QEH pushes for 24/7 operations, consultants shift

The Queen Elizabeth Hospital is undergoing significant reforms to modernise its operations, with chief executive Neil Clark suggesting the roles of medical consultants will be updated to enable the hospital to shift towards a 24-hour operation.

He told a town hall meeting on the hospital’s 2025-2028 strategic plan that the current system governing consultants is outdated, highlighting inefficiencies in job planning and resource utilisation that hinder the hospital’s ability to deliver timely care.

The proposed changes aim to create a seamless, round-the-clock healthcare system that ensures efficiency, responsiveness, and better outcomes for patients. Clark stressed the importance of involving consultants and junior doctors in shaping these reforms, promising a collaborative approach to addressing their concerns while meeting the hospital’s evolving needs.

At the core of the reforms is QEH’s move toward a 24-hour model, a process he described as essential to meeting the demands of modern healthcare. Currently, the hospital operates with uneven staffing and resource allocation across departments, which often results in delays in patient care and inefficiencies in service delivery.

“We’re moving toward a 24/7 operational model to better meet the needs of our patients,” Clark explained. “This isn’t just about having a hospital that is open all the time—it’s about ensuring that we are fully operational at all hours. It means having the right people in place, the right systems, and the right resources to deliver care whenever it is needed.”

Elaborating further on the vital role consultants will play in this transition, he noted that their availability and expertise are essential for the hospital’s continuous operations. “To deliver 24/7 care, we need consultants to be an integral part of this process,” he said. “It’s about flexibility, responsiveness, and making sure we can meet the needs of our patients at all times.”

Clark detailed the inefficiencies of the current system governing medical consultants, calling for an overhaul to align their roles with the hospital’s strategic goals. He emphasised that outdated job planning processes and inconsistent resource allocation are significant barriers to achieving optimal patient care.

“Our consultants have operated under a system that, frankly, hasn’t been reviewed or updated in years,” Clark said. “We need to modernise how consultants’ time and expertise are utilised, ensuring their roles are clearly defined and aligned with the hospital’s objectives.”

One critical aspect of the reforms is improving job planning to provide consultants with clear expectations and structured schedules. “We need to ensure that consultants have a clear understanding of their roles and responsibilities,” the CEO explained. “This includes defining job plans that are aligned with the hospital’s strategic goals and making sure that resources are allocated in a way that maximises efficiency.”

He also acknowledged the uneven workloads that consultants often face, pledging to create a more balanced system. “This isn’t just about operational efficiency; it’s about creating a better working environment for our staff,” he added.

Clark pointed to the importance of ensuring consultants are deployed in a way that optimises patient outcomes. “When consultants are working more efficiently and are better supported, it directly translates to better outcomes for our patients,” he said.

Another key element of the reform strategy is engaging consultants and junior doctors in the decision-making process. Clark stressed that their insights are critical to shaping policies that address both the hospital’s needs and the challenges faced by medical staff.

“We’re not going to impose these changes from the top down,” he insisted. “We’re working closely with consultants and junior doctors to ensure that the new policies are practical, effective, and responsive to their needs.”

Clark added: “We need their input to understand what works and what doesn’t in their day-to-day roles. Their feedback will help us design a system that supports them and enables them to deliver the best care possible.”

He noted there was significant value in collaborating to achieve the hospital’s goals. “This isn’t about consultants versus management,” he said. “It’s about all of us working together to create a hospital that works for patients and staff alike.”

Clark acknowledged that moving to a 24/7 operational model presents challenges, including resource allocation, maintaining work-life balance for consultants, and ensuring continuity of care across shifts. However, he described these challenges as opportunities to build a more efficient and patient-focused system.

“Our length of stay is higher than international best practice,” he noted. “We’ve got opportunities to improve this by having more consistent care delivery and ensuring that patients aren’t waiting unnecessarily because key resources aren’t available.”

The CEO also stressed the need for improved coordination between departments to support 24/7 operations. “Every part of the hospital has to work together seamlessly,” he said. “From diagnostics to administrative processes, everything must align to ensure continuity and efficiency.”

The ultimate goal of these reforms, Clark emphasised, is to improve patient care by ensuring that consultants are deployed in a way that supports timely and effective treatment. “This is all about improving the patient experience,” he said. “A 24/7 hospital means that no matter when someone comes through our doors, they can expect the same level of care.”

Clark also highlighted the importance of reducing delays in treatment and ensuring access to specialised care: “When we have consultants available and systems in place that allow them to work efficiently, patients benefit directly. This means faster diagnoses, quicker treatments, and ultimately better outcomes.” (RG)