Developing system turnaround
For local health and care economies, moving from vision to reality in delivering true system turnaround and financial benefit requires a phased approach that starts with aligning understanding the cost drivers in the system, taking short term tangible actions, and aligning long-term change and solutions strategically and with quantifiable benefits.
We believe that developing this system alignment is essential, prior to making organisational changes to provision – otherwise there is a risk of putting immediate short-term prior to transformational change; ending up with a solution that does not match local population needs; and spending long periods of time focusing on internal cost cutting that fail to achieve tangible changes to the way in which care is delivered for the benefit of the population.
For example, in our experience of developing system turnaround approaches, tangible short and intermediate milestones may be represented first through the definition of a shared system understanding of the baseline situation, cross organisational impact, and true underlying position both now and planned delivery. Then rapidly moving onto a situation of agreed longer term change including the detail of short and long term financial, contractual, and agreed benefit pans.