NHS Improvement | May 2018| 12 million people to benefit from better joined up NHS and social care work
Over 12 million people will soon benefit from better joined up NHS and social care as four more areas, covering four and a half million extra people, are given more control to improve local services.
NHS England chief Simon Stevens and Ian Dalton, head of NHS Improvement, have called on the NHS to ‘supercharge’ integration as Gloucestershire, West Yorkshire and Harrogate, Suffolk and North East Essex and North Cumbria will join the ten areas already part of the integrated care development programme (NHS Improvement).
NHS England | March 2018 |NHS England and NHS Improvement: working closer together
NHS England has announced plans for greater collaboration between NHS England and NHS Improvement, outlining plans for greater integration at national level as well as in local health systems. While some of their functions are distinctive, such as each of their legal and statutory responsibilities and accountabilities, where possible integration will be combine forces for those areas where they can better work as one.
From September 2018 they propose
increased integration and alignment of national programmes and activities – one team where possible
integration of NHS England and NHS Improvement regional teams, to be led in each case by one regional director working for both organisations, and a move to seven regional teams to underpin this new approach.
They outline a number benefits of a more joined up approachm, these are described below:
work much more effectively with commissioners and providers in local health systems to break down traditional boundaries between different parts of the NHS and between health and social care
speak with one voice, setting clear, consistent expectations for providers, commissioners and local health systems
use NHS England and NHS Improvement’s collective resources more effectively and efficiently to support local health systems and the patients they serve remove unnecessary duplication and improve the impact from our work, delivering more for the NHS together than we do by working separately.
Simon Stevens, Chief Executive of NHS England and Ian Dalton, Chief Executive of NHS Improvement said: “The public see the National Health Service as a single organisation so, as we work to improve care for patients, it is right that the national leadership of the NHS work more closely. Together we are more than the sum of our parts.” (NHS England)
One year on from the launch of the Developing People- Improving Care, this report highlights how leaders across health and social care have implemented the framework | NHS Improvement
In 2016, thirteen organisations from health, social care and local government came together to create the Developing People Improving Careframework, based on national and international research, and conversations held with people across the health and care system.
One year on, this publication highlights some of the work taking place, demonstrating the steps people are already taking to ensure systems of compassion, inclusion and improvement, are at the core of the health and care system. The report also sets out plans for the year ahead.
Northumbria Healthcare NHS Foundation Trust has taken positive action to support the health and wellbeing of its staff through its reward offer.
This case study looks at the importance of communicating the entire reward offer to potential and existing staff, how the approach had been embedded in HR processes and the targeted approach to health and wellbeing.
As a result, there has been a positive impact in what staff think about the trust and there has been a reduction in short-term absence
This case study describes how Chelsea and Westminster Hospital NHS Foundation Trust has significantly reduced their agency spend by developing an app which allows locums to easily self-roster.
LocumTap has increased bank use from 30 to 70 per cent, is saving the trust approximately £40,000 a month for junior doctor shifts alone and is improving morale, recruitment and retention.
This case study highlights how Northern Devon Healthcare NHS Trust used reward, within a clear recruitment strategy, to attract employees, increase applications for roles, and reduce agency spend and nursing vacancies.