In the past years there has been much research around the world into what creates high quality health care. A seminal event in this field was the publication in 2006 of “Redefining Health Care: Creating Value-Based Competition on Results”, by Michael Porter and Elisabeth Teisberg (http://www.hbs.edu/rhc/).
Whilst being, to a large degree, US centric this book’s core message is applicable to any health system in the world. Indeed, as Porter makes clear, every piece of their recommendations are being used successfully somewhere in the world but in a piecemeal fashion.
The book has put together the work that has been done in the last decades on quality, worldwide, with the tools Porter created for analysing strategy. The outcome is a health system that is surprisingly different from what we are used to today but which is implementable, when there is a will to change for the better. So what is it?
What is value in health care
In business terms value is simply the quality, as perceived by the purchaser, of the service purchased divided by the cost of the service. In health care
Value = Health Outcomes (or Results)/Cost of the whole cycle of care
The outcomes measured depend on the medical condition and are adjust for the difficulty or complexity they present.
The cost is the cost over the whole cycle of care which has number of stages which, with some possible quality indicators for each stage, is shown below:
1 Monitoring/Preventing – Prevention of illness, early detection
2 Diagnosing – Correct diagnosis
3 Preparing – Early & right treatment for the patient,
4 Intervening – less invasive treatment, fewer complications, mistakes & repeats
5 Recovery/Rehab – Faster & more complete recovery, less care induced illness
6 Monitoring/Managing – slower disease progression, less need for long-term care.
Measuring across the whole cycle is important because choosing the wrong intervention, let’s say the cheapest one, may well increase costs in recovery or rehab or long-term management of the condition with frequent return to A & E to sort things out. These costs may be much higher than the cost saving at the intervention stage. Porter reports that in Taiwan, for example, they have reduced the time (and hence the cost) of a GP visit to 3 minutes, which is just enough time write a prescription. As a result the cost of drugs has ballooned and so have the number of GP visits, to an average of 20 per year per person!
Measuring outcomes is not an issue. Recording cost is not an issue. But doing both across the whole cycle of care, for one patient, for one incident of care is very much the issue as it will require the IT systems to do so – and we all know what happens to government backed IT systems.
How should we organise to deliver exceptional health value?
It will come as no surprise to some in industry that this will only happen when there are specialist units that treat a sufficient number of patients a day to acquire the experience and expertise to improve what they do.
Take the example of severe headaches. Those who get them will know how disabling the are. In West Germany they decided to set up a specialist unit with, in one place, the neurologists, psychologists, and physical therapists all of whom were passionate and deeply interested in curing severe headaches. This unit set up affiliations with an imaging unit, an in-patient hospital unit and with additional neurologists that were all similarly passionate about curing severe headaches.
To begin with costs went up as the centre was established but are now 25% lower for the whole cycle of treatment than they were before the change. This is not because the cheapest treatments or the cheapest imaging services or the cheapest consulting neurologist are used. It is because there are fewer hospitalisations and fewer returns to the specialist centres. The quality of health outcomes has increased whilst the cost of providing them has decreased, because of the increase in quality and not because someone has gone on a cost cutting spree.
Primary Care
The organisation of primary care will also have to change. Sixty years ago when fewer conditions were recognised, fewer effective treatments available and when half of us were dead before we were 70 it was possible to think of the heroic GP who could treat each and every medical condition presented to him/her. That is no longer true. That means that either GP practices will have to develop specialist units within them, and become very big so that consequently there will be fewer of them, or each practice will have to specialise. This means that we might easily have to go to several GP practices over the course of a few years and not just one, as at present. GPs will be paid according to the quality of their part in the cycle of care, not cording to the number of patients on their list.
So why is Lansley Irrelevant?
Well to begin with he has fallen straight into the trap of believing that value for money is increased by reducing costs. He has gone for the £20 billion reduction in expense without realising that increasing quality of outcomes is the only sure way of reducing cost and the only way of doing this is to measure quality and cost over the whole cycle of care.
Secondly he is irrelevant because fiddling around with who commissions health care will have no effect on quality of health care unless the whole structure of the English NHS is changed to a structure that is designed to, and focused only on, improving quality. The cost reductions will come about because high quality means, in the language of industry, less rework, fewer warranty claims and totally satisfied customers.
Thirdly he is irrelevant because he is pinning his faith on GPs who themselves are going to have to make major changes in order for this higher quality health care to come about.
Fourthly he is irrelevant because, as Porter has noted, health professionals love working in these new structures once they realise that they are now enabled to work at the limits of their ability doing what they went into health care for in the first place – making people well!
Fifthly he is irrelevant because he is planning on bringing in private organisations, ostensibly to improve quality, but in reality to reduce cost based on an old and outdated view of how to produce high quality health care.
Finally he is irrelevant because he has spent 12 months wasting his time, and that of his civil servants, in putting together a 500 page Bill to do something that is not going to give the result wanted instead of seizing the opportunity he was presented with to make a truly significant increase in the quality of health care in England.
The lesson for Lansley, and the coalition government is, in the words of the quality guru Phil Crosby: “QUALITY IS FREE” (http://en.wikipedia.org/wiki/Philip_B._Crosby)
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