patient, including the patient themselves as an integral member of the team. When companies look to grow by developing a more varied service offering, it is important that they focus on their strengths and areas of expertise, remembering their organisation’s USP and ensuring this is not diluted. It is our experience that organisations can grow successfully by working collaboratively with others who are experts in different services, encouraging cross referral and building a community of excellent clinicians. In terms of developing the service offering within an organisation, it is my opinion that it is important to recognise the clinical skills and specialist expertise of each department. At Pure Sports Medicine, we believe that each department are clinical experts in their own rights and that each member of the team focuses on their area of expertise in the patient’s management plan. The treatment plan is not dictated by the Consultants in Sport and Exercise Medicine or the Physiotherapists, but developed collectively by the team. Ensuring each department is run by people who know and understand these professions is important. Not only does this assist in recruitment and retention, but as these individuals are engaged with their professions, they are up to date with industry specific news and information that can inform service growth and development. In recent years, MSK healthcare has been highly fragmented and adversarial which has been extremely detrimental to the industry. A lack of communication and mistrust between clinicians, other healthcare providers and private medical insurance companies has stunted growth and development in the industry. In order to grow the sector, all organisations involved in MSK healthcare need to work collaboratively together to help promote the benefits and value of excellent clinical care to the general public. Contact: 03447 700 800 Email: