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In his 2014 presentation, Professor Chris Ham, Chief Executive of The King's Fund, discusses three main approaches to NHS reform: targets and performance management, inspection and regulation, and competition and choice, emphasizing the need for substantial investment. He advocates for complementary approaches that integrate top-down and bottom-up strategies. Through the case study of the Veterans Affairs transformation, he highlights the challenges faced by system stewards and organizational leaders in the UK and Canada, stressing the importance of building leadership capabilities and persistent efforts for sustainable performance improvement.
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A Perspective from England Professor Chris Ham Chief Executive The King’s Fund 15 May 2014
Commonwealth Fund International Ranking Note: * Estimate. Expenditures shown in $US PPP (purchasing power parity). Source: Calculated by The Commonwealth Fund based on 2007 International Health Policy Survey; 2008 International Health Policy Survey of Sicker Adults; 2009 International Health Policy Survey of Primary Care Physicians; Commonwealth Fund Commission on a High Performance Health System National Scorecard; and Organization for Economic Cooperation and Development, OECD Health Data, 2009 (Paris: OECD, Nov. 2009).
Three main approaches to NHS reform • Targets and performance management • Inspection and regulation • Competition and choice • Plus substantial investment from 2000-10
The King’s Fund View • Complementary approaches are needed • Top down and bottom up • Working through hierarchies and networks • Collaborating and competing • Innovating and standardising • The transformation of the VA from 1995-1999 as a case study
Implications? • Complementary approaches are very demanding of system stewards and organisational leaders • System stewards in the UK and Canada are inexperienced in steering large systems • Politics and policy usually work on quite different cycles • Organisational leaders need time and persistence to achieve sustainable performance improvement • Building leadership capabilities and skills in quality improvement are often neglected