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The article focuses on findings of a study related to childhood survival in Great Britain, as of October 2010. It states that the Millennium Development Goal of United Nations have significantly helped improve childhood survival in the country by reducing mortality among children under the age of five, and cites the trends in child mortality in Great Britain and Europe. It mentions possible reasons for higher child and adolescent mortality like poverty and socioeconomic inequalities.

The article focuses on poor medical care services of children in Great Britain and also offers suggestions for their improvement. It informs that child health services in the country are inferior in comparison to other European countries and that there is no comprehensive evaluation of the quality of healthcare services for children. As per Great Britain's Commission for Healthcare Audit and Inspection, a public body sponsored by the country's Department of Health, 46 percent of acute trusts of the nation are weak in providing paediatric outpatient care. It suggests that gap between primary and secondary care should be filled by giving high quality emergency care for minor diseases. It also recommends for mandatory training of general practitioners in paediatrics.

Abstract Problem: Compliance with UK regulations on junior doctors' working hours cannot be achieved by manipulating rotas that maintain existing tiers of cover and work practices. More radical solutions are needed. Design: Audit of change. Setting: Paediatric night rota in large children's hospital. Key measures for improvement: Compliance with regulations on working hours assessed by diary cards; workload assessed by staff attendance on wards; patient safety assessed through critical incident reports. Strategies for change: Development of new staff roles, followed by change from a partial shift rota comprising 11 doctors and one senior nurse, to a full shift night team comprising three middle grade doctors and two senior nurses. Effects of change: Compliance with regulations on working hours increased from 33% to 77%. Workload changed little and was well within the capacity of the new night team. The effect on patient care and on medical staff requires further evaluation. Lessons learnt: Reduction of junior doctors' working hours requires changes to roles, processes, and practices throughout the organisation. [ABSTRACT FROM AUTHOR]

This study aimed to (1) explore views of known experts leading on transition, (2) gather insights on the essential features of transitional care models and (3) highlight opportunities for and barriers to change: to inform core elements of benchmarks for transitional care. We held three workshops ( n = 20) and used a telephone interview ( n = 1) with health and social care professionals with expertise working with young people with a range of health conditions and disabilities. The workshops included individual brainstorming and group discussion. Data were analysed using qualitative content analysis. The general consensus from stakeholders' discussions about transition was that 'things have become stuck'. Themes included: professionals' attitudes towards and knowledge about young people and transition, organizational barriers and 'lack of joined-up thinking' between services. Our work offers further insight into experts' perceptions of transition services within the United Kingdom. It is clear that there is still much to be done to improve transition, to better meet the needs of young people and parents and begin to offer equitable access to transitional care programmes. The benchmarks offer a starting point for professionals seeking to improve transition through enabling the identification of gaps in services and providing a platform to share successful practice initiatives.