Learning Outcomes

By the end of the course participants will be expected to be able to…

  • Critically analyse the problems and challenges faced by modern healthcare systems in relation to value
  • - Critically analyse the problems and challenges faced by modern healthcare systems in relation to value
  • - Understand and explain value-based healthcare, and its relationship to evidence-based healthcare
  • - Describe the subjective nature of value and critically examine its relationship with quality and efficiency in healthcare systems
  • - Outline the different strategies for using resources optimally in healthcare
  • - Explain the concepts of personal value, allocative value and technical value
  • - Discuss methods for optimising allocative value, and maximising resource use at national and local levels
  • - To present methods for optimising technical value and improving efficiency while attaining sustainability by designing population based systems
  • - Understand the role of the clinician in increasing both personal and population valu
  • - Explain how methods from culture change can be applied to transforming health services using the value paradigm
  • - Employ methods for communicating the importance of value

Selection criteria

Graduate-level, with at least two years’ experience in healthcare and health systems.

Gray Biography

Professor Sir Muir

Schedule 1 – Module Overview


Module 1 – Creating personalised and population healthcare (90 min Approx.)


Learning objectives:

  • To identify the differences between re-organisation and transformation in healthcare
  • To describe the healthcare revolutions of the last 100 years and the paradigm shifts of the last 50 years
  • To outline the healthcare paradigm for the next 20 years
  • To highlight the importance of identifying unwarranted variation
  • To examine what is meant by the term ‘overuse’

By the end of the module you will be able:

To discuss the three healthcare revolutions and the distinctive features of the Third Healthcare Revolution

To explain what is meant by the term ‘population healthcare’ and how it relates to the bureaucratic structure of a health service

To explain the limitations of structural reform and the steps that need to be taken to develop population healthcare

To understand how and why interest in population healthcare and value has developed

To identify how overuse, and the harm from overuse, is an inevitable consequence of increasing investment in healthcare



Module 2 – Increasing Triple Value: Improving outcomes and optimising resource use (120 min Approx.)


Learning objectives:

  • To define and explain the terms ‘value’, ‘waste’ and ‘stewardship’
  • To distinguish between the three dimensions of ‘Triple Value’ – personal, allocative and technical
  • To outline the relationship between quality and value
  • To compare, contrast and differentiate between technical value and efficiency, and between personal value and personalised medicine
  • To examine how allocative value and personal value can be increased

By the end of the module you will be able:

To explain resource allocation and distinguish between the different levels of decisions that determine the value derived from resources

To examine the responsibility of clinicians and patient organisations in resource allocation

To explain the concept of ‘Triple Value’ healthcare and understand why it is the new aim for 21st century healthcare

To distinguish between the economic and the moral meanings of the word ‘value’

To appraise the relationship between quality improvement and value improvement

To explain how people responsible for the allocation of resources can optimise value by the process of allocation between Programmes and, within each Programme, between systems

To assess how personal value can be optimised




Module 3 – Developing the third dimension of healthcare: population-based systems (90 min Approx.)


Learning objectives:

  • To define the term ‘system’
  • To explain the difference between ‘open’ and ‘closed’ systems
  • To explain the difference between ‘hard’ and ‘soft’ systems
  • To discuss what is meant by complexity and ‘complex adaptive systems’
  • To outline the seven steps in system design
  • To explain how networks deliver systems

By the end of the module you will be able to:

To identify the ways in which the objectives for a system differ from the aim of a system

To set a series of objectives for a system

To explain the different types of criteria or measures that can be used to assess progress towards meeting an objective

To explain how systems can increase the technical value of a health service

To define the term ‘action learning’ and explain how to develop a community of practice



Module 4 – Creating the new culture (90 min Approx.)


Learning objectives:

  • To define what is meant by ‘culture’ and ‘subculture’, and relate these concepts to healthcare
  • To explain the relationship of culture to systems and structure
  • To discuss the relationship between leadership and culture
  • To describe the steps that can be taken to create an appropriate culture for the 21st century – the culture of stewardship

By the end of the module you will be able:

To analyse the part that language plays in shaping and changing the culture

To explain how to create the culture required to minimise waste and optimise value

To explain to colleagues the meaning and importance of culture in healthcare

To appraise and understand the culture of a healthcare organisation

To influence the culture of an organisation



Module 5 – Personalisation: The other side of the coin to population healthcare (90 min Approx.)


Learning objectives:

  • To define the terms ‘personalisation’ and ‘personal value’
  • To explain the relationship between population and personal value
  • To explain the meaning of, and relationships between, recently created terms relating to decision-making, including ‘person-centred care’, ‘preference-sensitive decision-making’, the ‘silent misdiagnosis’ and ‘shared decision-making’
  • To review and critique the current and legal guidance on ‘informed consent’
  • To identify the obstacles to personalisation and analyse how they can be overcome

By the end of the module you will be able to:

To differentiate between personalised and precision medicine

To describe the concepts of shared decision-making, preference-sensitive decision-making and the silent misdiagnosis

To compare and contrast the usual practice of decision-making and ‘getting informed consent’, the new thinking following the Supreme Court ruling

To establish what would constitute good decision-making

To describe the obstacles to increase personalisation and explain how they can be overcome




Healthcare professionals, executive management, physicians, pharmacists, nurses, researchers, public health professionals, health finance professionals, policy makers, healthcare administrators, health insurance professionals.


JCI Accredited

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