NHS TRUSTS MERGERS

NHS Trusts Mergers

Abstract

In this study we try to explore the concept of NHS Trusts Mergers in a holistic context. The main focus of the research is on NHS Trusts Mergers and the effect of these mergers on the trust's effectiveness. The research also analyzes many aspects of NHS Trusts Mergers and tries to gauge its effect on the trust's effectiveness.

Table of Contents

Abstract2

Introduction4

Mergers in NHS4

Merger of NHS SBS, a new source of savings and efficiencies for the NHS5

Conclusion6

References8

NHS Trusts Mergers

Introduction

The National Health Service (NHS) is the publicly funded health public, responsible for the provision of preventive and curative medicine of the majority of the population of the United Kingdom. Created on July 5th of 1948, the NHS is based on the premise that medical care is made on the need and not ability to pay for both their funding comes from paying tax and the national budget. The initial premises of NHS care were: free at the point of delivery, comprehensive, equitable and egalitarian. The organization of the NHS has changed over time. The NHS today is divided into four units that serve the regions of the United Kingdom: NHS Scotland, NHS England, Health and Care NI (Northern Ireland) and NHS Wales.

Mergers in NHS

When multiple organizations provide the same type of services or provide complementary services, a merger may be in the strategic interests of both. The goal of such a merger would be to combine resources, pool funding, and/or increase the organizations' ability to achieve their collective mission. Recent research suggests that mergers and acquisitions in NHS are becoming more common, especially as different hospitals seek out ways to reduce their costs. Although the process of merging hospitals is complicated and delicate, many believe that this is a promising way to increase the effectiveness of the NHS trusts. This argument holds that having multiple hospitals with similar missions in the same geographical area lowers the ability of each hospital to be effective and wastes resources (Allyson, 2004).

There is a range of drivers for trust mergers. One aim is to achieve economic gains: firstly, by taking advantage of economies of scale and scope (especially with regard to management costs), and secondly, as a result of rationalising the provision of services by reducing excess capacity to treat patients. Some people assume that clinical quality improves as usage of specialised units' increases, quality of medical training increases, and staff retention ...