hfma uk usa exchange 2005 n.
Skip this Video
Download Presentation

Loading in 2 Seconds...

play fullscreen
1 / 22

HFMA UK/USA EXCHANGE 2005 - PowerPoint PPT Presentation

  • Uploaded on

“Sharing the Vision – Taking Healthcare Finance into the Future” 27 th –29 th July 2005, St. Andrew’s, Scotland. HFMA UK/USA EXCHANGE 2005. Dr. Patricia Oakley Director, Practices made Perfect Ltd Teaching and Research Fellow Organisational Psychology and HRM Kings College London.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'HFMA UK/USA EXCHANGE 2005' - Thomas

Download Now An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
hfma uk usa exchange 2005

“Sharing the Vision – Taking Healthcare Finance into the Future”27th–29th July 2005, St. Andrew’s, Scotland


Dr. Patricia Oakley

Director, Practices made Perfect Ltd

Teaching and Research Fellow

Organisational Psychology and HRM

Kings College London

hfma uk usa exchange 20051

Reform, modernise & focus a complex mix of service providers.

Develop service commissioning to drive up quality, operational gearing & value for tax payers’ money.

Develop more flexible working practices, and evidence-based quality assurance procedures.



The NHS and Social Care Policy Framework

hfma uk usa exchange 20052

Reform acute and primary care service provision to improve access, reduce waiting times, and build more focused programmes of evidence-based clinical care.

Increase the operational gearing, intensity and performance of how clinical care is organised and managed.

Develop new ways of working to reduce bureaucracy.

Shift incrementally from fixed to more variable cost structures.

Embed quality assurance and risk management within the service’s design and provision including the education and training “pipeline”.

The Policy Objectives

hfma uk usa exchange 20053

Acute – Emergency Care

  • Foundation Trusts and £ Gearing
  • Emergency Care Networks
  • Surgical Services Segmentation

Human Resource Management Policies

Community - Long Term Care

  • New GMs and pharmacy contacts & Primary Care services
  • “Community Matrons” and “Hospital @ Home” Services
  • Complex multi-agency networked services eg. Children’s & Older People’s Services
  • Agenda for Change, Consultants’ New Contract & EWTD
  • Multiple Job Holding and ‘Chambers’
  • Post-Shipman Review and Quality Assurance

Reforming, Modernising & Focusing Service Providers

PolicyGoal –Develop morefocused & integratedcare organised in coherent expert systems that reduce risk and satisfy patients

surgical services segmentation
Surgical Services Segmentation

Emergency Surgical Services

  • General surgical cover – sufficient numbers & skill sets for new requirements?

Specialist Surgical Services

ElectiveSurgical Services

  • Cancer, CHD, Neuro, Vascular – concentrating in centres→ implications?
  • Private sector to increase NHS capacity – marginality being eroded → implications?

PaediatricSurgical Services

  • “Grandfather” clause expiring and ? new regulations coming in – concentrating in paediatric centres → implications?

Day Surgery

The District General Hospital –

?At Biggest Risk?

  • Private sector to increase NHS capacity – growing to 85% - 90% → implications?

Servicing Emergency Care, Organising Cross Cover and Training


Primary Care Led NHS




  • Parkinson’s
  • ALC
  • Dementia

Specialist Medical

  • Dermatology
  • Oncology
  • Diabetes


Pain Clinic

Carer Support

  • Acupuncture
  • Osteopathy
  • Chiropractice


Specialist Mental Health

Day Surgery

  • CPN
  • Psychology
  • Psychotherapy
  • Counselling

X-ray & Imaging

The New General Medical Services and Community Pharmacy Contracts


Care Planning & Management InvolvingPatients & Carers

Complex Case Management Programmewith a Case Manager who coordinates care from several groups of experts joining up care for patients and carers.

c. 20% of chronic Care Management

(but c.80% of resources).

Level 3:Highly complex patients who need case management.

Disease Care Management Programmeand Proactive support from Multi-disciplinary Teams using Care Protocols & shared information.

Level 2: High risk patients who need disease management support e.g. diabetes.

70-80% of Chronic Care Management.

Level 1: right support, many people can look after themselves, living with and managing their condition(s).

“Expert Patient” Programmesand Carer Support involving Voluntary Groups eg. BDA, Age Concern etc.

Health Promotion

Health Promotion Programmeseg. Diet, exercise, and education.

*Practices made Perfect Ltd., Alpha House, 100 Borough High Street, London SE1 1LB Tel: 0870 241 9937; Fax: 0870 241 9938; email: office@practices.co.uk

children s services trusts
Children’s Services Trusts

Education Authority

(Accounting Officer)

  • Sure Start & Mum’s support
  • Skills for Life & Education Reforms
  • Exclusions & Referral Units


  • Integrated Legal Trust?
  • Group Commissioner of Children’s Services?
  • Information and Informatics Network?
  • Talking Shop?
  • Discrete focus eg. CAMHS?

Health Services

  • Primary Services
  • Secondary Services
  • Tertiary Services
  • Child Protection
  • Custody & CJD
  • Links with HMPS & NPS for Children being resettled

Social Services

  • Child Protection & Adoption
  • Families & Children @ Risk & in Care
  • Young Adults Support

Police Authority

strategic development framework
Strategic Development Framework
  • Accidents,
  • mobility,
  • isolation
  • Diet, exercise,
  • concordance
  • Warmth,
  • physical and
  • psychological
  • well-being
  • Carer support
  • Night-sitting
  • service
  • Respite beds
  • Homecare team
  • Hospital @ home
  • Day Hospital and Resource Centres
  • Elderly Crash Team
  • Specialist Assessments and Care Pathways
  • Multi-disciplinary care and support
  • Preparation for
  • discharge
  • Maintenance and
  • on-going support
  • Diet, exercise, medicines
  • Carer/home support
  • End-stage management
  • Bereavement support

What can GPs and social services do to promote independence and well-being?


What can GPs do to develop effective emergency and high-level interventions that increase people’s chances of survival?


What can GPs and social services do to ensure that the vast majority of people successfully complete their rehabilitation?


What can GPs and social services do to support end-stage management whenthis arises?


Caring for Older People

(#Stroke, Dementia, Falls)

future nhs structure and career pathways
Future NHS Structure and Career Pathways

The Office of the Regulator

The Health & Social Care Commission

The Marketing Unit

The Auditor & Comptroller General

The National Audit Office

Financial Flows

Service Infrastructure

Clinical Services

  • Long term investment programmes in capital stock through private sector (PFI, PPP, LIFT).
  • Long term leases for major equipment (replacement/ upgrade) & partnership arrangements to run at full operational gearing for the NHS.
  • Manage and staff infrastructure to support clinical services & administrative functions, eg. HRM, IT, Finance.
  • Develop Clinical and Care networked services and partnerships involving public, private and voluntary sectors.
  • Develop Education and Training syndicated services in partnerships involving Universities, FE colleges, private voluntary sectors.
  • Develop Research and Development knowledge domains in partnerships involving Universities, Pharmaceutical and Biotechnical Companies and commercial research organisations.
  • National and Regional Group Commissioning Schemes; financial allocations, reconciliation and audit vs. planning priorities eg. transplant and genetics services.
  • Group Commissioning Schemes as above involving GPs, Clinical Networks and Specialist groups eg. NCT, MIND, MENCAP and Children’s services.
  • Patients’ Choice (via GPs and Community Matrons) involving direct and co-payments.
hfma uk usa exchange 20054

Developing Service Commissioning

  • Contestability and Foundation Trusts
  • The Tariff and Contract Currencies
  • “Choice” and Administration Costs
  • Commissioning and Contracting Services
  • Contract Compliance, Market Regulation & Service Inspection

Developing Contestability in Public Services

Regional/Intermediate Tier

Central/National Tier


  • Contestability & Commissioning Care Management Programmes:
  • Accredited supplier of programmes.
  • National Standards of Service.
  • Service Objectives to deliver Public Services:
    • seamless pathway.
    • silo mentality.
    • Patient focused.
  • Inspectorate vs. Service Standards & Performance Management Framework.
  • Managed Market/Public Services Contestability Regulatory Framework.
  • Ombudsman & Citizen’s “voice & amplification”.
  • children’s programmes.
  • women’s programmes.
  • elderly care programmes (inc. EMI).
  • Delivers contract/pathway clinical & care outcomes.
  • Meets Public Service Specification (HMT) for good financial management and controls.
  • Meets Public Service Specification for good Human Resource Management Practices (inc. EO and CRE requirements).
  • Meets Public Services Specification for local representation and involvement.
  • Meets Public Service Specification for Good Governance.
  • Performance Management Framework.
  • Metrics.
  • Methodology.
  • Informatics.
  • Change Management & Service Modernisation inc. Financial Allocations & Controls Governance.

Political context: “small government”; “regionalisation”; “going local”;

“public involvement”; “value for money”;


Developing Commissioning Practices

  • Rules:
  • Fixed price by tariff.
  • Drive operational gearing ratios.
  • Service dumping and Minimum Operating Standard

Pain Clinic

  • Commissioning:
  • Case by Case Programmes?
  • Bundle of Cases?
  • Mixed Bundle of Cases/Block Contract?
  • Trauma & Emergency/Urgent Care Networks.
  • Intensive Care Networks.
  • Diagnostic and Backup Services.
  • Elective/Planned Care Procedures.
  • Rehabilitation/Aftercare Programmes.
  • Diagnostic and Backup Services.
  • Chronic Disease Management Programmes.
  • Diagnostic and Backup Services.
  • End-stage Care Services.

5-levels of Commissioning

National Commissioning Schemes

eg. Transplant Programmes

Regional Group Commissioning Schemes

eg. Genetics Services Emergency Services Intensive Services

Specialist Care Group Commissioning Schemes

eg. Mental Health Services Children’s Services Cancer & CHD Services

GP Group Commissioning Schemes

GP – individual level choice

gp based commissioning development framework
GP-Based Commissioning Development Framework



GP Commissioning Group (100k - 300k)

Integrated Primary


Community Care Services


  • Health Strategy
  • Care Group Focus
  • Specialist Input

Financial allocation reconciliation and audit

  • GP/Community based
  • Care Managers
  • Micro-purchasers

Contract management and administration

Public Health Agency

HRG/HBG National Case Mix Office


Medicines Management



National networks of Drug Information Centres, MCA, PPB, Med. Man. Centre

Acute Hospitals

contract compliance market regulation service inspection
Contract Compliance, Market Regulation &Service Inspection

Clarify Roles, Authority and Relationships

  • The Performance Management Team (DH)
  • The Health & Social Care Commission
  • The Office of the Regulator (Monitor)
  • The Auditor & Comptroller General
  • The National Audit Office
developing more flexible effective working practices
Developing More Flexible & EffectiveWorking Practices
  • Shift from Fixed to Variable Cost Structures.
  • Update Regulatory and Legal Framework.
  • Clarify Roles and Authority of the August Bodies.
  • Introduce post-Shipman Review Requirements.
  • Build-up Quality Assurance Procedures.
shifting from fixed to variable costs
Shifting from Fixed to Variable Costs
  • Full-time Employee of NHS(F) Trust.
  • Part-time Employee of NHS(F) Trust and time/session(s)for golf, church, family etc; +/or private practice, locums; +/or other duties eg. Royal College, Networks.
  • Network Employee – Full-time/part-time/sessional.
  • Chamber Member (Principal) – Employee.
  • Self-Employed (Schedule D).
regulatory and legal context
Regulatory and Legal Context
  • Practice and development
  • Education and training
  • Behaviour and attitudes



Education and Training

  • Revised legal context
  • Health Council and registration
  • Revalidation and accreditation
  • Core curricula
  • Post-basic programmes
  • Practice research
clarify roles authority of the august bodies
Clarify roles & Authority of the August Bodies
  • Service Standard-setting Bodies
  • Education & Training Standard-setting Bodies
  • Staff Representative Bodies
  • Inspectorate Bodies
  • Professional Registration Bodies

Professional Accreditation & Validation

Post-Shipman Review-December 2005

  • What does “fitness to practice” mean?
  • How do you assess “competence”?
  • What is the correct periodicity?
  • What is the future of professional bodies?
  • Where does Professor Kennedy’s Health & Social Care Commission Fit?

Fitness to Practice

  • Knowledge
  • Skills
  • Aptitude
  • Attitude
  • Experiences
  • Motivation profile
  • Psychological contract
  • Kinsmanship
  • Organisational citizenship
  • Voice & Amplification


  • Community of Practitioners
  • Knowledge Management
  • Learning Modalities & Mentorship