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Time to Think Differently: The case for change


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Our Time to Think Differently programme has made the case for change and highlighted the trends that will influence the way health and social care is delivered in future.

To help you explore and share this work, we are creating a series of downloadable slidepacks. We hope that they will inform your thinking and discussions about the future of care.

The first pack in this series explores the pressures on the health and social care delivery system and why it needs to change to meet the challenges of the future.

Published in: Health & Medicine
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Time to Think Differently: The case for change

  1. 1. The case for change Time to Think Differently
  2. 2. Major progress has been made in improving the performance of the NHS in the past decade.
  3. 3. Waiting times for treatment in hospital have fallen dramatically and generally remain stable.
  4. 4. Hospital-acquired infection rates like MRSA have fallen dramatically.
  5. 5. The NHS continues to be highly valued by the public. Source: Ipsos Mori 2013
  6. 6. The NHS continues to perform well on most indicators when compared to other countries.
  7. 7. However, the current health and social care delivery system has failed to keep pace with the needs of an ageing population, the changing burden of disease, and rising patient and public expectations.
  8. 8. Fundamental change is needed. It is time to think differently.
  9. 9. The case for change is compelling: 1. Variations in quality and outcomes of care 2. Funding pressures 3. Delivery system not fit for the future 4. Future trends – magnifying the pressures
  10. 10. 1. Variations in quality and outcomes of care
  11. 11. ‘The UK has the second highest rate of mortality amenable to health care in 16 high-income nations.’ Source: Nolte and McKee 2011
  12. 12. For many diseases, there is unwarranted variation.
  13. 13. There are wide variations in performance and gaps in the quality of care of general practice.
  14. 14. 2. Funding pressures
  15. 15. Current spending projections suggest significant financial pressures on services for the next 20 years.
  16. 16. Historic pressures to increase NHS spending. Source: Appleby 2012
  17. 17. Increasing pressure to achieve productivity gains. By 2015 £20 billion Nicholson challenge for productivity gains By 2021 £30 billion more NHS England estimates of a funding gap
  18. 18. Projected spending on long-term care 2016/17–2061/2 Source: OBR 2012
  19. 19. 3. Delivery system not fit for the future
  20. 20. A significant proportion of patients occupying beds do not need to be in hospital on clinical grounds. Source: Goddard et al 2000; Audit Commission 2003
  21. 21. The separation between general practitioners and hospital-based specialists, and between health and social care, often inhibit the provision of timely and high-quality, integrated care to people who need to access a range of services relevant to their needs. Source: Ham et al 2012
  22. 22. There are significant problems with standards of dignity and care.
  23. 23. Obesity is associated with an increased risk of diseases including diabetes, heart disease, osteoarthritis and cancer. Source: National Obesity Observatory 2012
  24. 24. 4. Future trends: magnifying the pressures
  25. 25. Demographics are changing.
  26. 26. More people with long-term conditions.
  27. 27. A rise in chronic disease.
  28. 28. Population lifestyles present significant risks to health.
  29. 29. What is the future model of care? Integrated care, co-ordinated around the needs of patients and service users. Patients and service users actively involved in the design of their care and working with professionals as part of the care team. Re-designing the care pathway, with greater specialisation in hospitals, increased capacity and more consistent standards in primary care. Stronger focus on prevention.
  30. 30. If you would like to know more: Visit for guest blogs, videos and supporting data on trends. Follow us @thekingsfund or join the debate #kfthink Like us on Facebook Follow us on LinkedIn