Archive

2010 LCS Annual Directory of who's who in healthcare

April 14, 2010

Every year LCS publishes the definitive guide to who's who in healthcare services in the UK, with editorial by leaders in the sector. We are pleased to announce that the latest 2010 edition of the LCS Annual Directory is now available. To order your copy please contact usSample Editorial: Risk in planning major healthcare facilities. More...

LCS Dinner with Mark Simmonds MP Conservative Shadow Spokesman on Health

March 22, 2010

On 22 March LCS and Jefferies hosted a dinner at St Stephen's Club in Westminster at which Mark Simmonds MP was guest speaker. Thirty invited guests from banking, private equity and leading operators, heard at first hand the Conservatives' proposals for the health service and engaged in lively debate.  This was a private Chatham House Rules event but we can share with you the following points: if the political landscape changes after the election LCS’s understanding is that the following trends can be expected:  - A health service free at the point of use;   - No structural reorganisation after the election;   - A patient-centred service;   - A ring-fenced budget for public healthcare and increasing focus on individuals taking responsibility for their well being;   - Full implementation of the purchaser/provider split and greater involvement of GPs in strategic commissioning   - More emphasis on public health and prevention, with room for innovative IT applications;  - Input targets replaced by measurement of outcomes and improved management;  - More sophisticated commissioning that allows for greater  innovation by the private sector and an end to the recent  ‘preferred provider' model;  - Tariff reform;  - An independent authority to oversee equitable allocation of budgets. More...

Care UK offer - Care Management Matters magazine

January 7, 2010

On December 17th, the Directors of Care UK, in response to recent press speculation, made an announcement on the Stock Exchange confirming that the Board had received a number of approaches from interested parties regarding a possible offer for the Company, including an approach from Bridgepoint Capital Limited at 450 pence per share in cash. The Directors stated that they are currently in the process of evaluating the Company’s options. They further stated, at the time, that these discussions are at an early stage and there can be no guarantee that any formal offer for the Company will be forthcoming nor as to the terms of which any formal offer might be made. More...

Vanguard Healthcare management buy-out

October 9, 2009

Earlier this year, Vanguard Healthcare, which operates the UK national fleet of mobile operating theatres, was acquired by its management from Nuffield Health, the UK’s largest healthcare charity. The original founders of the business have re-joined the management in order to strengthen and support the team. Vanguard Healthcare was acquired by Nuffield Health in 2004 and has benefited from significant investment, enabling the fleet to increase to 36 – the largest such fleet in the world. More...

ACQ - Due Diligence 2009

September 1, 2009

Article from ACQ Magazine Volume 8 Issue 3Focus on Due DiligenceTo read the article, please click on attached file below More...

Risk in planning major healthcare facilities - Paddington Heath Campus Failure

October 1, 2008

Michael Dallas, head of value and risk management, Davis Langdon LLP Michael Dallas outlines the risk management thinking needed for large NHS building projects, taking on board lessons from the failed Paddington Health Campus scheme. Davis Langdon LLP was involved in the early stages - after the submission of the original outline business case (OBC) in 2000 - of the Paddington Health Campus scheme, which was subject of a National Audit Office (NAO) report in May this year. [1] Our aim was to raise the level of risk management to embrace the pre-contract issues facing a project of this complexity and magnitude, which included: clinical risks (not at operational level, but to provide facilities that were fit for purpose clinically); political risks (of changes in policy within which the scheme and, indeed, the NHS, operate); and stakeholder risks (of combining three high-profile NHS trusts into a single entity). More...