This final report of the Lord Darzi Review puts forward a 10-point plan to achieve this, as well as a 10-point offer to the public which sets out what the health and care system will be able to offer if
The ‘Our Digital Future’ Strategy outlines a number of shared principles for developing digital solutions between the partners of Healthier Lancashire and South Cumbria, which includes hospital trusts, NHS organisations and Local Authorities. The strategy covers five inter-connected themes to improve
This briefing looks at what can be learned from the vanguards’ efforts to design, test and deliver a variety of scalable and replicable new care models. It shares the lessons that other organisations and partnerships can take from the vanguards’
An Accountable Care Organisations (ACO) is a model of healthcare organisation where a provider, or group of providers, takes responsibility for the healthcare provision of an entire population. There is no fixed definition of an ACO, but the organisation usually receives an annual,
Leading Large Scale Change: a practical guide has been produced by the NHS England Sustainable Improvement Team and the Horizons Team, NHS England, to help all those involved in seeking to achieve transformational change in complex health and care environments.
Case study of the transformation of existing palliative care services into enhanced supportive care (ESC). . The multi-disciplinary ESC team covered all patients’ needs. It had strong financial support and worked with the oncology team, so that patients could access the ESC team at any stage
Revised case study many trusts are exploring options for moving care into the community. This case study demonstrates how one mental health has achieved this, and as a result improved patient care and reduced costs.
This case study covers the use of scanning (of products, places and patients) to improve efficiency and safety. It initially arose from a procurement strategy, but has now gone wider than that, addressing the wider NHS issue of having information readily available to make the right decisions.
Report that identifies challenges to delivering 7 day hospital services, for each challenges it offers a range of solutions: Implementing Clinical Standard 2 – time to first consultant review Understanding Clinical Standard 2 – time to first consultant review Job planning Winning hearts and
Summary of the Government’s Industrial Strategy white paper and its implications for the NHS. The white paper identifies that: How the UK approaches its ageing society is clearly a critical issue and identifies that new markets for associated innovations are being sought.
Report on the workforce challenges faced by the health care systems of 14 European countries that identifies the future challenges they face as: Demographics of the talent pool as societies age Changing expectations of reward, work-life balance and career flexibility
This report presents actionable ways to grow social movements based on the practical experience of over 40 people representing four social movements. It finds social movements: Grow in influence by engaging the right people in the right places at the right
Report from the Health Foundation that emphasises the value of local co-creation and testing of new care models, and offers useful learning for those seeking to drive the development of new models of care within sustainability and transformation partnerships and
The move from STPs through to accountable care systems responsible for planning and delivering whole population care and onwards to accountable care organisations is now beginning to pick up pace. This publication from NHS Providers sets out eight steps and key
This briefing on reconfiguration of NHS services includes recent policy developments, information on consultation and scrutiny powers, and drivers of major service changes.
This report has been co-authored with The Health Foundation. It outlines ten lessons for NHS leaders. These provide a starting point for leaders seeking to embed quality improvement in their work. The lessons are: Make quality improvement a leadership priority
The issue of governance in relation to sustainability and transformation partnerships (STPs), accountable care systems and new models of care is a priority consideration on the watching brief of the HFMA’s Governance and Audit Committee. Robust governance arrangements are needed as local plans are
House of Commons Library briefing detailing how sustainability and transformation partnerships have been developed, their funding and accountability arrangements as well as their progress so far. While they have no legal status a key role of these partnerships was the
Behavioral design teams (BDTs) are a successful model for applying behavioral insights within an organization. This model can be adapted to function in a health care setting to deliver effective change. They are most effective when they enjoy top-level executive
Communities of practice facilitate peer-based, collaborative learning between people with shared interests. Communities often form around entrenched, complex problem-areas for which there are likely to be multiple solutions or approaches – the kinds of ‘wicked issues’1 that benefit from being considered from