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How to design population based systems and deliver care through networks

£18 – 1.5 Hours CPD
How to design population based systems and deliver care through networks

Course Details at a Glance

  • Training method: Online training. Learners can progress at their own pace.
  • Duration: This course is approximately 1.5 Hour
  • Access to module: Access is 12 months from the date purchase, and you can revisit the content at any time within this.
  • Certification: On completion of the course, you will automatically receive a certificate of completion which you can keep in your CPD record.
  • Cost: £18 (inc. VAT)

Training Course Syllabus

The “How to design population based systems and deliver care through networks” course covers:

  • How to design population based systems and deliver care through networks
  • How to focus on systems as well as bureaucracies
  • How to design and develop a system
  • How to deliver a system’s objectives through networks

Learning Objectives

By the end of this short module, you will be able:

  • To define what is meant by a system
  • To show how the concept of systems relates to the concepts of integrated care, accountable care organisations and accountable care systems
  • To design a system specification for a specific sub-group of the population, such as people with Type 2 diabetes with an aim, objectives and criteria
  • To outline the different types of criteria or measures that can be used to monitor progress towards meeting system objectives
  • To explain how systems can increase the technical value of a health service
  • To describe how networks relate to bureaucracies and deliver the objectives set out in the system’s specification
  • To define the term 'action learning' and the role of a community of practice

Who Should Attend This Training Course?

Our online training is aimed at busy healthcare (clinicians, GP’s, public health professionals, analysts, clinicians, commissioners, finance). 

Testimonials

Simplicity and signposting to more material and expand knowledge base.

MedTech Digital Health for patient/citizens

Simple clear mix of audio and written

Deputy Medical Director


About Your Trainer

Muir is the Founder of OAP Ltd.

Muir’s work focuses on providing training and skills development to healthcare professionals in value-based and population healthcare. The concept of Triple Value- the cornerstone of the KSA transformation, was developed by Professor Sir Muir Gray. Muir is a world authority on value, population healthcare, systems and culture.

Sir Muir has worked for the National Health Service in England since 1972, occupying a variety of senior positions during that time, including serving as the Director of Research and Development for Anglia and Oxford Regional Health Authority, and first establishing and then being the Director of the UK National Screening Committee. He founded the National Library for Health, was the Director of Clinical Knowledge, Process, and Safety for the NHS (England) National Programme for IT, serving as the Director of the National Knowledge Service. He was the first person to hold the post of Chief Knowledge Officer of the NHS (England), also serving as the co-Director of the Department of Health’s Quality Innovation Productivity and Prevention (QIPP) Right Care Programme.

Why Learn With OVSP?

All health services committed to universal healthcare face what appears to be an apparently inexorable growing pressure from:

  • increasing need;
  • rising demand;
  • limited resources, not only financial but, as the pandemic highlighted, other finite resources notably staff time, beds, operating theatres and equipment;
  • increasing restrictions on carbon.

The challenge will put pressure on their commitment to provide universal healthcare, but how can this gap between need and demand, and resources be closed?

Great progress has been made in healthcare over the last 40 years, most of which has been achieved through technological advances in treatments, complemented by a succession of paradigms focusing on:

  • Preventing disease, disability, dementia and frailty to reduce need.
  • Improving outcome by providing only cost-effective, evidence-based interventions.
  • Improving outcome by increasing quality and safety of process.
  • Increasing productivity by reducing cost.

These all continue to be necessary but more of the same, even if it is better quality and safer care, is not sustainable and these activities , focused on patients and not on populations have resulted in large degrees of unwarranted variation in spending and activity and this in turn revel as two other problems of great significance

  • Overuse and waste of resources
  • Underuse and inequity

Furthermore, after 70 years of a purportedly National Health Service, we still cannot answer questions like:

  1. Who is responsible for the service for people with multimorbidity in population A?
  2. What is the variation in spend on COPD and how does this relate to need and outcome?
  3. Who is responsible for the service for women with pelvic pain in Population B and does it provide better value than the service in Population B or Population C ?
  4. How many services are there for people with Musculoskeletal Disease in this country and and which gives best value?
  5. Is the variation in outcome and spend for people with atrial fibrillation in increasing or decreasing and is it better in Population X or Population Y

The New Paradigm

We need a new paradigm that focuses on value with a culture of stewardship, but what does value mean? In the USA, the meaning of the term 'value' is conceived as the relationship between outcomes for the patient treated and costs but in countries committed to universal health coverage this relationship would be termed 'efficiency' and in health systems committed to universal coverage, value is a much broader concept than efficiency and has four dimensions:

Personal value - appropriate care to achieve the goal that matters most to the person related to the problem that was bothering the person most 

Technical value - achievement of best possible outcomes with available resources; it is important to emphasise that this means using the resources for all the people in need in the population not just those who reach the service and become patients, for example focusing on all the people in with hip pain, not just those people who have had a hip replacement. This means that technical value also includes measurement and minimisation of inequity 

Allocative value - equitable resource distribution across all populations and within each population across all patient groups

Social value - contribution of healthcare to social participation and connectedness

It is important to recognise the relationship between productivity, efficiency and value. Increasing productivity and effciency is essential and the Department of Health in England published an excellent and comprehensive report on Productivity which included a section on increasing value but waste is much more than low productivity. There are other types of waste:

  • Waste left after a job has been done
  • Waste due to low productivity and efficiency
  • Waste when intervention do not achieve outcomes that matter or do more harm than good
  • Waste due to opportunity costs where waste is the use of resources that would produce more value if used for:
    • another purpose for that sub-group of the population
    • another subgroup of the population

We are driven by the vision to set a global benchmark in healthcare improvement through innovative education and system design.