Writing for Guardian Professional, Geoff Mulgan states that he has identified six key areas where the NHS can innovate and increase productivity.

1. More effective use of existing institutions

Mulgan asserts that by wisely using the resources and space available to the NHS, efficiency gains could quickly be seen without large amount of additional spending. A recent report by the Property Consultancy firm EC Harris stated that there is currently 1.9 billiion m2 in wasted, empty and abandoned NHS property, which could save £2 billion if utilised effectively.

2. Use of simpler, cheaper and easy to use technologies

Instead of lengthy procurement cycles for vast, nationwide systems, Mulgan states that the NHS should focus on smaller, more modular and low-cost applications. It is stated that some telecare and telemedicine are costly as a by-product of being over-engineered, so simple yet effective solutions should be explored.

3. Follow the business models of private companies

Mulgan states that in order to drive productivity improvements, some of the patterns already seen in business services are likely to be used more widely. This includes:

• Breaking down “service journeys” into modular elements and reconfiguring them to be more efficient
• Managing pricing and loading dynamically in response to demand
• Mobilising resources globally, such as call centres
• Using intensive “customer relationship management” tools to personalise what services are offered
• Concentrating specialist advice into a specific clinic or call-centre

4. Make the most of society’s capacity

Examples of this can be seen in Sweden, where patient hotels are situated next to hospitals and provide a pleasant environment for the patient and their families. Whilst this may come at a greater cost, Mulgan states that this has been proven to achieve better clinical outcomes. Similarly, Canada’s “Tyze” programme which organises an online network of support for isolated older people, allowing friends, family members and professionals to co-ordinate their care.

5. More innovation in finance

Health insurers can provide incentives to their customers to change their diet or join gyms; for example, cutting their premiums if they can show improvements in their body mass index. Municipalities can also reward social housing providers who better support older people at home, thus reducing the pressure on hospitals or residential care homes.

6. End of life innovation

Instead of traditional “end of life” care in hospitals, research shows that many patients would rather be treated at home. Other models such as “home hospices” are currently being trailed which gives patients more control over their final care.

Whilst Mulgan states that typical areas of innovation such as pharmaceuticals, medical technology and clinical treatment that have yielded positives outcomes were only able to do so with significant funding. In the current climate, where £16 billion needs to be saved in the NHS by 2014, new and innovative methods of gaining efficiencies should be explored.

Original Source The Guardian

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Pathway Software (www.pathwaysoftware.com) specialises in the design and development of patient information systems for Allied Health professionals.

Its flagship product, Therapy Manager, is an Electronic Patient Record (EPR) system specifically designed for Therapy Services to provide decision makers with the ability to track and manage clinical activity and analyse cost of care by patient, episode or service. The system also demonstrably reduces administration time and the costs of managing Therapy Services.