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The Human Factor

The Human Factor

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Published by Patients Know Best
The National Health Service (NHS) needs to save £15 billion to £20 billion over the next few years. This paper argues that these savings could be achieved through radical patient-centred service redesign and more effective approaches to public behaviour change. However, these approaches are difficult to develop within the existing health service.

NESTA's experience of working with leading companies and developing projects in healthcare demonstrates that radical new ways of innovating that give genuine power to frontline staff, patients and the public are necessary to make these approaches widespread. This would unlock the savings we need and improve the nation's health.

Source: http://www.nesta.org.uk/the-human-factor/
The National Health Service (NHS) needs to save £15 billion to £20 billion over the next few years. This paper argues that these savings could be achieved through radical patient-centred service redesign and more effective approaches to public behaviour change. However, these approaches are difficult to develop within the existing health service.

NESTA's experience of working with leading companies and developing projects in healthcare demonstrates that radical new ways of innovating that give genuine power to frontline staff, patients and the public are necessary to make these approaches widespread. This would unlock the savings we need and improve the nation's health.

Source: http://www.nesta.org.uk/the-human-factor/

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Published by: Patients Know Best on Nov 09, 2009
Copyright:Attribution Non-commercial

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01/06/2013

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DISCUSSION PAPER
THE HUMANFACTOR
How transforming healthcare to involvethe public can save money and save lives
Laura Bunt and Michael Harris
 
FOREWORD2
FOREWORD
O
 
ur public services face an immense challenge over thenext few years. They will have less money but will beasked to do more in response to seemingly intractablesocial problems.Yet a proper recognition of the scale of this challenge shouldn’tinduce despondency. Rather, it can be used to spur a powerfulcombination of creativity and commitment – that we can ndbold new solutions that reform our public services to savemoney and improve lives.This report examines the challenges faced by the NationalHealth Service. It shows how radical new ways of innovatingthat give genuine power to frontline staff, patients and thepublic can reduce spending at the same time as increasinghealth and wellbeing.We call this ‘people–powered public services’. This is one ofa series of papers that will show how this approach can beapplied to public services so that they are better placed tocope with the immediate demands of the current crisis, andbetter able to respond to the long–term challenges of thefuture.We welcome your input and views.
Jonathan Kestenbaum
Chief Executive, NESTANovember 2009
 
EXECUTIVE SUMMARY3
EXECUTIVESUMMARY
T
 
he National Health Service (NHS) needs to save £15billion to £20 billion over the next few years. This paperargues that these savings could be achieved throughradical patient–centred service redesign and more effectiveapproaches to public behaviour change. However, theseapproaches are difcult to develop within the existing healthservice. NESTA’s experience of working with leading companiesand developing projects in healthcare demonstrates that radicalnew ways of innovating that give genuine power to frontlinestaff, patients and the public are necessary to make theseapproaches widespread. This would unlock the savings we needand improve the nation’s health.
Efciencies are necessary – but not sufcient
Given the scale of the challenge to restore the public nancesto order, the policy debate has focused on making savings inpublic services. The NHS – the world’s largest public service –is not exempt from this. Despite strong support for the healthservice across the political spectrum, saving money is going tobe critical because of increasing costs and rising demand. TheNHS has been geared towards growth. Now it must be radicallyrefocused on doing more for less.Yet the general limitation of many proposals to save money isthat they assume essentially unchanged services – doing thesame thing, only trying to do it more cheaply – rather thanfocusing on the far–reaching reforms that can unlock the muchmore signicant savings we now need.

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