A central part of the CCG assessment process is the CCG 360 Stakeholder Survey, case studies of good practice are presented in this report. A key aim of the survey is to enable NHS England to assess whether CCGs are
A central part of the CCG assessment process is the CCG 360 Stakeholder Survey, the findings of which are presented in this report. A key aim of the survey is to enable NHS England to assess whether CCGs are operating
This is the government response to the consulta tion on reviewing the 2016 to 2019 Public Health Outcomes Framework (PHOF). From 2019 to 2020, there will be 75 high level indicator categories which include 161 individual indicators. A full list
Integrated commissioning is where commissioners (those who plan, develop and purchase services) pool budgets across traditional boundaries, such as ‘health’ and ‘social care.’ The intention of this is to reduce duplication in service provision, where, typically, different bits of local
Over the past decade, successive governments have brought in a range of legislation, policies and programmes in an attempt to deliver on a vision of coordinated, person-centred care and better outcomes for children and young people with SEND. However, despite this
This handbook is for commissioners, providers and those leading the local transformation of radiology elective care services. It describes what local health and care systems can do to transform radiology elective care services at pace, why this is necessary and
This handbook is for commissioners, providers and those leading the local transformation of neurology elective care services. It describes what local health and care systems can do to transform neurology elective care services at pace, why this is necessary and
This handbook is for commissioners, providers and those leading the local transformation of general medicine elective care services. It describes what local health and care systems can do to transform general medicine elective care services at pace, why this is
Globally, healthcare leaders are increasingly looking to embed the principles of continuous improvement in their organizations. Empowering staff to deliver safe, high-quality, reliable care can provide a step-change in results. Continuous improvement helps address these obstacles by fostering a systematic and
Guidance on Better Care Fund planning requirements, which support the core NHS operational planning and contracting guidance for 2019 to 2020 that also details the Better Care Fund operating guidance.
This Long Term Plan Implementation Framework system support offer signposts the national and regional support systems can draw on to develop their five-year strategic plans.
Following the publication of the NHS Long Term Plan, NHS England and NHS Improvement committed to publishing an implementation framework, setting out further detail on how it would be delivered. Local systems are developing their five-year strategic plans which will
The North is enduring a severe job quality crisis. Record high employment figures conceal major deficiencies in the quality of work people are doing. And while every region of the country has seen an unprecedented squeeze on wages, real weekly
This guide sets out the different levels of management that make up an integrated care system, describing their core functions, the rationale behind them and how they will work together.
Observations of nine new NHS chief executives, with tenures from 18 months to 2.5 years. It outlines the views of the new NHS chief executives on the changes in leadership approach and culture that they believe will be required if
CCGs are responsible for improving the health of their populations. They do this by determining the health needs of the people they serve and ensuring there are high-quality services to meet these needs. CCGs are led by accountable officers –
Medical and nursing care have been separated from social care by deliberate design since the creation of the NHS. This is true with regard to the institutional and policy frameworks and also with regard to how care is provided in
Royal College of General Practitioners report that establishes vision for the future of General Practice suggesting that with the right tools, skills and investment, general practice can continue to deliver world class patient care and being a GP can be
Provides a demand-side, supply-side, practice and emergent view of factors that lead to 4-hour breaches with a particular focus on changes that have taken place since 2010. It scales the relative impact of each causal factor and aims to provide
Within 20 years, 90% of all jobs in the NHS will require some element of digital skills. Staff will need to be able to navigate a data-rich healthcare environment. All staff will need digital and genomics literacy. This Review is about both