video

1. video

2. Welcome

3. Richard Dooley President, HMI

4. Agenda • Opening Address • Dr. James Reilly TD, Minister for Health • New Policies, New Practices • Chair: Liam DuffyChief Executive, Beaumont Hospital • The Challenge for Managers • Chair: Derek GreenChief Executive, National Rehabilitation Hospital

5. Thanks to our Sponsors

6. Conference Housekeeping • Conference papers/delegate list • Mobile phones • Safety

7. Dr. James Reilly, TD Minister for Health

8. New Policies, New Practices Chair: Liam Duffy

9. Heinz Kölking President, EAHM

10. Leading Change in Challenging Times European Healthcare Funding Strategies

11. European Healthcare Funding Strategies • Mega trends • Health economy in the future: • Frame an fields of activities

12. Globalisation Demographie Medical progress Development of the economy Societal development

13. Mega trends in the healthcare as challenge for hospitals Thesis 1: The terminology of healthcare economy stands for the change in healthcare!

14. Mega trends in the healthcare as challenge for hospitals Thesis 2: Society an economy need a growing, but efficient and effective healthcare in the broadest sense possible!

15. Mega trends in the healthcare as challenge for hospitals Thesis 3: Services determine the development of the economy and of the employment in the future!

16. European Healthcare Funding Strategies • Mega trends • Health economy in the future: • Frame an fields of activities

17. Vision: Quality healthcare (medical progress, demography, economic development, globalisation) General principles: Transparency, competition, service orientation, crosslinking, patient centred care, responsibility for oneself and solidarity Instruments: DRGs; new forms of treatment; disease management programmes, medical care centers Safeguarding the future Goals: Quality, Efficiency and effectiveness Development of the health economy

18. European Healthcare Funding Strategies • Mega trends • Health economy in the future: • Frame an fields of activities

19. Factors of success Results Processes Structures Services offered

20. Profits Capacity utilisation Quality Cost effectiveness Investment

21. Return of investment as driver Common public interest as driver Driver for efficiency and effectiveness Cost effectiveness and quality Instead of lavishness

22. Outlines of the third sector (Source: Anastasiadis (2006) formal in common public interest informal maximising profit state public authorities public privat Third sector Own work, household, familiy Market Private companies

24. Thank you!!!

25. Cathal Magee

26. Cathal Magee Chief Executive, HSE

27. The Challenge of Health Service Reform Cathal Magee Chief Executive Officer Health Service Executive

28. Context • Population growth (17% since 2002) • Ageing population– over 65s costs expected to rise by 2% each year for next 5 years • Adults with chronic conditions will increase by 40% by 2020 • Invasive cancers projected to increase 6% annually for females and 8% for males • Acute & non acute activity demand continues to rise • Incumbent models of care struggling to keep up

29. Objective • improve access to care • improve the quality of care • bring down the cost of care

30. Start with the basics “The Good-to-Great companies had no name, tag line, launch event or programme to signify their transformation. Yet, they produced a truly revolutionary leap in results, but not by a revolutionary process.” Jim Collins “Good to Great”

31. Leading Change • Where are we? • Where do we want to go? • How ready are we to go there? • What do we need to do to get there? • How do we manage the journey?

32. Where are we? • Finance • People • Management • Organisation

33. Finance

34. Irish Output Source: CSO National Income & Expenditure 2010

35. Irish Public Health Expenditure Source: Department of Health & Children. Health In Ireland: Key Trends 2010.

36. Irish Output and Public Health Expenditure

37. Public Health Expenditure as % GDP Source: The National Recovery Plan 2011–2014. DoHC Key Trends 2010, CSO National Income & Expenditure accounts

38. Net Funding to HSE

39. 20% Total Health Spend Comparisons - Per Capita ** Source: OECD Health Data 2011.(based on 2009 figures) ** The Irish data includes social expenditure which is estimated at 20% of total health expenditure.

40. People

41. General Support Staff Other Patient & Client Care Medical /Dental Management /Admin 17% 10% 8% 15% 35% 15% Health & Social Care Professionals Nursing Health Disciplines- 2011

42. 112,771 WTEs 104,511 WTEs 90,302 WTEs Resource Levels 2001 -2011 – Health Service

43. Resource Levels 2001 -2014 – Health Service

44. Capacity – 2001 to August 2011

45. Health and Social Care Professionals2001 to 2011

46. 18,421 WTEs Management/Admin 16,066 WTEs 14,714 WTEs Management/Admin – 2001 to 2011

47. Management

48. 4% 6% 17% 43% 27% Management/Admin – August 2011

49. Management • Administration is a required core competence • Administration is not management • Need to strengthen the management system • Separate the career streams • Investment in management a strategic priority • Interim solutions required

50. Management • Who is ‘Management’ in our health system? • Management and administrative • Medical leaders • Nursing leaders • Allied health professional leaders