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Guardian unveils Healthcare Innovation Awards shortlist
The Guardian Healthcare Innovation Awards celebrate and share best practice across different areas of the healthcare sector. Photograph: Pilar Olivares/REUTERSA school, a charity, and a social enterprise are all in the running for the first Guardian Healthcare Innovation Awards.
The shortlist for the awards includes entries from outside the healthcare sector, as well as NHS trusts and clinical commissioning groups.
The awards, sponsored by GE, Unipart and 3M, are an opportunity to celebrate and share best practice across different areas of the healthcare sector – both inside and out of the NHS.
They aim to showcase ideas or services which significantly improve the quality or management of care for patients and share them with the rest of the sector.
The judges, including Dean Royles, chief executive of NHS Employers, Chris Hopson, chief executive of the Foundation Trust Network, and Dame Barbara Young, chief executive of Diabetes UK, looked at a number of entries in different categories including service delivery, technology, hospital admissions, leadership, partnership and workforce.
Here is the full list of organisations shortlisted this year. The winners will be announced at a ceremony on Thursday 24 October 2013 in London.
D2Digital by Design
Department of primary care health sciences, University of Oxford
Moorfields eye hospital
National Blood Service, John Radciffe hospital
Intelesant
Sandwell and West Birmingham hospitals NHS trust
Portsmouth hospitals NHS trust
Sussex partnership NHS trust
NHS South Worcestershire CCG
Southern health NHS foundation trust
NHS Dorset CCG
Centre for Patient Leadership
Spice and the Young Foundation
Rivington and Blackrod high school
Michael Yoakleys' charity
Office of the Chief Scientific Officer
University College London hospitals
United Response
This article is published by Guardian Professional. Join the Healthcare Professionals Network to receive regular emails and exclusive offers.
Five tips: how the private sector can drive change in the NHS
A public-private partnership approach can reduce costs and achieve better outcomes, say Vivek Madan and Pedro Sanches. Photograph: OJO Images/Rex FeaturesThe healthcare system in the UK is facing a very serious crisis, with a number of chronic demand challenges and supply side issues putting the viability of the entire system at risk. The King's Fund estimates that, in the absence of a policy response, the growth in healthcare spend would require public sector debt to increase by up to 230% of GDP by 2060.
Despite this stark reality, the government is struggling to find a way of resolving the issue. More than 40 major healthcare reforms have been introduced since 2000, but their impact on controlling costs and improving productivity has been negligible at best – showing that pushing change from the top alone is proving ineffective.
The questions facing us now are fundamental and touch on the founding principles of the NHS: can the system ever be made sustainable? And is rationing care, compromising universal access, the only option?
We think not. Reducing costs without compromising quality and access to care is not impossible – but the path to creating a sustainable healthcare system needs to involve both private and public providers, with the private sector driving more of the change rather than merely reacting to government reforms.
Private sector participation in health delivery has been increasing in recent years, but still accounts for less than 10% of total spend. The government and the private sector are yet to develop ways of working together efficiently, and private providers continue to be viewed with suspicion in parts of the NHS. While this is true, the private sector has also been overly cautious and lacked the vision to influence government to implement change.
What can the private sector do to help the government drive change? Although there are no infallible recipes for success, there are a number of key principles private providers can follow to help the government make the NHS more sustainable:
• Be flexible and tailor solutions to fit specific local needs: one-size-fits-all, top-down approaches have proven to be unsuccessful time and again, with the National Programme for IT being a case in point
• Be in the driving seat of innovation: build capabilities to develop innovative, integrated care solutions rather than providing ingredients for the NHS
• Be willing to take more risks on outcomes
• Be realistically ambitious: start small, learn from mistakes and replicate success
• Be a partner, not a supplier: invest more time and effort in helping the government to transform the NHS, not just reactively, but responding to policy proposals.
Examples from around the world, where the private sector has been more assertive, show how effective a public-private partnership approach can be in reducing costs and achieving better outcomes. The Manises public-private partnership in Valencia, Spain, where a model of integrated care has been deployed is a good example – per capita funding is 25% lower than publicly run systems and clinical targets have been surpassed thanks to a combination of innovative approaches to care delivery (particularly keeping people out of hospital) and early interventions on prevention and diagnosis.
There are, of course, a number of principles that the government should also adhere to that will lead to innovative approaches to service delivery. For instance: investing in preventive care to avoid future costs; embedding technology into a locally integrated ecosystem to ensure patients are getting the right treatment, at the right time, in the right place; and, crucially, migrating to contracting on the basis of outcomes rather than inputs. These principles are easier to articulate than to implement, and the real challenge will be how to translate these objectives into action to deliver lasting change.
The journey will not be easy, but its success will be critical for the prosperity and wellbeing of the country. The time for providers to act is now.
Vivek Madan and Pedro Sanches are a partner and associate partner at OC&C Strategy Consultants, working with care providers, support services players and investors in healthcare in the UK and across the world.
This article is published by Guardian Professional. Join the Healthcare Professionals Network to receive regular emails and exclusive offers.
Network of general practices aims to improve standards
Greater consistency and providing a choice of services are essential traits of future NHS general practice, says Simon Bradley. Photograph: Rex FeaturesMost people will have noticed that there is something up with the NHS and that Jeremy Hunt is no white knight, no matter how much he tells us he is. To expect GPs, facing a funding freeze despite burgeoning demand driven by demographic change and heightened consumer expectation, to come riding over the horizon may seem unlikely. However, that is what our new network of high-quality general practices, Quality Practice, is setting out to do.
Quality Practice is a national network of general practices that is designed to enhance standards of patient care and lift medical morale, as well as to strengthen practices by extending their core activities, share back-office services and increase efficiency, so that general practice will be able to deliver more for less, for everyone.
So, why form the Quality Practice network? Simply, because there seems to be no prospect of external investment in general practice. Quality Practice intends to bring new NHS and private income streams into practices. This may sound more like business than the caring profession but investment in primary care has been identified as a prerequisite for an effective healthcare system, and the NHS is not going to achieve the necessary shift of provision of more complex care into the community without it.
Sixty-five years on, Nye Bevan would readily recognise the general practice of today, and in that lies both its success and its weakness: personal, local and responsive on one side, but disparate and poor at working more corporately as a health community on the other. This builds in inefficiency and slows the adoption of new ways of working between practices, and, at least in part, explains the considerable variation in performance.
How can we achieve more consistently high standards? Albert, our social network platform, developed by Interact Intranet is our solution. Albert allows our member practices to work as one large virtual practice, pooling their talent, enhancing their practice and that of every member practice, with every good idea they share.
We also have a growing number of small federations, drawn together by geography, and in inner cities, the formation of "super practices" such as the Vitality partnership, which employs dozens of GPs. These might be seen as competition for the Quality Practice model but also clearly demonstrate that the need for change is not just being felt on the ground, but acted upon.
So how will Quality Practice differ? The Quality Practice model differentiates itself by scale: our ambition is to get to a total of around 500 member practices over the next four years, to both maximise economies in shared services and to provide local outlets for regional and national contracts. Ownership will also differ, with our member practices owning shares in the organisation.
They will have to have an outstanding commitment to continuous quality improvement that is essential for sustaining our relationship with NHS and other commissioners.
Setting up this sort of organisation at this time in the NHS's evolutionary stage means we have to contend with practices barely coping with everyday demands. But, working with our foundation practices in London, Manchester, Bristol and beyond, we are convinced that we have the model right. Funding is tight in practices, and so our financial model has to be solid. This was successfully tested in a public fundraising session through Crowd Cube recently, bringing in two more early investor practices and more than 40 private investors.
Greater consistency between general practices while simultaneously providing an extended choice of services for patients, as varied as chemotherapy and eyelid surgery, are essential traits of future NHS general practice. Achieving this is how Quality Practice will re-set general practice as the cornerstone of the NHS.
Dr Simon Bradley is founder and medical director of Quality Practice
This article is published by Guardian Professional. Join the Healthcare Professionals Network to receive regular emails and exclusive offers.
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