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[object Object],[object Object],[object Object]
NHSScotland Event 1 2 3 Economic Overview Quality and Efficiency Current Perspective Horizon Scan SCENE
NHSScotland Event ,[object Object],[object Object]
Total Managed Expenditure vs Current Receipts
Public Sector net borrowing
Two-Speed Recovery Two-Speed Recovery
International GDP Growth - Update
‘ On the road from the City of Skepticism, I had to pass through the Valley of Ambiguity’ Adam Smith SCENE
% Annual Real Growth Rate in Scottish DEL Budgets ,[object Object],[object Object]
Estimated Scottish Government DEL Expenditure  – June 2010 Budget Results (2010/11 Prices)  £39
UK Comprehensive Spending Review 2010 Scottish Government DEL Settlement 2011-12 to 2014-15 Change 2010-11 2011-12 2012-13 2013-14 2014-15 2010-11to 2014-15 £bn £bn £bn £bn £bn £bn % Cash terms Resource 25.9 25.4 25.8 26.0 26.1 0.2 0.8% Capital 3.3 2.5 2.5 2.2 2.3 -1.0 -30.3% Total DEL 29.2 27.9 28.3 28.2 28.4 -0.8 -2.7%
 
NHSScotland Event ,[object Object]
Quality & Efficiency – Two sides of the coin “ To improve the overall quality and efficiency of NHSScotland while ensuring good value for money and achieving financial targets.”
Case study: NHS Tayside Older Peoples Services ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Case study: NHS Borders Enhanced Recovery ,[object Object],[object Object]
We have a record of achievement…. ,[object Object],[object Object]
NHS Scotland Productivity ,[object Object],[object Object],[object Object],[object Object]
NHS Scotland Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Scottish Patient Safety Programme 72% reduction in critical care c.diff 14% increase in ward hand hygiene 58% decrease in ward c.diff 23% increase in surgical briefings 15% increase in on-time antibiotics` 1 2 3 4
Efficiency and Productivity Framework  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ To improve the overall quality and efficiency of NHSScotland while ensuring good value for money and achieving financial targets.”
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Service Redesign Work-streams: Reducing Variation, Waste and Harm
Three Phases of Activity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Emerging portfolio 2011/12
What seems to make a difference? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],Targeted Improvement – Case Study: NHS Lothian Scheme E&P quality themes Quality and capability benefit Efficiency and productivity benefit Implementation of self management – COPD Out-patients, community and primary care Person-centred approach, staff skills development HEAT T10 Savings of £460k pa expected; 2,200 em adm avoided
NHSScotland Event ,[object Object],[object Object]
Five Year Perspective SCENE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Health Manifesto Commitments SCENE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Spending Review SCENE ,[object Object],[object Object],[object Object],[object Object],[object Object]
Spending Review SCENE ,[object Object],[object Object],[object Object],[object Object],[object Object]
Spending Review SCENE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Spending Review SCENE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for Leaders (1) SCENE ,[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for Leaders (2) SCENE ,[object Object],[object Object],[object Object]
“ We look to Scotland for all our ideas of civilisation” Voltaire (1694-1778) SCENE

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Scottish Government Event Discusses Quality, Efficiency and Financial Performance in NHS

  • 1.
  • 2. NHSScotland Event 1 2 3 Economic Overview Quality and Efficiency Current Perspective Horizon Scan SCENE
  • 3.
  • 4. Total Managed Expenditure vs Current Receipts
  • 5. Public Sector net borrowing
  • 8. ‘ On the road from the City of Skepticism, I had to pass through the Valley of Ambiguity’ Adam Smith SCENE
  • 9.
  • 10. Estimated Scottish Government DEL Expenditure – June 2010 Budget Results (2010/11 Prices) £39
  • 11. UK Comprehensive Spending Review 2010 Scottish Government DEL Settlement 2011-12 to 2014-15 Change 2010-11 2011-12 2012-13 2013-14 2014-15 2010-11to 2014-15 £bn £bn £bn £bn £bn £bn % Cash terms Resource 25.9 25.4 25.8 26.0 26.1 0.2 0.8% Capital 3.3 2.5 2.5 2.2 2.3 -1.0 -30.3% Total DEL 29.2 27.9 28.3 28.2 28.4 -0.8 -2.7%
  • 12.  
  • 13.
  • 14. Quality & Efficiency – Two sides of the coin “ To improve the overall quality and efficiency of NHSScotland while ensuring good value for money and achieving financial targets.”
  • 15.
  • 16.
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  • 18.
  • 19.
  • 20. Scottish Patient Safety Programme 72% reduction in critical care c.diff 14% increase in ward hand hygiene 58% decrease in ward c.diff 23% increase in surgical briefings 15% increase in on-time antibiotics` 1 2 3 4
  • 21.
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  • 35.
  • 36. “ We look to Scotland for all our ideas of civilisation” Voltaire (1694-1778) SCENE

Hinweis der Redaktion

  1. According to the latest Government figures, Total Managed Expenditure (TME) is likely to rise to 48% of GDP in the current year, 2009/10, a level last seen in the 1970s. At the same time receipts from tax proceeds are expected to fall to levels last seen in the recession of the early 1990s. Since 1948-49 till now Expenditure and Receipts tend to follow a similar pattern. The previous exception was during the mid 1990s and the gap was then closed within 4 years. The current gap of 10% is the largest to date and the period over which it will be closed is still not certain.