This is a policy report on re-imagining health innovation to deliver public value. A thriving health innovation system is characterised by its ability to generate new health technologies that improve public health and ensure access to effective treatments for the
Public value is value that is created collectively for a public purpose. This requires understanding of how public institutions can engage citizens in defining purpose (participatory structures), nurture organisational capabilities and capacity to shape new opportunities (organisational competencies); dynamically assess
A thriving health innovation system is characterised by its ability to generate new health technologies that improve public health and ensure access to effective treatments for the people who need them (World Health Organization, 2018). However, the existing health innovation
Tackling societal challenges, from climate change to improving public health and adjusting to demographic changes, require steering investments and innovation towards achieving concrete targets, such as those outlined in the Sustainable Development Goals. Technological, organisational and institutional innovations are key
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
Front-line practitioners and people who rely on health and care services have unrivalled expertise in how the system operates, but often have little influence or ownership over change. The 100 Day Challenge allows front-line staff and citizens to collaborate and
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
The health and social care system in Northern Ireland has seen seven fundamental reviews setting out major changes of direction in the last 20 years. Each has delivered a similar verdict: the country needs to reduce its reliance on hospitals,
Governments around the world are exploring what it means to actually ‘do’ innovation in the public sector. We all know that getting innovation to happen, to really stick, in a web of government bureaucracy and shifting political sands takes more
This report seeks to re-define commissioning beyond this narrow focus on delivery of a service against an identified need and instead establish the principles and mechanisms through which a more open and empowering approach – community commissioning – could be
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
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
This paper brings together views from Nesta on better ways of mapping and measuring public value. It builds on work Nesta has done in many fields – from health and culture to public services – to find more rounded and
This evaluation reports on the second year of the Leading Change, Adding Value framework for nursing, midwifery and care staff, (LCAV) and its implementation, so far.