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Pathology QIPP: New Challenges, New Opportunities

Presentation for 2nd National Pathology Forum 24th October 2011, Melbourne, Australia
by

Ken Barr

on 20 July 2013

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Transcript of Pathology QIPP: New Challenges, New Opportunities

Rightcare
Map of Medicine
Atlas of Variation
Benchmarking
Publications
Case Studies
Regulation
Define Standards
Benchmarking
Audit
Peer Review
Royal Colleges
Training
Education
R&D
Quality Manager
"...rationalisation of pathology services into Networks offers maximum flexibility, operational and financial efficiency through significant economies of scale, and improvements in quality."
The NHS is the seventh largest employer in the world with 1.4m employees, behind the likes of US Dept. of Defence, Chinese People’s Liberation Army, Walmart, McDonalds and the Indian railways!
Carter Report
Agree metrics
CME & CPD
Performance Appraisals
Annual Report
Prorities & Objectives
External QA
Internal QC
Lean Systems
'Customer' feedback
Complaints
Risk reports
Public
Private
Social Enterprise
Hybrid
PPP
JV
Merger/Acquisition
Obesity
Diabetes
COPD
Heart Failure
Hypertension
Cancer
Why not stick with the status quo?
How do we protect service
quality while reducing costs?
What service and business options
will deliver the required benefits
for patients?
Where is the best practice information and evidence that QIPP/consolidation can deliver?
Why not stick with
the status quo?
How do we protect service
quality while reducing costs?
What service and business options will deliver the required benefits for patients?
Where is the best practice information and evidence that QIPP/consolidation can deliver?
Benchmarking
Ken Barr
QIPP Pathology Network Director
North Mersey, England
The 2nd Annual National Pathology Forum
Melbourne 24th – 25th October 2011
Pathology: New Challenges, New Opportunities
Which is the real NHS?
My aims today:

Put Pathology in NHS/international health context

Discuss service and financial challenges ahead

Consider new Pathology models to meet patient needs

Discuss opportunities to deliver QIPP in Pathology

Agree we are the 'heroes' to save Pathology!
4% demographics
5% corporate CIP
5% QIPP efficiency
6% demand growth
but only
2.5% budget uplift
Involuntary or voluntary
heroes required!
NHS Health and Social Care Bill (April 2012)
Transfer commissioning to be clinically led
Use of 'any qualified provider'
Promote choice & market competition within tariff
Regulate 'managed market' via Monitor
NHS Finance Pressures
12m now = 27m by 2030
12% of emergency
medical admissions
24%
2.6m to 4m by 2025
UK biggest killer
but falling
5.7m undiagnosed
Obesity & ageing popn
Leadership
Accreditation
Standards
Networks
Pathways
"An expert is a man who has made all the mistakes which can be made, in a very narrow field"
Daniel Bohr 1885 - 1962
Danish Physicist
4yr shortfall
~£20bn
Clear Vision
Clear Strategy
High Profile
Commands Respect
Consistent Communicator
Tenacity
Resilient
Politically aware
QIPP?
= Quality
= Innovation
= Productivity
= Prevention
£500m +
Efficiency target = £20bn
Carter Report (Dec 2008) :

"main objective must be improved quality and
patient safety, delivered through service consolidation
?Hub by discipline
?IT
?Transport
?POCT
+ remove culture of inertia
"There's no more money stupid!"
Management Style in Debt Crisis:
more directive
strong grip + control
clear accountability
agree benefits to be delivered
Pathology QIPP Project
Solution: "Disruptive Innovation"

Change the business model

Change the technology

Change the management culture
Clayton Christensen
Full transcript