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Patient journeys within psychiatric intensive care: payments by results versus lean pathways development

Published online by Cambridge University Press:  08 January 2013

Thomas Kearney ,
Stephen Dye  and
Faisil Sethi
Thomas Kearney*
Affiliation:
Area Service Manager, Avon and Wiltshire Partnership Trust Senior Associate Lecturer Operational Management/Change Management and Lean Six Sigma, Oxford Brookes University, School of Health and Social Care
Stephen Dye
Affiliation:
Consultant In-Patient Psychiatrist, Norfolk and Suffolk NHS Foundation Trust
Faisil Sethi
Affiliation:
Consultant Psychiatrist in Psychiatric Intensive Care, Maudsley Hospital, South London and Maudsley NHS Foundation Trust
*
Correspondence to: Thomas Kearney, Jenner House, Langley Park, Chippenham, SN15 1GG. E-mail: thomas.kearney@awp.nhs.uk
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Abstract

Over the next year there will be a major change in the way mental health services are funded within the UK. Block contracts will be dismantled and the future will be populated by clusters of patients along pathways that are costed for and agreed upon locally between commissioners (who will pay for the pathway) and service providers (who will deliver what is specified within the agreed pathway) (Department of Health, 2011). However, will these pathways lead to gold or be muddied by confusion within a maze of complexity due to variations of ill defined care? This paper highlights potential difficulties with the proposed arrangements and gives possible solutions.

Type
Commentary
Information
Journal of Psychiatric Intensive Care , Volume 9 , Issue 1 , April 2013 , pp. 4 - 11
Copyright
Copyright © NAPICU 2013

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