Manchester Conference Centre
It’s official. The NHS needs to change … but how?
The NHS Five Year Plan: Policy in Practice conference will explore the details of The Five Year Forward View (5YFV), a blueprint created by the NHS for future NHS renewal. Delegates will hear how these visionary proposals, produced by a coalition of interested parties, can support quality services and sustain the NHS during the coming years. The conference programme has been specifically tailored to examine how the theoretical will be implemented in practice and to provide a full understanding of future models of working and the benefits they are designed to deliver.
Although the NHS has improved significantly over the last 15 years, it seems it is never far from a newspaper headline or broadcast news bulletin. The word ‘crisis’ and ‘NHS’ too often appear in the same sentence. Modern day demands have radically heightened since the inception of the health service in 1948. Changing demographics, particularly an ageing population, an epidemic of long term conditions and an upsurge in lifestyle risk conditions, compounded by greater public expectations, has put the NHS under almost intolerable pressure. Funding constraints has only proved to exacerbate the situation. It is estimated that by 2020 there will be a £30bn shortfall in the NHS budget which will have severe consequences for services and patients.
The 5YFV represents the collective thoughts of key leadership organisations and sets out ‘a roadmap for healthcare’ for the next five years.
Join us at The NHS Five Year Plan: Policy in Practice conference, where we will hear a synopsis of why the NHS needs to change and the key elements within the 5YFV that aim to deliver transformation and sustainability. A line up of expert speakers will explain the theory whilst examples of the new models of working will describe how the theory applies in practice. There will be ample opportunity to discuss, debate and question the way forward. Delegates will benefit from networking and knowledge sharing with fellow professionals to develop strategies which can be applied in developing and enhancing care models that will sustain the NHS into the future.
The 5YFV prioritises prevention and public health and states that a radical upgrade is required. Tackling ‘the root causes of ill health’ is a major factor for future sustainability. The burden of avoidable conditions significantly adds pressure to an already overstretched healthcare system. The plan endorses ‘hard hitting action’ on lifestyle driven risks such as obesity, alcohol and smoking with the aim to improve health and wellbeing and reduce health inequalities. The 5YFV also commits to giving patients far greater control over the treatment and care they receive. Empowering patients and their carers to administer more self-care, with the option to combine health and social care through shared budgets, is seen as a common sense approach. Providing carers with more support will be required, whilst it is also acknowledged that the NHS needs to work in closer partnership with local communities and voluntary organisations.
The efficiency drive within the NHS is an ongoing process and can be challenging with regard to protecting high quality services in an environment of increasing demand. Further savings are an inevitable requirement if the NHS is to remain on a sustainable footing. The 5YFV supports continuous improvement and encourages the NHS to innovate through redesigned care packages to meet the need of patients. These measures, along with wider system improvements can be instrumental in delivering efficiency savings.
The £30bn funding gap can be in part met through the efficiency agenda, however it is estimated that £8bn of extra central funding will be needed to secure the future of the NHS. In the Chancellor’s Autumn Statement a pledge of an extra £2bn was announced but any extension to this will be most likely a decision to be made by the new government following May’s General Election.
Narrowing the remaining funding gap can be achieved by the actions laid out in the 5YFV in respect of developing new models of working where a more holistic approach to healthcare can deliver patient-centred services at the right time, at the right place. Breaking down the traditional boundaries between GPs and secondary care, between physical and mental health, between health and social care are seen as the way forward to a more locally delivered integrated and collaborative service.
Proposed new models of working include:
Implementing the plans will require aligned national leadership prepared to support local leadership and diverse solutions. People bring about change, and therefore it is imperative to safeguard the health and wellbeing of staff ensuring they have the skills and values to expedite innovative new care models. Exploiting information and innovative technologies will help facilitate modified ways of working in order to transform care delivery.
Join us at The NHS Five Year Plan: Policy in Practice conference where we will hear a synopsis of why the NHS needs to change and the key elements within the 5YFV that aim to deliver transformation and sustainability. A line up of expert speakers will explain the theory whilst examples of the new models of working will described how the theory applies in practice. There will be ample opportunity to discuss, debate and question the way forward. Delegates will benefit from networking and knowledge sharing with fellow professionals to develop strategies which can be applied in developing and enhancing care models that will sustain the NHS into the future.
Please see Terms and Conditions.
TotalMobile provide smart workforce and workflow software that is designed specifically to empower healthcare professionals in a mobile world.
Proven to revolutionise the delivery of care, at the point of patient contact, TotalMobile provides an enhanced way of working that enables Healthcare providers to increase productivity and improve the standard of patient care.
TotalMobile transforms organisations’ service delivery, productivity and efficiency – by empowering mobile workers to access information and accomplish tasks in a way that is simple, secure, joined-up, and which allows patient care to progress unimpeded.
TotalMobile provides healthcare professionals with all the information they need to complete their role via a mobile device. Staff can view their daily schedule, all relevant patient details and case notes from a range of systems and complete required forms. Information then automatically updates clinical systems in real time, removing the need for admin. TotalMobile ensures healthcare professionals have all they need to provide the highest standard of care.
RICHARD WOLF UK LTD
Core nova provides tailor-made, compact solutions for hospitals and medical practices that need to optimise their work-flow reduce expenditure on documentation and to significantly improve utilisation of their operating-room capacity.
User-specific settings and central equipment management allow control of all devices in the operating-room. Surgeons can be consulted using audio and video management. Multiple touch-screens allow multiple Users simultaneous access making this a very productive and efficient system.
SMART, SIMPLE, SECURE, CORE.NOVA
Giles Wilmore, Director for Patient and Public Voice and Information, NHS England
Giles Wilmore had a career as a History teacher before joining the Department of Health in 1997. His early career in the Department included working as a Ministerial private secretary and on a variety of policies linked to NHS planning, performance management, improvement and assessment. He has also been Head of the NHS Foundation Trust Unit, Director of System Management and Regulation and Director of Informatics Policy and Planning.
In 2009/10 he undertook a secondment as Director of Governance at NHS North Yorkshire and York. Giles’ last role in the Department of Health included responsibility for the NHS Outcomes Framework and the Government’s Information Strategy for health and social care. Giles joined NHS England as Director for Patient and Public Voice and Information in 2012.
Mr Sarb Basi, Managing Director, The Vitality Partnership
Sarb Basi was born and brought up in Smethwick and the inner city areas of Birmingham, attending local schools and colleges. His qualifications include a BA (Hons) in Economics and a Master’s in Social Sciences (MSocSc) – Healthcare Policy and Management from the University of Birmingham. Sarb has spent most of his working life in the NHS, working in Sunderland and extensively across the West Midlands in Solihull, Sandwell and Birmingham. He has experience of working in a wide variety of roles including finance, contracting and planning, commissioning and primary care in both acute and community trusts, FHSAs and Health Authorities, and within Primary Care Groups and a Teaching PCT.
Sarb has spent the last four years working in the commercial sector on transforming the general practice sector. He has set up two large Super Partnerships and was the driving force behind a new commercial business supporting GPs with their business development requirements.
He joined the Vitality Partnership in December 2012 as chief operating officer and has set out a 5 year strategic business plan to develop the very first large scale integrated care organisation based on general practice in Birmingham.
Outside work, Sarb enjoys spending time with his family: he is married to a primary school teacher and they have three sons. He is a keen sports follower, supporting Aston Villa and the Indian cricket team. He also enjoys playing golf and is improving all the time.
Dr James Quekett, Director for Primary Care, Doctors.net.uk
Dr James Quekett qualified from Bristol University medical school in 1994 qualifying as a General Practitioner in 2000. Over the past 14 years he has been involved with the development of eLearning, initially as an author before joining the team at Doctors.net.uk in 2008. He is currently their Director for Primary Care.
He has particular interest in the use of social media in helping to define learning needs, how a doctor engages with learning within the online environment and how online is different to traditional offline learning. He remains a working GP in Gloucestershire and is also a GP appraiser looking at the CPD needs of qualified GPs. He is passionate about the pivotal role that primary care plays in the delivery of healthcare within the NHS.
Professor Kieran Walshe, Professor of Health Policy and Management, Manchester Business School
Kieran Walshe is Professor of Health Policy and Management at Manchester Business School. He is also associate director of the National Institute of Health Research health services and delivery research programme, which exists to serve the research needs of managers and clinicians in the NHS (www.netscc.ac.uk/hsdr/). He is editor of the journal Health Services Management Research(http://hsmr.rsmjournals.com), board member of the UK Health Services Research Network and a board member and scientific committee chair of the European Health Management Association (www.ehma.org) . From 2003 to 2006 he directed the Centre for Public Policy and Management in Manchester Business School, and from 2009 to 2011 he directed the university’s Institute of Health Sciences.
Kieran Walshe has twenty years experience in health policy, health management and health services research. He has previously worked at the University of Birmingham, the University of California at Berkeley, and the King’s Fund in London, and has a professional background in healthcare management. He often works at the interface between research and practice and values the opportunities it offers to engage with the policy and practitioner communities and to put ideas into action. He has particular interests and expertise in quality and performance in healthcare organisations; the governance, accountability and performance of public services; and the use of evidence in policy evaluation and learning. He has led a wide range of research projects funded by the ESRC, Department of Health, NIHR, and EU FP7 programme, and other government departments and NHS organisations. He has advised a wide range of government agencies and organisations, in the UK and internationally.
He has written for a wide range of academic and professional journals, including the British Medical Journal, Health Service Journal, Health Affairs, Milbank Quarterly, Public Money and Management, and Quality and Safety in Healthcare. His books include Regulating Healthcare: A Prescription for Improvement (2003); Patient Safety: Research into Practice (2005); Healthcare Management (2006, 2011); Health Policy and Management: A Reader (2009); and From Knowing to Doing: Connecting Knowledge and Performance in Public Services (2010).
Duncan Stephenson, Director of External Affairs at Royal Society of Public Health
Duncan Stephenson is Director of External Affairs for the Royal Society for Public Health and has responsibility for developing the organisation’s voice on public health issues. Duncan has over ten years experience in campaigns, media relations and public affairs working mainly on health and wellbeing issues. Prior to joining RSPH, Duncan looked after parliamentary and stakeholder relations for the Care Quality Commission. As Head of External Affairs at the YMCA, Duncan led a national campaign on body image, including establishing the All Party Parliamentary Group on Body Image and developed the organisation’s workplace health initiative Workplace Activator. He has also worked for industry and at Unilever UK supported their response to the Public Health White Paper, covering issues such as food labelling, marketing and advertising to children and product reformulation.
Alan Higgins, Director of Public Health, Oldham Council
Alan Higgins is Director of Public Health (DPH) with Oldham Council.
In Oldham he is leading the development of council led public health with particular interests in cultural change and health, community development as a core public health tool and social enterprise as a public health innovation in addition to statutory responsibilities.
Alan is also the vice chair of the Greater Manchester Public Health Network and leads on tuberculosis, housing and health, and healthy places for GM. He is a member of the Public Health Advisory Committee with NICE and is an advisor to the WAVE Trust focussing on healthy childhood development.
Colin Cram, Chief Executive, Open Forum Events and Contributing Editor, Guardian Public Leaders Network
Colin has a 30 year track record in creating and heading leading edge joint and collaborative public sector procurement organisations. In the early years of Margaret Thatcher’s premiership, he initiated the drive to improve UK public sector procurement and was involved in creating the first outsourcing policies.
A sought after speaker and writer, through his companies, Marc1 Ltd and Open Forum Events Ltd, he runs an international conference, training and consultancy business specialising in procurement, outsourcing and combating procurement fraud. His clients have included global private sector companies and UK and overseas public sector organisations. In January 2013, he proposed to the Public Administration Select Committee the creation of a Crown Commercial Service. On 24 July 2013, the UK government announced its creation. This had its genesis in his internationally acclaimed ‘Towards Tesco’ report, published by the Institute of Directors.
A Fellow of the Chartered Institute of Purchasing and Supply, he is an associate fellow at Manchester Business School (University of Manchester) and an executive fellow at the Academy of Procurement Professionals, Institute for Competition and Procurement Studies, Bangor University. He is also a member of the Society of Local Authority Chief Executives and is on the advisory board of the Association of SE Asia Chief Executives.
Nick Hex, Associate Director, York Health Economics Consortium
Nick Hex is an Associate Director at York Health Economics Consortium (YHEC) and is a qualified accountant (CIPFA). He leads YHEC’s programme of economic consultancy work in the NHS and the public sector, providing economic evaluations and quantitative and qualitative analysis. He works with a range of local and national organisations including the National Institute for Health and Care Excellence (NICE), NHS Trusts, Clinical Commissioning Groups, Commissioning Support Units and Local Authorities. Nick’s reviews examine efficiency and productivity and use techniques such as return on investment and cost benefit analysis to provide decision-making information. He has also worked at Audit Scotland and the Audit Commission.
Geoff Harris, Assistant County Fire Officer, Greater Manchester Fire and Rescue Service , Greater Manchester Fire and Rescue Service
I joined Greater Manchester Fire and Rescue Service in 1983 and following initial training spent 7 years based at Broughton fire station, which at the time was one of the busiest in the country. Serving 12 years before finally deciding to climb onto the promotion ladder, I then went on to work in a range of internal departments including Training, Fire Protection, Corporate Support. Progressing on to take charge of all aspects of the fire service in Oldham in 2006. I have served at every level in the organisation from Firefighter to Director and have led a number of major reviews of the organisations structure.
More recently I have been involved in national developments regarding the role of Firefighters and the fire and rescue service in a number of arenas including, Fire Engineering and Technical Standards, amendments to the Firefighter National Occupational Standards and the development of the fire and rescue services role in supporting colleagues in Health. I’m currently leading on the implementation of two major DCLG funded projects that will demonstrate the public and social value that fire and rescue services can add to the broader health agenda; and lead many aspects of Greater Manchester Fire and Rescue Service’s development regarding Public Service Reform.
Alison Davis, Consultant Paediatric Ophthalmologist and Clinical Director, Moorfields Eye Hospital
Alison has been a consultant for 10 years and has worked at both main sites and our other sites during this time. From 2009 to 2012 Alison was paediatric service director and from 2012 onwards has been Clinical Director for Outpatient and Diagnostic Services. During both of these roles Alison has had responsibilities across the whole Moorfields Network. She is involved with specialised commissioning as the Chair of the Specialised Ophthalmology Clinical Reference Group (CRG).
Case study details coming soon …
Chief Medical Officers
Community Care Leads
Directors/Managers of Care Homes
Directors of Care Services
Directors of IT/IS/ICT
Directors of Strategic Development
Directors/Heads of Adult Social Services
Directors/Heads of Commissioning/Procurement
Directors/Heads of Integrated Care
Directors/Heads of Policy
Directors/Heads of Public Health
Heads of Charities/Third Sector Organisations
Heads of Mental Health
Heads of Patient Services/Patient Experience
Heads of Shared Services
Heads of Technology and Innovation
Heads/Leads Clinical Commissioning Groups
Health and Wellbeing Board Members
Healthcare Service Managers
Managers of Private Care Providers
Performance/Service Improvement Leads
Service Improvement Managers
Social Care Managers
Manchester Conference Centre
Pendulum Hotel Accommodation: From £53 http://www.pendulumhotel.co.uk
Ibis Manchester Centre Princess Street: From £54 http://www.ibis.com/gb/hotel-3142-ibis-manchester-centre-portland-street/index.shtml
Travelodge Blackfriars Street: From £49 http://www.travelodge.co.uk/search_and_book/extras.php?room_0=DNBARFLEX&bookerName=