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Make the heart of the experience of NHS patients

Introduction

The role of the NHS as an issue The policy should not diminish with the approach of general elections later this year. Although the current budget can be maintained there is still a perception widespread that the NHS has some way to go in terms of efficacy and safety in employment in the public sector is under increased scrutiny.
external and internal pressures have combined to create a climate of uncertainty within the NHS is bad for people who use bad for patients and that this uncertainty inevitably radiates staff at their disposal.
Our view is that if people ask questions directed efficiency gains are unlikely to be realized, strain due to the inevitable resistance to change, in any form.

Background

The NHS budget for 2010/11 has been reduced to £ 102.7bn £ 2400000000 (2.3%). In addition, improvement in efficiency is expected to generate € 1100000000 savings (through improved commissioning, reduce length of stay and collaboration markets.) In addition, the Ministry of Health has been told to reduce its workforce by about 1.3 m (Labour in third place in the world) by 137,000.
This is in a context of:
- The rising expectations of users and an aging population;
- new drugs become more expensive;
- Superior public scrutiny of both the NHS and the public sector in general.

Think Tank A recent report (The National Institute of Social Research and Development), said that staff cutbacks in the public sector by 10% and freeze of public sector wages for five years produces two thirds of the savings to reduce debt.
There is a perception widespread that the current governance model, based on micro – Overconfidence in targeting and auditing – has failed and future directions are more about local ownership and participation in learning foundation trusts.
At least this suggests a change in particular hostile environment for those involved in the provision of NHS services.

Understand the key factors

Our point of view of an organization is informed by a proprietary model of diagnosis has been developed as a means of assessing the overall business performance. Purpose This piece, believe that performance NHS work as follows:

Once again, our diagnostic model, we focused on two areas only reflect our areas of expertise – marketing effectiveness and challenges popular.

Agreement patient experience

A series of recent press articles that suggest that patients are not treated with compassion. For example, Archbishop Vincent Nichols – Head of the Catholic Church in England and Wales is of the view that some hospitals care for patients as a set of medical problems.
The patient experience built through a series of steps or "risks" (see diagram below). May occur sequentially, but patients may vary among them, inevitably, more like a pinball.
Our research shows that what makes the real difference is how the staff:
- While empathizing with the patient what is inevitably a difficult period;
- Keep the lines of communication open so that patients are fully aware of what is happening;
- Work to overcome the gaps that may exist in the systems and processes – in fact acting as bridge builders.
- A key tool is effective performance management that has not been an asset in the NHS or the public sector in general.

. The implementation of the Marketing Mix

By focusing on the concept of travel of the patient, who then assessed the drivers of performance could be in five steps to the marketing "P":

Step

'P Marketing'

A key tool (s)

Process

Physical

Local

People

Attitude and Motivation

People and processes

Clinics and expertise

Processes and People

Move

We made the following assumptions:
- The trend towards decentralization and local ground to gain the commitment;
- There will be increasingly available in NHS charm (people) to force cuts in spite of the positive intention of the patient's head;
- There will be a bias against the new major programs – Training and communications budgets are still very modest.
- We therefore propose a deeper form of community involvement with local hospitals, the form of public / private initiative in a community (businesses and patients) to adopt a hospital ", providing both tutoring and financial support to focus on improving patient communication / personal.

January Farrance Chris Smith

February 2010

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