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Health and Social Care

Project
  • Unit(s) of assessment: Business and Management Studies
  • Research theme: Health and Wellbeing
  • School: Nottingham Business School

Overview

Since 2014, this Unit has been involved in two overlapping groups and communities of interest. The first under the direction of Dr Donald Harradine has a long term interest in Health and Social Care and in particular the budgeting and financial arrangements of the NHS and social care. A second work stream, has emerged around the promotion and delivery of Health and Wellbeing following the implementation of the 2012 Health and Social Care Act. In October 2015, the teams were merged to create a single team and in 2016 the allocation of ‘QR’ funding by the university allowed the team to develop two more interrelated areas of enquiry.

A new project examined the decision-making pathway that precedes Accident and Emergency Department attendances at the Queens Medical Centre in Nottingham. Accident and Emergency overload is a national and local problem and the team were commissioned by the Nottingham City Clinical Commissioning Group to investigate its long- term causes and make recommendations for change. The team reported on Phase 1 of the investigations in February 2015, when the research commissioners, indicated they would like additional work specifically into the use of A&E by Generation Y as part of their wider programme for Transforming South Nottinghamshire healthcare. This report was delivered in July 2016.

In April 2015, a project was agreed, with the County and District Councils together with the two Clinical Commissioning Groups and the Sherwood Forest Hospitals Trust for Pete Murphy and Don Harradine to evaluate the hospital discharge service known as the ASSIST scheme in Mansfield. This originally evaluated the scheme as a pilot project aimed at speeding up hospital discharges at the Kings Mill hospital in Mansfield. The report of the pilot was presented at the end of June 2015 when a further full year evaluation of the scheme was commissioned. This evaluation was completed in July 2016 and the project has won or been shortlisted for multiple national and regional awards and features as good practise on NHS and local government websites.

The first of two new projects supported through the NTU QR fund relates to System Transformation in the NHS. A team led by Dr Phil, Considine working with Visiting Professors Buchanan, and Mc Sherry and Visiting Fellow Simone Jordan is undertaking an investigation with senior leaders within the NHS about the challenges of transformational change in the NHS.

The second new projects has developed developed out of the NHS Atlas of Variation in Healthcare and the ‘Right Care’ initiative in the NHS. One of the original two co-authors of the ‘atlas’ (Dr Phil DaSilva) is a recent NBS DBA alumni and the intention is to use the information already collected to create a new centre to help reduce unwarranted variations and impact upon clinical and management practice in the NHS.

As delays in Hospital discharges, inappropriate attendances in Accident and Emergency departments and variations in healthcare provision are among the biggest challenges facing the NHS and the wider health and social care systems in England these projects and related initiatives are being developed into a potential impact case study for the 2020 REF.

A further new project that started this year was Engage for Success. Following a successful launch event at NBS in October, Sarah Pass is leading a national research group on line managers and employee engagement.  She was contacted by over 15 organisations who are interested in being a case study for the research (this includes private, public and not-for-profit organisations). They also have over 30 organisations wanting to be kept informed of the research as part of an action learning set. Sara also gave a presentation at the Engage for Success conference in October at the Queen Elizabeth II Conference centre in London to 250 delegates.

Collaboration

The programme maintains close working relationships with associate members from both academia and the NHS, who regularly participate and contribute to the programme's activities.

These include:

  • Professor Malcolm Prowle of Gloucestershire University
  • Roger Latham, Visiting Fellow and Past President of Cipfa
  • Glyn Lowth, Visiting Fellow and Past President of CIMA
  • Professor David Buchanan, Visiting Professor
  • Simone Jordan, Visiting Fellow
  • Dr Phil DaSilva, Visiting Fellow
  • Rebecca Larder, Visiting Fellow

Related staff

The programme is keen to include colleagues (distinguished and new) who are interested in the programme's scholarly activity policy and practitioner dialogue either to enhance their teaching and learning or to promote and strengthen relations with practice as well as to participate in theoretical and applied research.

Publications

Journal articles

2016

Murphy, P., Considine, P. and Buchanan, D., 2016. Something wicked this way comes: the main barrier to transformation. Health Service Journal. ISSN 0952-2271

2014

Greenhalgh, K. & Harradine, D. (2014) Civil society commissioning: the accounting contribution to strategy. Public Money & Management, Vol. 34, No. 1, pp. 19-26.

Harradine, D. & Prowle, M. (2014) Austerity and financial governance: a UK case study of the National Health Service. International Journal of Public Sector Management. Vol. 27, No 3, pp.4-11.

Pontones, C, R., Morote, R, P., and Prowle, M.,2014 Developing performance audit in Spanish local government: an empirical study of a way forward, Journal of Public Money and Management 34(3) 2014

Prowle, M., and Harradine, D., Austerity and financial governance: a UK case study of the National Health Service, International Journal of Public Sector Management, 27(3), 2014

Prowle, M., 2014 2014 Rebalancing the roles of the public and private health sectors in Wales, International Journal of Public and Private Health Care Management and Economics, Volume 4, 2014

Prowle, A., Murphy, P. and Prowle M., 2014. Managing escalating demand for public services in a time of financial austerity: a case study of family interventions. The Journal of Finance and Management in Public Services 12 (1).

Murphy, P., 2014. Sport, physical activity and the establishment of Health and Wellbeing Boards in Nottingham and Nottinghamshire. Managing Leisure, 19 (2), pp. 92-104.

Prowle, M.J. and Harradine, D., 2013. Statutory financial accounting in the UK: relevance and cost? Journal of Finance and Management in the Public Services.

Murphy, P., 2013 Public Health and Health and Wellbeing Boards: Antecedents, Theory and Development. Perspectives in Public Health. 133 (5), pp. 248-253.

Harradine, D. & Prowle, M. (2013) The Thatcher Legacy: the long shadow over public sector reform, Public Services, April.

Harradine, D. (2012) The roles of accounting in third sector delivery of services: the case of LinkAge Plus, Public Money and Management. Vol. 22: 2; pp. 111-118.

Harradine, D. & Greenhalgh, K. (2012) Third sector commissioning: lessons from a LinkAge Plus pilot, International Journal of Public Sector Management, Vol. 25, No. 5, pp. 391-403.

Harradine, D & Prowle, M, J. (2012) Service-Line-Reporting in a NHS foundation trust: An initial assessment of its relevance and applicability, Public Money and Management. Vol. 32: 3, pp. 217-224.

Prowle, M.J., Harradine, D. & Latham, R. (2012) Statutory Financial Accounting in the UK Public Sector: Relevance and Cost? Journal of Finance and Management in the Public Services, Vol. 10, No. 2, pp. 26-39.

Prowle, M. & Harradine, D. (2012) Financial Governance ? The system is not looking healthy. Public Services, 08/11.

Harradine, D., Prowle, P., & Lowth G. (2011) A method for assessing the effectiveness of NHS budgeting: its application to a NHS Foundation Trust. CIMA Insights, Sept 2011.

Harradine, D., Prowle, M., Lowth, G. (2011) The financial malaise of the NHS: “physician, heal thyself”, Financial Management. October 2011, pp. 54-55.

Harradine, D., Prowle, P., & Lowth G. (2011) A method for assessing the effectiveness of NHS budgeting: its application to a NHS Foundation Trust, London, CIMA (RES), Vol. 7; 12, July.l

Book chapter

Prowle, M., 2014 The role of budgeting systems in supporting strategic management in the public sector, Chapter 1 in book entitled Developments in Strategic and Public Management: Studies in the US and Europe (edited by Paul Joyce, John Bryson and Marc Holzer) Palgrave MacMillan 2014

Conference papers and presentations

Harradine, D., Murphy, P., Valero-Silva, N. and Prowle, M., 2016. An examination of the reasons that result in Emergency Department attendances, in contrast to alternative care and diagnostic options, for a defined Millennials/Generation Y population in Nottingham. Research report for Nottingham City CCG. Nottingham: Nottingham Trent University.

Murphy, P., Harradine, D. and Cope, R., 2016. Evaluation of Phase 2 of the early discharge project of the ‘ASSIST’ team at Mansfield District Council. Research report for Mansfield and Ashfield CCG. Nottingham: Nottingham Trent University.

Murphy, P. 2016 Ambulance services - a submission to the National Audit Office from the Joint Universities Emergency Research Group. Nottingham: Nottingham Trent University.

Ferry, L. and Murphy, P., 2015.  Financial sustainability, accountability and transparency across local public service bodies in England under austerity. Briefing note to Centre for Public Scrutiny (CfPS) Advisory Board.

Ferry, L. and Murphy, P., 2015.  Financial sustainability, accountability and transparency across local public service bodies in England under austerity. Report to National Audit Office (NAO).

Greenhalgh, K. and Murphy, P.,   2015. Towards a strategic needs assessment for the service and the review of the IRMP: a report for the Nottinghamshire Fire and Rescue Service.  Research report for external body.  Nottingham: Nottingham Trent University.

Harradine, D., Prowle, M. and Murphy, P.,   2015. Interim report: an examination of the pre-admission decision-making factors resulting in pressure on A&E at NUHNHST.

Murphy, P., 2015.  Public Management and Governance Research Group annual report 2014. Nottingham: Public Management and Governance Research Group, Nottingham Trent University.

Murphy, P. and Harradine, D.,   2015. Evaluation of the early discharge project of the 'ASSIST' team at Mansfield District Council.  Research report for external body.  Nottingham: Nottingham Trent University.      Prowle, M, J., and Harradine, D., 2014 Sustainable Healthcare Systems: An international Study. ACCA

Prowle, M., Harradine, D., Latham, R., Lowth, G., Murphy, P. and Orford, K., 2013. Importance of strategic financial leadership in the UK public sector, in a time of financial austerity: a research study. ACCA.

Harradine, D., Prowle, M.J. and Lowth, G., 2011. A method for assessing the effectiveness of NHS budgeting: its application to a National Health Service Foundation Trust. London: CIMA.

Harradine, D., Greenhalgh, K., Hillier, S. and Chapman, J., 2009. LinkAge Plus evaluation: Nottinghamshire County Council. Nottingham: Nottinghamshire County Council; Department of Work & Pensions

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