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 MuirUniversity of Oxford, UK
Sir Muir has worked for the National Health Service in England since 1972, occupying a variety of senior positions during that time, including serving as the Director of Research and Development for Anglia and Oxford Regional Health Authority, and then being the Director of the UK National Screening Committee. He founded the National Library for Health, and was the Director of Clinical Knowledge, Process, and Safety for the NHS (England) National Programme for IT, serving as the Director of the National Knowledge Service. He was the first person to hold the post of Chief Knowledge Officer of the NHS (England), also serving as the co-Director of the Department of Health’s Quality Innovation Productivity and Prevention (QIPP) Right Care Programme together with Sir Iain Chalmers, Muir was instrumental in establishing the Cochrane Collaboration.
Sir Muir is an internationally renowned authority on healthcare systems and has advised governments of several countries outside the UK including Australia, New Zealand, Italy, Spain and Germany. Sir Muir is also a Visiting Professor in the Nuffield Department of Surgical Sciences at the University of Oxford. He received the CBE in 2000 and was knighted in 2005 for services to the National Health Service.
Sir Muir is working on the Value Based Healthcare theme within the Nuffield Department of Primary Care Health Sciences and is interested in understanding and implementing value based healthcare, particularly focusing on the Triple Value framework:
- • Allocative value, determined by how the assets are distributed to different sub groups in the population
- • Technical value, determined by how well resources are used for all the people in need in each sub group
- • Personal value, determined by how well the decision relates to the values of each individual
Schedule 1 – Module Overview
Module 1 – Creating personalised and population healthcare (90 min Approx.)
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Learning objectives:
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
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Module 2 – Increasing Triple Value: Improving outcomes and optimising resource use (120 min Approx.)
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Learning objectives:
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
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Module 3 – Developing the third dimension of healthcare: population-based systems (90 min Approx.)
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Learning objectives:
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
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Module 4 – Creating the new culture (90 min Approx.)
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Learning objectives:
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
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Module 5 – Personalisation: The other side of the coin to population healthcare (90 min Approx.)
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Learning objectives:
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
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Online
Registration
Healthcare professionals, executive management, physicians, pharmacists, nurses, researchers, public health professionals, health finance professionals, policy makers, healthcare administrators, health insurance professionals.
