Westernlia Health ts Austra iologis • Card ts is g lo to e • Diab logists ical ocrino d ction ProMed ts n Menarini Medical ProteSociety •E rologis te n e tro C Fontush CS • Gas Healt logists o r u e •N ists hrolog • Nep logists umato • Rhe gists sts motolo peciali • Hae icine S d e M te icine • Acu Hospital y Med Directions Page 3 atormoves ir p to a new home s e • R ialists re rly Ca Spec ld E in e ts s li cia • Spe sivists te • In n 3
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Issue 2 | www.hospitaldirections.co.uk
Transformative ideas, inspiration and innovation: all this and more at Hospital Directions 2013
to keep up to date with the latest ideas because the NHS is continuously changing. ‘The way that care has been delivered in the past is getting harder and harder because of the current financial situation. The old era was about extracting performance from people whereas now there is a real sense that in the post-Francis era the NHS is about care, compassion and humanity.
Helen Bevan will be speaking at Hospital Directions 2013 Leading edge thinking, comprehensive talks and practical seminars on the future of hospital care will bring managers together from across the different disciplines, from all around the country to work collaboratively to achieve excellence at Hospitals Directions 2013. Helen Bevan, Chief of Service Transformation at NHS Improving Quality, a key speaker at the event, says NHS leaders need
Listen to patients says Nuffield Trust analysis of the Francis report NHS England should avoid a ‘big stick’ punitive approach towards hospital trusts following the public inquiry into the scandal at Mid Staffordshire Hospital as this would undermine the honesty and openness amongst staff that Robert Francis QC recommends cultivating. This is the conclusion of an analysis by the Nuffield Trust which prepared a number of papers for the Francis inquiry covering evidence on NHS commissioning; the regulation and training of NHS managers; the training and development of NHS boards; and the history and development of NHS organisation and management. Hospital Directions speaker Dr Judith Smith, director of policy at the Nuffield Trust will be giving a talk to the Hospital Directions conference on the implications of the Francis Report. Continued on page 8
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Why should you attend Hospital Directions? nn Hospital Directions is the only event dedicated to improving patient care by providing more expert advice than any other conference for hospital managers nn FREE content – senior hospital staff are entitled to complimentary passes to two days of hands-on learning, expert leadership advice and practical skills training
‘There are some really big changes occurring - you only have to look at the NHS Leadership Academy and the new programmes running across the country on transformational leadership. These are all about how we combine building a massive sense of shared purpose of caring and compassion with being able to deliver care in ways that are efficient and effective and give people a great experience.’
nn The highest quality education developed with and by our delegates, offering real solutions for real life issues
Ms Bevan works as a ‘thought leader’ identifying, developing and testing new ideas and practices about change for the NHS. She has been leading practical strategies at a national level in the NHS for more than a decade. Her role is also about making connections and building knowledge networks across the NHS and the globe.
nn The largest sourcing floor in secondary care – access the UK’s most innovative suppliers to the NHS
Continued on page 8
nn Unlimited networking – delegates will have access to networking throughout the year, creating continuous learning opportunities using the online Connect platform exclusive to Hospital Directions delegates
Visit hospitaldirections.co.uk or call 0207 348 4906 to book your free ticket to Hospital Directions 2013.
Hunt: ‘The health and care system must change’ NHS providers could face an increased risk of being prosecuted for major patient safety problems, which breach health and safety law, says the Government in its response to the Francis report. There are also proposals for the introduction of legal sanctions at a corporate level for providers who knowingly generate misleading information or withhold information from patients or relatives. Health and social care professionals will in future be held more accountable and senior NHS managers and non-executive directors could be barred from holding high-level positions in future. A statutory ‘duty of candour’ will require health and care providers registered by the Care Quality Commission to inform
Jeremy Hunt people ‘if they believe treatment or care has caused death or serious injury, and to provide an explanation’. Other measures to raise standards will include the introduction of a new a new regulatory model under a strong, independent Chief Inspector of Hospitals with Ofsted-style ratings for individual hospital departments. Continued on page 9
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Hospital Directions
Page 2
Hospital Directions is organised by Closer2 Medical Ltd, part of the CloserStill family. Unit 17, Exhibition House, Addison Bridge Place, London W14 8XP www.hospitaldirections.co.uk Tel: 0207 348 5250
Mitchell Ingram – Business Development m.ingram@closerstillmedia.com
Michael Seaman - Group Event Director m.seaman@closerstillmedia.com
Delegate team training@closerstillmedia.com
Daniel Harding - Event Executive d.harding@closerstillmedia.com
Sophie Holt - Group Marketing Manager s.holt@closerstillmedia.com
Mike Broad – Programme director m.broad@closerstillmedia.com
Sarah Bray – Marketing Assistant s.bray@closerstillmedia.com
Liz Sanders – Business development manager l.sanders@closerstillmedia.com
Julia Danmeri - Head of operations j.danmeri@closerstillmedia.com
Yemi Ibidunni - Business Development y.ibidunni@closerstillmedia.com
Kate Jackson – Conference and speaker manager kate.jackson@closerstillmedia.com
Can you spot yourself in the 2012 crowd?
Paediatricians warn that services ‘cannot continue in present form’ Acute paediatric units are under pressure because of a shortage of consultants at peak times, an audit by the Royal College of Paediatrics and Child Health (RCPCH) has revealed. The review found that only 11 per cent of units had a consultant presence during the evening and just 6 per cent of units had a consultant presence during peak times at weekends. It also finds that there is a shortfall of staff across all rotas, just under a quarter of children do not see a senior paediatrician within four hours of admission and immediate telephone advice is not always available across some specialties. The report Back to the Future measures the audit findings against 10 minimum standards set by the college two years ago. Whilst some standards are being met by the majority of units, others are falling short and the RCPCH is warning that the current configuration of services is putting children’s health services at risk and is unsustainable. The College’s president, Dr Hilary Cass, said: ‘Acute paediatricians are under significant pressure within the current structures and we have to be prepared to re-examine the way in which we deliver care because this way of working is not sustainable. ‘There are too many units in the UK to provide a safe and sustainable service; health services can’t continue in their current form. Reconfiguration needs to happen to deliver the best possible care to children and young people. We also need to look at more innovative models of service provision, providing more care in the community. But it’s going to take bold and brave leadership to make it happen.’ Leadership, service reconfiguration, and achieving high standards of service are key themes that will be addressed by expert speakers at the Hospital Directions show. Register for your free pass at hospitaldirections.co.uk
Apolline’s Support Solutions for Secondary Care Apolline are leaders in bespoke, hands-on services and solutions supporting the health and social care sectors. Our unique set of closely integrated, mobile enabled web-based tools that together comprise the Apolline Quality and Management framework ensure we can provide world-class support to our members and clients. The tool set has been designed by experienced clinicians for clinicians and their teams and provides an automated audit function, a task management function and a feedback mechanism i.e. patient / staff feedback. The Apolline Quality and Management Framework has been built specifically for the end-user; whether that is a ward, a single hospital or a multi-site corporate provider. This unique set of tools is designed to ensure consistency and clarity and to facilitate a culture of continuous improvement. Visit Apolline at stand H18 at Hospital Directions 2013.
Page 3
Hospital Directions 2013 – Rising to the challenge The acute hospital is changing: nn With the NHS going through significant reform with high expectations for greater efficiency and quality of care, hospitals have to adapt and improve. nn A new commissioning structure, the response to the Mid Staffs scandal, and the continued challenge to make £20bn of savings by 2015, are all placing enormous demands on hospital management. nn Hospitals have to be at their innovative best to manage rising demand - against the backdrop of a real-term cut to funding. nn The new structures in primary care mean that hospitals are forging fresh relationships with commissioners, who are in turn under pressure to deliver more health services in the community and nearer to people’s homes - and reduce hospital capacity in future. nn In the past, when such funding challenges have arisen, services have been slashed, waiting lists increased and training and quality compromised. But with an ageing population, increasing levels of obesity, and rising expectations, the NHS can’t afford short sighted solutions.
Hospital Directions – responding to change Hospital Directions offers comprehensive, expert talks by key figures in the sector - from the UK and the US - on the future of the hospital at no cost, including reconfiguration and service redesign, working with the private sector, leadership, informatics and technology, workforce development, estates and facilities management, finance and procurement. This event will bring over 1,000 senior hospital managers together from trust boards, clinical services, service development, human resources, IT, property and facilities to listen to – and share – best practice, demonstrate real thought leadership and to work collaboratively to achieve excellence. Seven streams running over two days, jam-packed with practical seminars, and supported by a vibrant exhibition, will bring managers together from across the different disciplines and from all around the country. Take a look at the key themes that will be addressed at the 2013 conference:
nn Mergers and reconfigurations are being planned and implemented, and across the board secondary care is rising to challenge - forging a new vision of the acute hospital.
Reconfiguration and service redesign
nn Investment in prevention, quality, information and infrastructure during these tough times could make frontline hospital services more productive in the future.
In tough times, when it’s difficult to access high quality training, who can turn down the opportunity to acquire the right skills to achieve excellence for free?
Register for your complimentary pass to Hospital Directions 2013 by visiting hospitaldirections.co.uk or call 0207 348 4906
Future of hospitals
Finance and procurement
Leadership
A new vision of hospital care
Workforce
Informatics and technology
Estates and facilities management
Page 4
Has the private sector got anything to teach you? On 1 February 2012 Hinchingbrooke Hospital became the first NHS Trust to be managed by an independent company. The story of how the Circle Partnership initiated transformational change in a district general hospital, described as a clinical and financial ‘basket case’ with £14m of debt, will be told at Hospital Directions 2013. When Circle took Hinchingbrooke over the hospital had a £4m a year structural deficit. After investing £3.7m, Circle came up with £7m of recurrent savings in the first year and at the end of the second year expects to break even and then expects to make a small surplus thereafter. The Circle operating system combines a professional services approach with a business excellence culture using lean and continuous improvement methodologies. The focus throughout has been on turning around quality in the trust.
To implement professional leadership Circle divided the organisation into business units based around groups of clinical services. Clinicians have been put in charge of those businesses and have been given a seat on the executive board. This process has shortened the lines of command and communication and enabled them to devolve more power to the front line and the professionals within that structure. Before this change managers would have seen themselves as being top-down decision makers now their role is to create capability, support clinical leaders and facilitate the development of innovative ideas. Circle chief executive Steve Melton, who will be speaking at Hospital Directions 2013, says: ‘Our argument is that over the next decade the NHS is going to have to get inside the box and think about how it can transform the performance and the delivery of healthcare. There are two key strands to that - how do you get higher performance out of organisations by the way
in which you approach leading them, which is very topical in context of the Francis report, and how do you allow innovation to flourish so that it can deliver improved pathways of care? These are all things which we know about are potential solutions to the problem but they need delivery. ‘We have a methodology and philosophy in our operating system that we believe enables great healthcare professionals to do what they do best and particularly aligns people to a common purpose and common goal in an organisation. That approach has been adopted by many other industries around the world, there is nothing incredibly new in that but it does appear to be different to the general approach in the way healthcare in the UK is delivered.’ To hear more about Steve Melton’s approach to service transformation, register for your free pass by visiting hospitaldirections.co.uk or call 0207 348 4906.
Public satisfaction with the NHS stabilises after record fall Public satisfaction with the NHS stabilised last year after a record fall in 2011, according to British Social Attitudes survey data published by The King’s Fund. Satisfaction with the way the NHS runs now stands at 61 per cent, the third highest level since the British Social Attitudes survey began in 1983. This follows a record fall in satisfaction, from 70 per cent in 2010
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to 58 per cent in 2011, when the survey coincided with the first year in a four year NHS spending squeeze and sustained media coverage about the government’s NHS reforms. The 2012 findings suggest that public concern about these issues may have levelled off. The survey also measured satisfaction with individual services. Satisfaction with A&E services increased by 5 percentage points from 54 to 59 per cent while satisfaction with outpatient services
(64 per cent) and inpatient services (52 per cent) showed no real change from 2011. John Appleby, Chief Economist at The King’s Fund, said: ‘The British Social Attitudes survey has provided an important barometer of how the public views the NHS since 1983. With no real change in satisfaction with the NHS in 2012, this suggests the record fall in 2011 was not a blip and that the ground lost may take some time to recover.’
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Hospital Directions
Page 5
Hospital Directions relocates to a new world class venue Invigorating the NHS Excel hosted the 2012 London Olympics Hospital Directions will be relocating to London Excel for the 2013 conference, creating more scope for the event to develop and encompass more learning opportunities for secondary care professionals. NHS managers from across the UK are expected to attend the 2013 event. Excel will provide the additional space and facilities to create a first-class delegate experience, whilst keeping the event on a single floor for ease of movement.
First class delegate experience The new layout will provide more theatre capacity, improved acoustics and additional networking and catering areas.
Excel’s buzzing boulevard a number of initiatives in place that will ensure that nothing detracts from the learning and networking opportunities available for the hospital managers and doctors who attend.”
World class venue Delegates will be familiar with Excel from its role in the 2012 Olympics and other high profile events such as Sports Personality of the Year. In addition to world-class conference facilities, the venue is surrounded by ample leisure facilities including Europe’s largest indoor shopping village and plenty of nearby restaurants and hotels.
A new location creates opportunities for the conference to develop, providing a hub where clinical leaders and management teams can meet.
If the content and venue wasn’t impressive enough, the diverse ways to travel to Hospital Directions make it even more attractive. Delegates are invited to fly in on the Emirates Air Line Cable Car, catch a high speed Thames Clipper or ride the revamped Jubilee Line.
There will also be more opportunity for shared networking, with healthcare leadership content to challenge and inspire clinicians and NHS managers alike.
Delegates who prefer to travel by car are also well catered for with parking for over 3000 cars and easy access from the M23 and M11.
Event director Mike Seaman says: “Feedback from the 2012 launch event told us that delegates found the programme content hugely valuable, but that we could do more to improve their experience at the event. The new venue allows us to put
Register for your complimentary pass to Hospital Directions 2013 by visiting hospitaldirections.co.uk or call 0207 348 4906
How to unlock potential from procurement The NHS London Procurement Partnership (LPP) has achieved more than £460m of savings in its first six years, and plans to return a minimum of £300m of savings to its member trusts by 2016. Leaders keen to hear how this was achieved will be able to hear more about the LPP - a membership organisation for and funded by London’s NHS trusts, designed to leverage value and quality from London’s annual £6-7bn NHS procurement budget - at the Hospital Directions event. LPP chair, Lorraine Bewes, Chelsea and Westminster Hospital’s finance director, is giving a talk on procurement, benchmarking and analytics. The LPP is based on trusts collaborating to procure. A failure to share procurement data and collaborate leaves suppliers free to take advantage of the NHS with organisations paying unacceptable variations in prices. Sharing data is fundamental to enabling NHS organisations to properly benchmark their spend. LPP members are able to benefit from a benchmarking and spend analysis service which enables them to unlock the potential of procurement to avoid organisations falling over their own ‘fiscal cliffs’. Improving the quality and transparency of data is fundamental, Ms Bewes explained at LPP’s conference earlier this year. She said: ‘This new service (for the NHS and by the NHS) addresses the gap in meaningful procurement information by pooling analytical resource, and aims to enable members to drive value for the NHS and patients through price alignment and process efficiency. LPP will do all the heavy lifting, enabling organisations’ procurement
Venn Group is a leading Recruitment Consultancy that prides itself in working with Healthcare experts in BI and Analysis. They have repeatedly selected Orlando Agrippa; a celebrated Turnaround Consultant, with a hugely successful track record, to deliver in their interim vacancies. Venn Group asks Orlando Agrippa to share the secret recipe of driving up productivity, efficiencies, patient outcomes, performance and financial stability through the use of intuitive BI - QlikView Business Discovery. Venn Group: The NHS ranks sixth for best patientcentred care, behind Australia, Germany, Netherlands, New Zealand and the USA. Why? Orlando: The answer to “why” lies in another more pertinent question - i.e. how can the implementation of Business Intelligence (BI) solutions and better use of informatics/analysis improve the services within the NHS? On average, most NHS Trusts have 2,000-6,000 members of staff, with an estimated 97% of those individuals being pressed for time each day. Like the stock market, hospitals are busy places where things can change in a second for both patients and staff, therefore visibility through BI and analysis is vital. Venn Group: What do you see as the major challenges to the NHS in realising this goal? Orlando: Healthcare organisations across the country face the same challenges; productivity, efficiency, best quality outcomes, performance and financial stability. The NHS must try and address these challenges though the development, implementation and integration of business intelligence solutions. However, the evidence tells me that staff struggle to find the time needed to truly gather intelligence from their data and secondly, they are wary about taking on the challenge of using the data itself. Venn Group: Would the transformational burden on organisations be too far reaching?
Lorraine Bewes teams to concentrate on their core business.’ During the pilot stage of the service, when just five trusts were actively using the tool it highlighted price alignment opportunities of £10m, of which £475k was delivered in one year for a single trust and £115k in another. The tool has also been used to review supply channel switching opportunities. A large distributor approached LPP suggesting that changing the supply chain and following a similar methodology they had used successfully elsewhere in the UK would save London £14m. When their data was benchmarked, however, it was identified that changing would have meant a £1.5m cost pressure. The service already benchmarks 75 per cent of the £12bn spent by the NHS in London alone, and that figure will rise to about 90 per cent by the end of 2013, making it one of the most comprehensive services available. To listen Lorraine Bewes’s talk at Hospital Directions, register for your free pass at hospitaldirections.co.uk or call 0207 348 4906.
Orlando: The key to this lies in business discovery, where analysis and approach are taken into account. Like the Google search box, a BI solution needs to be simple to use and yet extremely intuitive. It needs to provide easy to understand analysis in two clicks. Business Analytics solutions within the NHS therefore need to support a paradigm shift across the healthcare sector. Staff need to be able to have intuitive, easy-to-use, but powerful analysis at their fingertips. Venn Group: What benefits can a good BI Solution deliver? Orlando: Through the use of what I believe to be the world’s most intuitive BI solution, QlikView Business Discovery, I have seen a palpable shift in patient outcomes such as cancer waits, shorter length of stay, readmissions and crude mortality. My current Project has seen the Trust financial position move from -1.2% in 2010/11 to 5% in 2011/12 (£12.3M). Should you wish to discuss your BI or Analytics Programme with Orlando or Venn Group, please contact Tim Dixon on 020 7557 7667 or tdixon@venngroup.com Or visit stand G16 at Hospital Directions 2013
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3M Healthcare Abbott Healthcare products Acumag Acumed Allen & Hanburys Apetito Apolline Ltd Army Medical Services A-Team Health Recruitment Bayer Plc BCAS Biomed Bio-Kult (Protexin) Bristol Myers Squibb and AstraZeneca Alliance Cheisi CSC Department of Health - Western Australia Dimples DRC Locums Edgecumbe Health Elsevier EMD Services Esaote UK Fontus Health Fresh Medical Recruitment Ltd General Medical Council Happy Feet UK HCL Doctors Healthcare Monitors Healthservice 360 ID Medical Interact Medical International Medical Information Limbs & Things Locum Direct Medical Money Management Medical Protection Society Menarini UK MiP MIUS MSI Recruitment MyLocum National Institute For Care and Clinical Excellence Norgine Pharmaceuticals Parkinson’s UK Pharmabotics ProMedical Pulmolink Pulmonary Hypertention Association UK Pulse Staffing Renray Healthcare RIS Products SL Kids Springer Tanita Europe Templar Medical Agency The Medical Defence Union TPP Vaxaid Venn Group Vocera Communications Wesleyan Medical Sickness Your World Healthcare
Hospital Directions delegates can network with hospital doctors and attend lively discussions on clinical leadership Meet over 3,000 Senior Hospital Doctors from across these specialties… • • • • •
Cardiologists Diabetologists Endocrinologists Gastroenterologists Neurologists
• • • • •
Nephrologists Rheumatologists Haematologists Acute Medicine Specialists Respiratory Medicine Specialists
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Exhibition Floorplan
CATERING
Look at who’ll be exhibiting at Hospital Directions and Acute & General Medicine 2013
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Hospital Directions & AGM is relocating to Excel London with improved facilities, see page 5 for more details
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Plan not to scale and subject to change. Correct at the time of print.
Hospital Directions is home to the biggest secondary care event in the UK, sharing a show floor Main sponsor Silver sponsors with Acute & General Medicine, it will deliverGold twosponsors days of practical training sessions to senior hospital managers and doctors looking to network with key suppliers to the NHS. New for 2013, Private Practice is the national event for clinicians looking to grow their private practice.
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Privat e Practic e Confe rence 2013 just launch ed! See Pa ge 12 f inform or more ation
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MOBILE OPERATING THEATRE Sponsored by: Vanguard
AGM THEATRE 3 = Stands on hold = Available stands
Do you sell to Hospitals? Interested in exhibiting at Hospital Directions or Acute & General Medicine?
Partners Stand space is limited but still available, contact the sales team to reserve a prime location, discuss extra marketing activities we can provide and find out how you can meet thousands of potential end users. For more information please contact a member of the team 0207 348 4907 or email hd@closerstillmedia.com
Page 8
Listen to patients says Nuffield Trust analysis of the Francis report
Continued from Page 1
The think tank endorses the inquiry’s main message that listening to and understanding patients must come first. But it notes that the inquiry report alludes to, but does not develop, some important underlying tensions in the current system. Specifically, the candid and honest approach to quality recommended by the inquiry may not sit easily with a more competitive approach to health service improvement, where hospital trusts are expected to compete with each other to attract patients, and economic success and failure are driven to some degree by patients’ and commissioners’ informed choices about where to seek treatment. The question of how the Care Quality Commission (CQC), Monitor and other organisations choose to define and manage ‘failure’ in the NHS is therefore likely to be a critical issue, particularly if fundamental care standards were introduced which then raised the spectre of more hospitals moving into the ‘failing’ category.
The Nuffield Trust recommends: nn Prioritising standards for the care of vulnerable older patients. nn Giving responsibility for leading the development of fundamental, enhanced and developmental standards of care to the CQC with participation from patients, health care staff, and other relevant stakeholders. nn Using NHS recruitment, induction and appraisal processes to promote the values of the NHS Constitution. nn Clarifying the regulatory arrangements for health providers – current documents such as the National Quality Board’s Quality in the New System do not sufficiently disentangle the complexity of current arrangements for monitoring the quality of care and financial robustness nn Enhancing the role of routinely collected, real time data, as a means of measuring care quality.
Nuffield Trust senior fellow Ruth Thorlby, said: ‘It is ultimately the responsibility of boards to ensure their hospitals are providing high quality care for patients. But the public inquiry shows how difficult it is for providers, commissioners and regulators of health services to detect and respond to individual failures that might be occurring within one ward or department of an otherwise high-performing hospital, as well as identify and respond to larger-scale, more systematic failures of individual institutions. ‘In part this is a technical challenge, based on how we use information better. But what the Francis report reminds us powerfully is we need a renewed focus on hearing and understanding what patients are saying.’
Patients should not be left in the dark over quality of care in hospitals An ‘Ofsted style’ system of performance ratings for hospitals and care homes has been announced by Health Secretary Jeremy Hunt but he has been warned to proceed carefully. Mr Hunt’s announcement formed part of the government’s response to Robert Francis QC’s final report into the scandal at Mid Staffordshire NHS Foundation Trust. His thinking was based on a report called Rating Providers for Quality he commissioned from the Nuffield Trust. The think tank’s analysis shows that there is a gap in information for the public – too often patients and users of social care are left in the dark about the quality of health and social care. But getting this right is not simple because, unlike schools, hospitals are large, complex institutions delivering a large range of often high risk services. A single summary score of a hospital’s performance risks masking examples of good and poor care across different departments and wards. Therefore, the review recommends that any attempts to rate quality in hospitals should focus most closely on individual
Dr Judith Smith from the Nuffield Trust departments and clinical services, such as oncology or orthopaedic departments, rather than indicators based on management performance, such as finances. Where a rating system is unlikely to be useful on its own is in spotting lapses in the quality of care. The report notes that the biggest risk to a rating system, however good, would be that it becomes discredited by a lapse in care in a provider rated as ‘good’ or ‘excellent’. It says that ratings would have to be combined with other approaches, such as robust surveillance, inspection and special investigations. Nuffield Trust chief executive Jennifer Dixon said: ‘There are many conditions that would be necessary to fully realise the benefits ratings could deliver. Ultimately, the real prize is not finding a single summary rating for hospitals at large, but rather rating individual wards, departments and clinical services within hospitals as this is more likely to be of value to patients.’ To hear Dr Judith Smith speak at Hospital Directions, register for your free pass at hospitaldirections.co.uk or call 0207 348 4906
Transformative ideas, inspiration and innovation: all this and more at Hospital Directions 2013 Continued from Page 1
‘NHS leaders I meet, particularly the younger ones, are keen to attend conferences and network because this gives them a sense of hope, energy and insight into the idea that there might be some other ways of thinking about some of these very, very difficult challenges that we all currently face.’ Ms Bevan says she usually begins her presentation with a McKinsey slide which says 70 per cent of change efforts fail to achieve their objectives. She then moves on to talk about what
is needed to inspire leaders and managers to become part of the 30 per cent who do achieve their objectives and what can be learned from the evidence about the kind of things they should be doing. ‘At Hospital Directions I’m going to talk about delivering large scale change and what we can learn from health care systems and other industries across the world about what it takes to deliver big change and how we can apply those principles in our own settings. ‘I’m going to use the NHS Change Model and I will look at what has worked and what hasn’t and try to distil that into a set of principles. A lot of people are increasingly using these ideas in the NHS.
‘We are not saying stop doing what you are doing but think about layering and adding some of these ideas to what you are doing already because it will make a big difference.’ Rather than pushing new ideas on to people from the top change is usually more successfully achieved by adopting a stealth approach, encouraging people from the bottom up to start using ideas and working in different ways, says Ms Bevan. ‘People are far more likely to adopt new ideas if they have an emotional connection to them rather than by being shown data. Leaders understand that that we have to focus on values and shared purpose and we have to make the change meaningful for people and so it is better to take these new ideas and use them to build on what they are doing already.’
Helen Bevan will be speaking at Hospital Directions 2013. To listen to her session, register for your free early bird ticket at hospitaldirections.co.uk or call 0207 348 4906.
Page 9
The year ahead will be tough but solutions are high on the agenda at Hospital Directions 2013 Mike Farrar, speaking at Hospital Directions 2013 New structures alone won’t enable the NHS to tackle the big challenges it faces, says NHS Confederation chief executive Mike Farrar. The reformed NHS system provides some big opportunities to improve healthcare, but the focus must remain on the major challenges, he warns. Mr Farrar is a key speaker at the Hospital Directions conference where senior NHS professionals will be gathering to discuss how to thrive in the new NHS, how to do more for less in austere times with many practical examples of good practice and innovative solutions. The 2013 event will provide talks by NHS leaders on delivering excellence within different function areas, inspired by examples of collaborative working and leadership in secondary care as a whole. Talking about the challenges facing hospital managers
in 2013, Mr Farrar said: ‘People in the NHS really want the new system to be a success, but it can’t be set up to fail. Those doing the day job face major pressures in trying to keep the NHS’s head above water, while focusing on making the new world work. ‘The NHS still faces the same challenges – coping with financial pressures, improving the quality of care and restoring public confidence in the services that people use and the staff that provide them. ‘We need to think urgently about changing the way we deliver care, so that it is modern, safe and sustainable for the people who use it.
Mike Farrar
‘The year ahead will be another tough one for the NHS. If we want to ensure our health service is improving in the long-term, not just running to stand still, then fundamental change is necessary. We should all be concerned about the future.’
Mike Farrar will be presenting a session at Hospital Directions 2013, register now for your complimentary pass at hospitaldirections.co.uk or call 0207 348 4906.
Hunt: ‘The health and care system must change’ Continued from page 1
More survival results will be published as part of a new culture of making the NHS more open and transparent. Already published in heart surgery, survival rates will be made available to the public in a further 10 disciplines, including cardiology, vascular and orthopaedic surgery. The Care Quality Commission will move to a new specialist model based on rigorous and challenging peer-review. Assessments will include judgements about hospitals’ overall performance including whether patients are listened to and treated with dignity and respect, the safety of services, responsiveness, clinical standards and governance. Other proposals include a review by the NHS Confederation on how to reduce the bureaucratic burden on frontline staff and NHS providers by a third; a pilot programme which will
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see nurses working for up to a year as a healthcare assistant as a prerequisite for receiving funding for their degree; nurses’ skills being revalidated and a new code of conduct and training standards for healthcare support workers. Health Secretary, Jeremy Hunt said a new culture was needed of zero harm and compassionate care: ‘The health and care system must change. We cannot merely tinker around the edges – we need a radical overhaul with high quality care and compassion at its heart.’ Further analysis of the impact of the Francis Report will be available from key opinion leaders speaking at Hospital Directions 2013. Claim your complimentary pass by registering at hospitaldirections.co.uk or call 0207 348 4906.
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Challenge 3M to help you with your quality and efficiency initiatives 3M is keen to work with you to understand how industry can play its part in delivering better outcomes for patients. We have a long history of driving innovation and are full of ideas and clever technologies, so challenge us to help make a difference! Contact 3M today at hcefficiency@mmm.com or come and visit us at stand E22
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Connect with delegates at Hospital Directions 2013 The Hospital Directions Connect platform allows delegates to set their own agenda as well as connect with colleagues and fellow delegates from across the country. Create your bespoke programme and plan your time at Hospital Directions in advance using the Connect platform. Register for Hospital Directions now to take advantage of Connect and start planning your time at the conference. Find out more at www.hospitaldirections.co.uk or call 0207 348 4906 to book your free pass to Hospital Directions 2013.
Page 10
Service transformation is needed to achieve efficiency savings, MPs warn The NHS has achieved its financial savings target for the last financial year, but this has in large part come from freezing wages and reducing the prices paid for healthcare, says the Public Accounts Committee (PAC). The NHS is also seeking to make savings by reducing the demand for health services, particularly for acute hospital care and there are widespread concerns that access to treatments such as cataract and bariatric surgery and hip and knee replacements is being rationed. The PAC’s report on NHS efficiency savings warns that the more challenging, and risky part of the efficiency drive requires transformation in the way health services are actually provided. Changing the way services are delivered means in some cases centralising services (as in the case of stroke care in London) or providing more community-based care, closer to people’s homes. This is expected to lead to some hospitals reducing the range of services they provide and departments, and even whole hospitals, closing. Such change is usually contentious and what might make clinical
and financial sense is often not supported by local people. The PAC says the Department has not yet convinced the public or politicians of the need for major service change or demonstrated that alternative services will be in place. The existing payment mechanisms in the NHS were designed to incentivise hospitals to carry out more activity and do not drive service transformation. PAC chair Margaret Hodge MP, said she was concerned that rationing patients’ access to certain treatments meant people waiting for these operations suffered pain and a poorer quality of life. Also the finances of some trusts were fragile, and there was a risk they may resort to simple cost-cutting rather than finding genuine efficiency savings. ‘The NHS must fundamentally change the way that healthcare is provided to secure the level of savings needed in the future, for example by moving services out of hospitals and into the community,’ she said.
Are your services under pressure? Book a place at Hospital Directions 2013 to hear inspiring talks from expert speakers about how to achieve increased productivity and service transformation. Visit hospitaldirections.co.uk or call 0207 348 4906 to claim your complimentary pass.
Peers call for major rethink on delivery of care for the elderly Fundamental changes are needed in health services to cope with the increasing demand and cost of the ageing population, says a House of Lords report.
training in the complex management of people with multiple long-term conditions who are after all the main recipients of care.
‘Without radical changes in the way that health and social care serve the population, needs will remain unmet and cost pressures will rise inexorably, says the report ‘Ready for Ageing?’.
‘We must make prudent use of multidisciplinary teams specialising in geriatric medicine who can operate across the traditional primary, secondary and community care boundaries. An efficient and appropriately resourced geriatric medical service is a boon to its local older population.’
To meet the needs of the population the health and social care system needs to work well 24 hours a day, seven days a week. The inter-dependent nature of health and social care means that the structural and budgetary split between them is not sustainable: healthcare and social care must be commissioned and funded jointly, so that professionals can work together more effectively and resources can be used more efficiently. The Government and all political parties will need to rethink this issue, concludes the report. Professor Paul Knight, president of the British Geriatrics Society, said: ‘All health and social care providers and professionals need
Chris Ham, chief executive of The King’s Fund, said: ‘Fundamental changes are needed in the way care is delivered. Despite improvements during the past decade, the current models of health and social care were designed in and for a very different era.’
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Renray Healthcare Ltd, are an approved NHS supplier with over 45 years experience of manufacturing and supplying high quality furniture to the healthcare market. Many products have been designed to meet the requirements of modern healthcare environments, incorporating design features to address infection control issues, reduce manual handling and pressure sore risks and enhance patient comfort and well being. The increasing need for furniture to withstand the stresses and strains of everyday life is imperative within the healthcare sector. With rigorous research and development we are constantly meeting this demand with our ranges of furniture. We will be attending the Hospital Directions event on the 27/28th November 2013, and would be delighted for you to visit us on stand PZ6 within the procurement zone. For more further information on our full product offering please contact our Sales Office on 01606 593456 or follow us on Twitter @RenrayHC.
Shape the conference programme at Hospital Directions Hospital Directions has launched its own Online Community, where members will have the opportunity to shape the 2013 and future conference programmes. Make sure the educational content is relevant and bespoke to your needs, network, share opinions and practical advice with other hospital managers from around the country. Join the online community now to have direct input, become a VIP delegate and receive exclusive news and updates from the conference and secondary care. Call now on 0207 348 5271 or email s.bray@closerstillmedia.com to join now. The Hospital Directions Online Community is a private group set-up for the exclusive for NHS Senior Managers. We will never share your details with third parties and all comments will be regarded as confidential.
Hands-on learning and thinking outside the box to help NHS professionals deal with the challenges facing the NHS are on the agenda at Hospital Directions. Register your free place at hospitaldirections.co.uk or call 0207 348 4906.
BCAS Biomedical Services Limited BCAS Biomedical Services Limited is a leading independent provider of Managed Equipment Services (MES) and MultiVendor Services (MVS) to the NHS and private healthcare sector. We are a British Company, owned and driven by engineering and financial professionals. Our vision is to make it possible for our customers to provide the highest possible standards of care to patients through efficient and compliant management of services and devices.
Renray Healthcare Ltd.
effective, innovative and sustainable solutions that result in equipment uptime improvements, safety and compliance. BCAS Biomed provides Managed Equipment Services for a diverse range of customers. Our focus is to form highly effective and solid relationships with our customers to ensure that we meet and exceed your expectations.
We will implement innovative solutions to enable you as the customer to access the best advice, procure the best equipment, meet financial commitments and achieve full compliance with CQC and Health and Social Care Act 2008. BCAS Biomed ensures that you achieve unparalleled confidence in the performance of your clinical devices through our professional expertise and our loyal support. We are totally dedicated to providing high quality, flexible and relevant services that are tailored to meet your requirements. With over
63,000 assets under contract, our network of 20 fully qualified Biomed Engineers specialise in Healthcare Engineering, Decontamination Validation and IT Support, providing UK Coverage to all Healthcare Sectors, large and small. We invest heavily in training, working with the equipment manufacturers and training academy’s to provide Technical Training and Certification to all our engineers so that they are qualified and competent to work on the devices under contract. We see this as crucial for making sure medical devices are safe to use on patients and by staff. Their skills are augmented with leading edge Test Equipment and the latest asset tracking system (HEMS) to ensure your medical devices are tracked and that you fully comply with MHRA DB 2006(5) and CQC. ISO 9001:2008 and ISO 13485:2003 accredited company. Meet BCAS BIOMED at stand H10 at Hospital Directions 2013.
Page 11
Pioneering surgical facilities supplier showcases stateof-the-art pop-up hospital at Hospital Directions 2013
Leading supplier to healthcare industry demonstrates how ‘pop-up hospitals’ provide interim capacity solutions numbers on board any one of their 40-strong fleet, which include operating rooms, wards, clinics, endoscopy suites and day surgery units.
Vanguard Healthcare, the world’s leading provider of temporary surgical facilities, is delighted to be working in partnership with Hospital Directions this year. Vanguard will be showcasing one of its state-of-the-art modular units at the event to demonstrate how their facilities not only help hospitals to maintain or indeed increase clinical activity through periods of refurbishment and reconfiguration, but also how they can help to generate income. Vanguard’s team are offering guided tours on-board a mobile operating theatre, inviting professionals from across the healthcare sector to learn how temporary facilities can benefit patients in their local area. With over a decade of experience in this niche sector, Vanguard has a proven track record in the design and operation of what is now the world’s unique and largest fleet of mobile healthcare units. Providing an intrinsically flexible solution, Vanguard’s facilities enable healthcare providers to treat greater patient
Group Event Director, Michael Seaman said: “I’m very pleased to announce Vanguard’s presence at Hospital Directions 2013. We’re thrilled to have such an innovative provider to the NHS at the event and believe it’s extremely important for delegates to see the amazing initiatives and opportunities that are available, first hand.”
for us to demonstrate what we call the ‘pop-up hospital’ concept to healthcare professionals and managers, and we’re very much looking forward to meeting with our peers to discuss the latest hot topics in healthcare whilst showcasing the service we are providing throughout the UK and Europe.
The innovative company’s meticulous planning process allows staff to respond to requirements for additional space within 48 hours, providing hospitals with short and medium term solutions for many capacity related challenges. From site inspection, delivery and installation, through to maintenance and collection, Vanguard’s team of experts guide the hospital’s management and clinical teams through the entire planning and deployment process, specifically designed to ensure the patient receives the best possible experience.
“Our experience over many years has provided us with Mary Smallbone a full appreciation of the challenges that clinical teams face on a daily basis, which is why we work so closely with each hospital and site to dovetail our service delivery into existing healthcare providers’ situations ensuring the best outcomes for the local patients.”
Mary Smallbone, Marketing and Operations Director of Vanguard Healthcare, said: “We’re delighted to be working alongside the Hospital Directions team and showcasing one of our modular units at this their second annual event. It’s a fantastic opportunity
Vanguard’s temporary modular unit is situated at stand H30. For more information, please visit www.vanguardhealthcare.co.uk.
Clinical leadership driving a better secondary care Hospital Directions is unique in addressing the major changes in the NHS by combining practical hands-on advice with lively debates and discussions with fellow hospital managers and senior hospital doctors from the sister conference Acute & General Medicine. Hospital Directions and Acute & General Medicine conference enables delegates to network and share opinions amongst each other during focused seminars, where clinical leadership and NHS structural reforms will be discussed in an informal and interactive setting. Discuss new ideas, experiences and help shape the way forward
by bringing what’s important to you in your role to the table. New for 2013 – Hospital Directions delegates can plan their time at the conference in advance using the unique Connect platform. Create your own bespoke programme, book your free lunch and prearrange meetings with fellow delegates at the conference. Would you find it helpful to discuss new ideas and experiences with other clinical leaders? Register for your complimentary pass to Hospital Directions by calling 0207 348 4906 or visit hospitaldirections.co.uk
Page 12
New event for clinicians with private practices launches
CloserStill Media, the team behind Acute and General Medicine and Hospital Directions, have announced the launch of Private Practice 2013 - a new event for clinicians looking to launch or expand their private practice. Times are tough for NHS consultants – who have just had their first pay rise in three years (a modest 1%). With flat funding and rising waiting lists in the NHS, many want to start a private practice and offer a higher quality service. But it is a big step to run a business, in addition to keeping upto-date clinically. And that is where Private Practice Conference comes in - offering expert advice on finance, regulatory compliance and business development. The event will appeal to consultant surgeons and physicians,
radiologists, ophthalmologists, urologists, gynaecologists and anaesthetists who practice privately outside of the NHS, or are looking to do so. Day one will cater for those doctors who have recently set up, or intend to set up a private practice, or for more established clinicians who want to refresh the basics or plug a knowledge gap. Day two will involve masterclass sessions for those who have already established a successful practice and want to develop it further. It will also appeal to those looking to fast track their knowledge by combining the two days for a complete grounding. Private Practice will run at London’s Excel conference centre on the 27th and 28th November 2013. By hosting the event alongside the popular Acute and General Medicine conference and secondary care management event Hospital Directions, CloserStill has created a family of events that will allow delegates from diverse disciplines in secondary care to network and learn together. For delegates too, the co-location of the shows allows practitioners to top up their clinical CPD if they wish, by upgrading their tickets to include sessions at Acute and General Medicine. This will act as a great value way to ensure they gain
general medical knowledge needed to support their revalidation appraisals. According to Show Director Mike Seaman, the launch of this new event in clinical practice “provides a national forum to demonstrate and disseminate best practice in the delivery of private practice – with 83% of the clinicians we surveyed reporting that they would be interested in attending a conference covering the topics of Private Practice.” Topics covered will include investment planning, marketing strategies, outsourcing and procurement, quality management and financial growth strategies. Private Practice has a dedicated and interactive exhibition and is designed to allow delegates face-time with the sponsors and exhibitors, as well as times to focus on their own individual needs, network and discuss the latest hot topics and issues with each other. For more information please contact: Mike Seaman, Group Event Director m.seaman@closerstillmedia.com, 0207 348 5760
Hospital Directions exclusive speaker announcement Hospital Directions has lined-up a speaker programme featuring some of the most pioneering and inspiring figures within the NHS Take a look at who has already confirmed to speak:
Steve Melton Chief Executive of Circle Partnership, has had over 25 years of change management and operations leadership in organisations both in the UK and overseas.
David Dalton, Chief Executive of Salford Royal NHS Foundation Trust, has been a Chief Executive for 18 years, working both locally in Greater Manchester and nationally to lead development in improving patient safety and quality.
Patrick Crowley Chief Executive of York Teaching Hospital NHS Foundation Trust, playing a significant role in securing the Trusts license to become a Foundation Trust, working both in finance and performance management roles.
Helen Bevan Chief of Service Transformation at the NHS Institute Innovation and Improvement, has worked to improve healthcare at local, national and international level and has supported initiatives that have created improvements for millions of patients.
Lorraine Bewes Chair of London Procurement Partnership and Director of Finance at Chelsea and Westminster Hospital Foundation Trust has a had a successful career in commercial accountancy working at ITN and WHSmith Television Services. Lorraine led the early implementation of service line reporting in the NHS.
Mike Farrar Chief Executive of NHS Confederation was previously Chief Executive of the North West England SHA for five years as well as West Yorkshire and South Yorkshire Strategic Health Authorities. Mike also worked as head of primary care at the Department of Health where he was responsible for establishing primary care groups, primary care trusts and Personal Medical Services (PMS).
Stephen Collier Group CEO of BMI Healthcare has held posts such as corporate lawyer, Executive Director of Ross Hall Hospital, Glasgow,
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International Director, Commercial Director and General Counsel. Stephen has worked extensively with the Department of Health on the framing of care standards.
Prof Robert Harris Director of Transformation, NHS Commissioning Board. His responsibilities include ensuring that both patients’ access to care and the standards of care provided are not only maintained, but improved. He is also responsible for ensuring that coherent future commissioning plans are developed to meet the growing healthcare needs of the public whilst at the same time delivering value-for-money for taxpayers.
John Adler Chief Executive of University Hospitals of Leicester NHS Trust. John Adler began his career in the NHS in 1985 as a National Management Trainee. He has held posts at the Royal Marsden Hospital, St Peter’s Hospital, Chertsey and the NHS Executive South Thames Regional Office. John has wide-ranging experience of NHS management including operational management, staff engagement, service re-design, reconfiguration and strategic development, PFI, joint ventures and financial turnaround.
Trevor Payne Director of Estates & Facilities Barts Health NHS Trust. He was previously Director of Estates and Facilities for six years to October 2012 at the NHS flagship University College Hospitals London NHS Foundation Trust. He has 27 years’ experience in NHS estates Management. His first book “Facilities Management – A Strategy for Success” was published in May 2000 (ISBN: 1 90237535 1) and is on the reading list of a number of University FM academic courses.
Colin Sweeney Director of ICT, King’s College Hospital NHS Foundation Trust. Colin has wide experience in the area of electronic patient records, having led a project to introduce them to the trust since 1997. Colin works closely with his clinical and management colleagues developing and delivering the trust’s ICT strategy, which has the EPR at its core.
Anita Charlesworth Chief Economist at the Nuffield Trust . Anita has previously worked as Chief Analyst and Chief Scientific Advisor at the Department of Culture, Media and Sport since 2007. Anita leads the Nuffield Trust’s work on health care financing and market mechanisms. She was previously Director of Public Spending at the Treasury, where she led the team working with Sir Derek Wanless on his reform for NHS funding in 2002. Anita has a Masters in Health Economics from York University and has worked as an Economic Adviser in the Department of Health and for Smithkline Beecham pharmaceuticals in the UK and USA.
Helen Bevan
Anita Charlesworth
Dr Judith Smith
Lorraine Bewes
Dr Judith Smith Director of Policy at the Nuffield Trust. Judith Smith is an experienced and widely published health services researcher and policy analyst. Before joining the Nuffield Trust in February 2009, she spent 14 years working at the Health Services Management Centre, University of Birmingham, where she was Senior Lecturer and Director of Research and Academic Director of the NHS Management Training Scheme. Prior to that, Judith was a senior manager in the NHS.
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