What future now? a sustainable health service: case for action [template presentation for NHS Boards...
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Transcript of What future now? a sustainable health service: case for action [template presentation for NHS Boards...
What future now? a sustainable health service: case for action
[template presentation for NHS Boards –May 2010]
Agenda
0:00 introduction
0:10
0:20
aim of today
big issues exercise
0:30 sustainable health service: presentation
1:00 exploring the business case
1.20 making it happen
2.25 action planning
3.00 close
Explore how [name of Trust] can use ‘sustainable development’ to secure the most appropriate services for addressing health needs
The next three hours…
Explore how [name of Trust] can use ‘sustainable development’ to address its challenges in putting patients’ needs at the core
The next three hours…
Looking forward to 2015…
What are the big issues keeping you up at night?
- in your NHS role?- thinking about the wider world?
Key themes
1. the big global challenges
2. the pressures facing the NHS
3. how these interact
4. how we can resolve these issues simultaneously
5. why this makes good business sense
Numbers + Growth in Economic + Growth in Human Output …
has resulted in
HUGE Growth in our
Environmental Footprint
tightening planetary boundaries
Lancet edition
A changing context
EU Targets20% reductions in CO2 by 2020
20% Renewables by 2020
United States80% reduction in CO2 by 2050
UK Climate Change Act34% cut by 2020; 80% by 2050
Independent Committee; annual report to Parliament
Carbon Reduction Commitment
looming budget cuts
looming budget cuts
Business as usual?
increased patient
demands
increased patient
demands
ageing & growing
population
ageing & growing
population‘diseases of affluence’
‘diseases of affluence’
wider citizenship
expectations
wider citizenship
expectations
Lifestyle diseases
There are as many obese people in the world today as there are starving or undernourished people
Marmot Review
Sustainabilityis…
meeting human needs without compromising nature or society
Sustainable development is…
the process by which we get there
Sustainability is…
meeting human needs without compromising nature or society
Sustainable development is…
the process by which we get there
Key synergies with NHS priorities:
• avoid harm
• cut waste
• reduce variation• shift to prevention
1. develop understanding of future trends as they relate to health and business continuity
2. evolve business models/ strategies to meet risks and opportunities
3. align activity with promoting determinants of health
4. cut cost base by shifting to preventative care not ‘salami slicing’ services
5. systematically manage tensions between short and long-term measures of success
sustainable development in the NHS sustainable development in the NHS
1. develop understanding of future trends as they relate to health and business continuity
2. evolve business models/ strategies to meet risks and opportunities
3. align activity with promoting determinants of health
4. cut cost base by shifting to preventative care not ‘salami slicing’ services
5. systematically manage tensions between short and long-term measures of success
sustainable development in the NHS sustainable development in the NHS
Use resources more efficiently
Illustrative slide – insert relevant MAC curve for the Trust you will be
talking tohttp://www.sdu.nhs.uk/page.php?page_id=160
rising energy costs+
increased volatility+
cost of carbon=
material business risk
Build resilience
1. develop understanding of future trends as they relate to health and business continuity
2. evolve business models/ strategies to meet risks and opportunities
3. align activity with promoting determinants of health
4. cut cost base by shifting to preventative care not ‘salami slicing’ services
5. systematically manage tensions between short and long-term measures of success
sustainable development in the NHS sustainable development in the NHS
Join-up the benefitsJoin-up the benefits
• transport• procurement• new buildings
• employment & skills• community engagement• facilities management
Promote health now
1. develop understanding of future trends as they relate to health and business continuity
2. evolve business models/ strategies to meet risks and opportunities
3. align activity with promoting determinants of health
4. cut cost base by shifting to preventative care not ‘salami slicing’ services
5. systematically manage tensions between short and long-term measures of success
sustainable development in the NHS sustainable development in the NHS
• Quality total picture to be considered
• Innovation achieve multiple objectives
• Productivity platform for collaboration and working across boundaries
• Prevention opportunities to act upstream to manage demand, make
resilient investments, community dialogue
Transform care
1. develop understanding of future trends as they relate to health and business continuity
2. evolve business models/ strategies to meet risks and opportunities
3. align activity with promoting determinants of health
4. cut cost base by shifting to preventative care not ‘salami slicing’ services
5. systematically manage tensions between short and long-term measures of success
sustainable development in the NHS sustainable development in the NHS
Show leadership
The leadership spectrumThe leadership spectrum
strategic• Senior-level drive• SD integrated policy/
plans/ business case• Evident in priorities• Communications and
actual performance
incremental• Clutch of ‘good
practice’ projects• Focus on estate and
environment not SD• A competing priority
systemic• SD is hardwired
into business model• Tensions between
short/ long-term priorities systematically managed
compliance-led• SDMP not integrated
EnvIronmental factors/ objectives are separate
• Inadvertent undermining of health objectives
application & impact
knowledge & engagement
at risk compliance-led incremental strategic systemic
low impact
medium impact
high impact
Where are you?
impact trajectory of embedding sustainability in NHS Trusts
application & impact
knowledge & engagement
at risk compliance-led incremental strategic systemic
low impact
medium impact
high impact
Where are you?
SD seen as one board member’s job QIPP makes no reference to SD
impact trajectory of embedding sustainability in NHS Trusts
application & impact
knowledge & engagement
at risk compliance-led incremental strategic systemic
low impact
medium impact
high impact
Where are you?
use of MAC cost curves to cut cost base
SD integral to business case,QIPP & World Class Commissioning
future trends/ scenarios shape strategy & service models
structured dialogue about investment/ disinvestment
new health economy collaborations
impact trajectory of embedding sustainability in NHS Trusts
Conclusions
1. there are big global challenges
2. these add to the pressures facing the NHS
3. these problems are interlinked
4. they can be resolved together using sustainable development
5. this makes good sense for business, patients and wider health
[written case study template]
Issue: [insert business issue here]
Action: [insert facts of what took place]
1. key benefit or result 1
2. key benefit or result 2
3. key benefit or result 3
picture or quote
[written case study template]
Issue: [insert business issue here]
Action: [insert facts of what took place]
1. key benefit or result 1
2. key benefit or result 2
3. key benefit or result 3
picture or quote
[role play scenario template]
Insert relevant role play scenario from the accompanying Resource Pack as an instruction slide for the ‘Making it Happen’ exercise
Explore how [name of Trust] can use ‘sustainable development’ to address its challenges in putting patients’ needs at the core
The last three hours…
Explore how [name of Trust] can use ‘sustainable development’ to secure the most appropriate services for addressing health needs
The last three hours…