Managing a Changed Public Service

Derek Smith
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Derek Smith: King’s College Hospital

Chapter 11 in The Diversity of Management, 1994, pp 108-121 from Palgrave Macmillan

Abstract: Abstract The complicated range of services that we provide is the best indication of the scale of the job. We are a teaching hospital; we provide all the usual services to the local community that you would find in any hospital, as well as national services such as liver transplants. To give some idea of the complexities, we employ over 160 permanent medical staff who are either NHS [National Health Service] consultants or academics employed by the university, we have a staff of 6000 people (4280 whole-time equivalents) and we have a turnover of £135m. The number of beds is unimportant nowadays, though patient numbers are important: we have over 300,000 out-patients, over 12,000 day cases and over 38,000 inpatients in a year. Interestingly, we have increased the number of patients year on year since I have been here, and we have reduced the number of beds since November 1989 from 1250 to 830. In this country, it will not be long before over half of all surgical procedures are done on a day or outpatient basis. The amount of day-case work has increased by about 80 per cent in the last two years. There has been a radical change in the way in which care is provided.

Keywords: Develop Type; Chief Executive; Change Programme; External Relation; Renal Service (search for similar items in EconPapers)
Date: 1994
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DOI: 10.1007/978-1-349-13087-0_11

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