File
Jones R1,2,3
1JJ Consulting Healthcare Management Ltd, Bath and Cardiff, United Kingdom, 2Moorfields Hospital FT, London, United Kingdom, 3Moorfields Eye Charity, London, United Kingdom
Background: The history and development of the National Health Service (NHS) in the United Kingdom was widely publicised and celebrated during 2018, the seventieth anniversary of its inception. Vast and significant changes have taken place throughout all aspects of society during that time and the NHS, including physiotherapy, is no exception to this roller-coaster ride of evolution and change. In the early years, the role and provision of physiotherapy was extensively controlled and shaped by the medical profession whose influence in regard to the direction, prescription, education, training and supervision of physiotherapy was very powerful.
Structures for management and leadership directly influence the functioning and effectiveness of services - including NHS physiotherapy - having a fundamental impact on the quality, diversity, availability and effectiveness of care provision for patients and carers as well as the support provided for the people who work in and around the service.
In the context of widely diverse patterns of service modelling and provision today, there are many questions about what might be the future roles, responsibilities and direction for physiotherapy management and leadership.
Purpose:
1. To introduce the process of how physiotherapy management and leadership developed and evolved through the growth of professionalisation.
2. To report research findings on the roles, responsibilities and duties of physiotherapy managers and the factors required for effective and efficient services.
3. In an increasingly diverse pattern of service modelling and provision, today, to consider possible future directions for physiotherapy management and leadership.
4. To provide a wide range of sources and references.
Methods: The presentation is based on formal study and research using primary historical sources, literature reviews, surveys, structured interviews and practical experience in management and leadership over many years.
Results: Research findings are presented on the roles, responsibilities and duties of physiotherapy managers and also on factors required for effective and efficient services which together provide the evidence-base and platform for the questions which are posed on the future management and leadership of physiotherapy.
Conclusion(s): Physiotherapy in the UK has - through the substantial endeavours and professionalism of its members - progressed from a subordinate occupational group to a fully fledged profession, having all the traits of a profession with strong management and leadership, working with patients and carers alongside and in collaboration with all other service providers.
Healthcare provision is at a watershed as a result of increasing need, demand and changing organisational structures leading to pressure on resources. With physiotherapy managers and leaders having high levels of competence and expertise, achieving good outcomes, the next step must be for them to influence and contribute to the management and leadership of the many new and evolving models of service provision.
Implications: To make the most effective and responsible use of scarce resources whilst providing the innovative, equitable and high quality services that people need and want, physiotherapy managers, leaders and the profession as a whole must continue to use current evidence, understand and evaluate historical patterns and analyse future demands and developments to ensure the quality, quantity and level of service required.
Keywords: Management/leadership, History, Evolution
Funding acknowledgements: Not applicable
Structures for management and leadership directly influence the functioning and effectiveness of services - including NHS physiotherapy - having a fundamental impact on the quality, diversity, availability and effectiveness of care provision for patients and carers as well as the support provided for the people who work in and around the service.
In the context of widely diverse patterns of service modelling and provision today, there are many questions about what might be the future roles, responsibilities and direction for physiotherapy management and leadership.
Purpose:
1. To introduce the process of how physiotherapy management and leadership developed and evolved through the growth of professionalisation.
2. To report research findings on the roles, responsibilities and duties of physiotherapy managers and the factors required for effective and efficient services.
3. In an increasingly diverse pattern of service modelling and provision, today, to consider possible future directions for physiotherapy management and leadership.
4. To provide a wide range of sources and references.
Methods: The presentation is based on formal study and research using primary historical sources, literature reviews, surveys, structured interviews and practical experience in management and leadership over many years.
Results: Research findings are presented on the roles, responsibilities and duties of physiotherapy managers and also on factors required for effective and efficient services which together provide the evidence-base and platform for the questions which are posed on the future management and leadership of physiotherapy.
Conclusion(s): Physiotherapy in the UK has - through the substantial endeavours and professionalism of its members - progressed from a subordinate occupational group to a fully fledged profession, having all the traits of a profession with strong management and leadership, working with patients and carers alongside and in collaboration with all other service providers.
Healthcare provision is at a watershed as a result of increasing need, demand and changing organisational structures leading to pressure on resources. With physiotherapy managers and leaders having high levels of competence and expertise, achieving good outcomes, the next step must be for them to influence and contribute to the management and leadership of the many new and evolving models of service provision.
Implications: To make the most effective and responsible use of scarce resources whilst providing the innovative, equitable and high quality services that people need and want, physiotherapy managers, leaders and the profession as a whole must continue to use current evidence, understand and evaluate historical patterns and analyse future demands and developments to ensure the quality, quantity and level of service required.
Keywords: Management/leadership, History, Evolution
Funding acknowledgements: Not applicable
Topic: Professional issues; Service delivery/emerging roles; Globalisation: health systems, policies & strategies
Ethics approval required: No
Institution: University of Kent
Ethics committee: Not required
Reason not required: Ethics approval not applicable to the studies cited in this work
All authors, affiliations and abstracts have been published as submitted.
