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| 1)
Strategy |
Session
1)a
9.30
What do patients really
want? |
•
What do patients tell us
about what they want
• What information
is available to measure
this
• How can this be
presented to be most useful?
Mr
Gareth Cruddace
Programme
Director, PCTs – Fitness
for Purpose, Department
of Health |
Session
1)b
10.30
Developing a Brand: Experience
from the commercial Sector |
•
The approach
•
The Culture
•
The Challenge
•
The Future
Ashley
Stockwell
Group
Marketing & Brand Director,
Virgin |
Session
1)c
11.45
Impact of PBC on Acute trusts |
•
What
will PBC look like?
• How
will commissioning develop?
•
Impact on Acute Trusts
Richard
Lewis
Senior
Fellow, The King’s
Fund |
Session
1)d
1.30
The role of Information
in Healthcare Marketing
|
•
What
do Trusts need to do in
order to survive in the
competitive world of Patient
Choice?
•
What information will
patients need to make
their health decisions?
•
Who will be using the
services and why?
•
How can you target a patient
as you would a customer?
Tim Kelsey
Chairman of the management board of Dr Foster Intelligence |
Session
1)e
2.45
What’s happening in
the Independent Sector |
•
The
changing marketplace dynamics
•
The need for a level playing
field
•
Customer expectations
•
New opportunities for partnership
working
Geoff
Benn
Group Marketing Director,
Care UK |
Session
1)f
3.45
Advertising regulation:
Prevention is better than
cure. A guide to advertising
rules and regulations |
•
Advertising
regulation in the UK
•
The advertising codes: Key
issues and examples
•
Getting advice: Fast, free
advice before you publish
Advertising
Standards Authority
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| 2)
Finance |
Session
2)a
9.30
Returning from the red –
top tips |
•
Driving cultural change
• Tightening systems
of control and accountability
• Being brave on
procurement
• Using reference
costs ‘vs’
tariff to tailor effort
• Focus on big ticket
items like agency costs
Dr
Graham Rich
Chief
Operating Officer, United
Bristol Healthcare Trust |
Session
2)b
10.30
Audit Commission brief on
Annual Accounts |
•
Issues for 2005/2006
accounts
•
Key Aspects of an
effective final accounts
audit
Claire
Johnston
Professional Support Manager,
Audit Commission |
Session
2)c
11.45
Ensuring financial stability
in an era of PBC and Choice |
Peter
Shanahan
Finance Director, United
Hospitals Birmingham NHS
Foundation Trust |
Session
2)d
1.30
Early Lessons – Financial
Management of PbR and PBC |
•
Implications of PBC on
PbR
• Information requirements
• Data quality
• Connecting for
Health
Caroline
Clarke
Finance Director, Homerton
University NHS Foundation
Trust |
Session
2)e
2.45
Developing a change in financial
culture |
•
Cultural implications
of the new financial regime
•
Opportunities and
barriers to the changes
•
Case studies
Jacque
Mallender
Managing Director, Matrix
Research and Consultancy |
Session
2)f
3.45
Cost reduction, efficiency
and improvement |
| Speaker
TBC |
|
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| 3)
Operations |
Session
3)a
9.30 Avoiding
failure: Future service
models |
•
Exploring the concept
of the ‘Principle
provider’ –
vesting leadership for
service design and resource
management with one organisation
• Sharing risks,
costs, benefits &
income: A Joint Venture
Service
• PBC: enabling
redesign and integration
of clinical practice without
the need for vertical
integration
David
Dalton
Chief
Executive, Salford Royal
Hospital Trust |
Session
3)b
10.30 Mergers
on the horizon? |
•
What’s behind
the ‘urge to merge’
– CPLNHS, Choice,
Foundation Trusts
•
Assessing the impact
of mergers & why most
mergers go wrong
•
Learning from the
private sector
•
Exploring the role
of NHS senior leaders at
times of organisational
transition
Jay
Bevington
Associate Director of Board
Development, NHS Clinical
Governance Support Team |
Session
3)c
11.45 Real
capacity & demand management
– the key to a low
wait NHS |
•
A capacity plan based
on historic activity may
cause Acute providers problems
in a reformed NHS
•
Providers should
seek to understand their
‘production function’
(‘real’ capacity)
•
Commissioners who
do not understand the real
capacity of providers to
deliver genuine low waits
may mislead patients under
choice
•
PbR and PBC cannot
deliver maximum reform without
a demand management strategy
linked to ‘real’
capacity
•
Results from a ‘real
capacity’ model will
be shown and discussed
Joe
Rafferty
Director of Performance
and Improvements, Cumbria
and Lancashire SHA |
Session
3)d
1.30 Using
Information to predict demand |
•
What information is available
• How and why to
exploit it
• The management
and analysis of information
to improve clinical and
financial performance
Roger Taylor
Research Director, Dr Foster Intelligence
|
Session
3)e
2.45 Providing
Primary Care Services |
•
Vertical Integration:
Desirable or not?
•
Competition Issues?
•
Practicalities:
How, What, When and Where?
Rory
McCrea
Director, ChilversMcrea |
Session
3)f
3.45
The outcome of the NHSFT
Pilot Diagnostic Process |
•
Developing the diagnostic
tool kit
•
The diagnostic process
as a development tool for
organisations
•
A view from a wave
3 FT Project Director: Les
Williams, Dudley Group of
Hospitals
•
Role of the SHA
in identifying action plans
and future development needs
for Trusts in becoming fit
for purpose
Deborah
Shaw
NHS Foundation Trust Programme
Director, Birmingham and
the Black Country SHA
Les
Williams
Director of Corporate Development
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