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Annual Report
Our 2018/19 Annual Report Health and high quality care for all, now and for future generations HC 2293 NHS England Annual Report and Accounts 2018/19 NHS England is legally referred to as the National Health Service Commissioning Board. Presented to Parliament pursuant to the National Health Service Act 2006 (as amended by the Health and Social Care Act 2012). Ordered by the House of Commons to be printed 11 July 2019 HC 2293 © Crown copyright 2019 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us at: NHS England, Quarry House, Quarry Hill, Leeds, LS2 7UE. ISBN 978-1-5286-1036-0 CCS0219647926 07/19 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office Contents A view from Lord David Prior, Chair ............................................................................7 About NHS England ......................................................................................................9 Performance Report ......................................................................................................13 Chief Executive’s -
Care Quality Commission
A picture of the national audit office logo Report by the Comptroller and Auditor General Care Quality Commission Care Quality Commission – regulating health and social care HC 409 SESSION 2017–2019 13 OCTOBER 2017 Our vision is to help the nation spend wisely. Our public audit perspective helps Parliament hold government to account and improve public services. The National Audit Office scrutinises public spending for Parliament and is independent of government. The Comptroller and Auditor General (C&AG), Sir Amyas Morse KCB, is an Officer of the House of Commons and leads the NAO. The C&AG certifies the accounts of all government departments and many other public sector bodies. He has statutory authority to examine and report to Parliament on whether departments and the bodies they fund have used their resources efficiently, effectively, and with economy. Our studies evaluate the value for money of public spending, nationally and locally. Our recommendations and reports on good practice help government improve public services, and our work led to audited savings of £734 million in 2016. Care Quality Commission Care Quality Commission – regulating health and social care Report by the Comptroller and Auditor General Ordered by the House of Commons to be printed on 11 October 2017 This report has been prepared under Section 6 of the National Audit Act 1983 for presentation to the House of Commons in accordance with Section 9 of the Act Sir Amyas Morse KCB Comptroller and Auditor General National Audit Office 4 October 2017 HC 409 | £10.00 This report examines whether the Care Quality Commission is taking appropriate action to address the risks to people’s care. -
Health Research Authority Board Meeting Agenda Part 1 – Public Session
Page 1 of 63 HEALTH RESEARCH AUTHORITY BOARD MEETING AGENDA PART 1 – PUBLIC SESSION Date: Tuesday 24 July 2018 Time: 1.30pm – 3.15pm Venue: etc venues, Avonmouth House, 6 Avonmouth Street, London SE1 6NX Item Item details Time Attachment Page (mins) no 1. Apologies Verbal - Janet Messer Janet Wisely 2. Conflicts of interest Verbal - 3. Minutes of the last meeting 10 - 16 May 2018 A 4. Matters arising Verbal - Including: - HRA Annual Report and Accounts 2017-18 published 5. Update from Chair 5 Verbal - 6. Chief Executive update 10 To be tabled - 7. HRA Directorate update 5 To be tabled - 8. Transformation Programme update 10 B Including: - SIP Proportionality project 10 C 9. Update on progress of research transparency work 5 Verbal - 10. Pilot proposal for an HRA Accountable Centre Model for 15 D improvement evaluations Page 1 of 2 HRA Board Meeting Agenda – Part 1 (2018.07.24) Page 2 of 63 11. Finance report: April – June 2018 10 E Items for information 12. Annual Freedom of Information Report (2017/18) F 13. Annual Complaints Report (2017/18) G 14. Summary of 06.06.2018 Audit & Risk Committee meeting H 15. Out of session business conducted / External areas of Verbal interest since previous meeting 10 - Update regarding recruitment of Nick Hirst to support Research System Programme circulated 07 June 2018 - Statement issued by NIHR regarding Improving Performance in Initiating and Delivering Clinical Research circulated 07 June 2018 - Update regarding two studies to be published circulated 17 June 2018 16. Any other business 5 Verbal - (Any AOB items should be notified to the Head of Corporate Governance no later than 24 hours prior to the Board meeting barring exceptional circumstances) 17. -
Saving and Improving Lives: the Future of UK Clinical Research Delivery
Saving and Improving Lives: The Future of UK Clinical Research Delivery Published 23 March 2021 Saving and Improving Lives: The Future of UK Clinical Research Delivery Contents Ministerial foreword ....................................................................................................................... 3 The value of clinical research ....................................................................................................... 5 Our lifeline during COVID-19 ....................................................................................................... 5 Our opportunity to grow, adapt and improve ............................................................................... 6 Our hope for the future ................................................................................................................. 7 Our chance to help others ............................................................................................................ 8 Our time to act is now .................................................................................................................. 9 Our vision for UK clinical research delivery ............................................................................. 12 Clinical research delivery embedded in the NHS ...................................................................... 12 Patient-centred research ............................................................................................................ 12 Streamlined, efficient and innovative clinical -
NHSX Job Description and Person Specification
NHSX Job description and person specification Position Job title Digital Delivery Adviser Directorate/ Region NHSX Pay band AFC Band 8d Responsible to Director of Screening Transformation Salary Accountable to Director of Screening Transformation From £75,914 - £ 87,754 per annum Tenure Permanent Responsible for Responsible for day to day work assigned to the Digital Transformation of Screening Programme Funding Admin funded Base London/Leeds with travel between both locations Arrangements NHSX NHS England and NHS Improvement NHSX is leading the largest digital health and social care transformation NHSX is a joint until between DHSC and NHSE/I. This role is being recruited programme in the world and has been created to give staff and citizens the into NHSE/I. technology they need. NHS England and NHS Improvement (NHSE/I) came together on 1 April 2019 We are a joint unit made up of colleagues in the Department of Health and as a new single organisation. The NHS Long Term Plan focuses on delivering Social Care (DHSC) and NHS England and Improvement (NHSE/I) and integrated care to patients at the local level and we can best support the NHS will harness the best expertise from industry, the NHS, Government and to deliver this as a single integrated organisation. the health and care sectors. Our new operating model represents a strong shift to regional delivery NHSX will deliver the Health Secretary’s Tech Vision, building on the NHS supported by expert corporate teams. Local health systems are supported by Long Term Plan. We will speed up the digital transformation of the NHS and our integrated regional teams who play a major leadership role in the social care. -
A Buyer's Guide to AI in Health and Care
A Buyer’s Guide to AI in Health and Care 10 questions for making well-informed procurement decisions about products that use AI TRANSPARENCY CONFIDENTIALITY NOVEMBER 2020 PRIVACY AUTONOMY 4 1 ACCELERATINGTHE SAFEANDEFFECTIVE ADOPTIONOFAI INHEALTHANDCARE NHSX A Buyer’s Guide to AI in Health and Care 2 3 CONTENTS Foreword4 Procurementanddelivery64 Executivesummary6 Isyourprocurementprocessfair,transparentandcompetitive?64 Introduction18 Can you ensure a commercially and legally robust contractual outcome for your organisation,andthehealthandcaresector?66 Problemidentification22 Acknowledgements70 What problem are you trying to solve, and is artificial intelligence the right solution?22 Furtherinformation72 Productassessment24 Doesthisproductmeetregulatorystandards?24 Doesthisproductperforminlinewiththemanufacturer’sclaims?33 Implementationconsiderations48 Willthisproductworkinpractice?48 Canyousecurethesupportyouneedfromstaffandserviceusers?52 Can you build and maintain a culture of ethical responsibility around this project?54 What data protection protocols do you need to safeguard privacy and comply withthelaw?56 Canyoumanageandmaintainthisproductafteryouadoptit?60 AUTHORS Dr. Indra Joshi and Dominic Cushnan 4 5 Foreword Artificial intelligence (AI) is already impacting positively on our health and care This is where the Buyer’s Guide to AI in Health and Care comes in. It is aimed at system - for example, supporting diagnostic decisions, predicting care needs, anyone likely to be involved in weighing up the pros and cons of buying a informing resource planning, and generating game-changing research. We need product that uses AI. It is recommended reading for clinical and practitioner to harness its promise to reap tangible benefits for patients, service users and leads, chief officers, senior managers, transformation experts and procurement staff. That’s why the Government announced a £250m investment last year to leads. It offers practical guidance on the questions to be asking before and set up an Artificial Intelligence Laboratory (AI Lab). -
UNDERSTANDING the NEW NHS a Guide for Everyone Working and Training Within the NHS 2 Contents 3
England UNDERSTANDING THE NEW NHS A guide for everyone working and training within the NHS 2 Contents 3 NHS ENGLAND INFORMATION READER BOX Introduction 4 Directorate ◆ The NHS belongs to us all Medical Operations Patients and information Nursing Policy Commissioning development Foreword (Sir Bruce Keogh) 5 Finance Human resources NHS values 6 Publications Gateway Reference: 01486 ◆ NHS values and the NHS Constitution Document purpose Resources ◆ An overview of the Health and Social Care Act 2012 Document name Understanding The New NHS Structure of the NHS in England 8 Author NHS England ◆ The structure of the NHS in England Publication date 26 June 2014 ◆ Finance in the NHS: your questions answered Target audience Running the NHS 12 ◆ Commissioning in the NHS Additional circulation Clinicians working and training within the NHS, allied ◆ Delivering NHS services list health professionals, GPs ◆ Health and wellbeing in the NHS Description An updated guide on the structure and function of Monitoring the NHS 17 the NHS, taking into account the changes of the Health and Social Care Act 2012 ◆ Lessons learned and taking responsibility ◆ Regulation and monitoring in the NHS Action required None Contact details for Dr Felicity Taylor Working in the NHS 20 further information National Medical Director's Clinical ◆ Better training, better care Fellow, Medical Directorate Skipton House NHS leadership 21 80 London Road SE1 6LH ◆ Leading healthcare excellence www.england.nhs.uk/nhsguide/ Quality and innovation in the NHS 22 ◆ High-quality care for all Document status This is a controlled document. While this document may be printed, the The NHS in the United Kingdom 24 electronic version posted on the intranet is the controlled copy. -
Joint Framework: Commissioning and Regulating Together
With support from NHS Clinical Commissioners Regulation of General Practice Programme Board Joint framework: Commissioning and regulating together A practical guide for staff January 2018 Publications Gateway Reference: 07488 Contents 1. This framework ..................................................................................................... 3 1.1 Purpose of the framework .................................................................................... 3 1.2 Who this framework is for ..................................................................................... 3 1.3 The Regulation of General Practice Programme Board ....................................... 4 1.4 Our principles ....................................................................................................... 4 1.5 Changing landscape of primary care .................................................................... 4 2. Collaborative working arrangements ................................................................. 6 2.1 Benefits of collaboration ....................................................................................... 6 2.2 Routine information sharing ................................................................................. 6 2.3 Local meetings ..................................................................................................... 8 2.4 Support for improvement ...................................................................................... 8 2.5 Emerging and urgent concerns (non-routine) ...................................................... -
Health Education England Annual Report and Accounts 2020-21
Annual Report and Accounts 2020-21 Health Education England (Executive Non-Departmental Public Body) www.hee.nhs.uk We work with partners to plan, recruit, educate and train the health workforce. HC 266 Health Education England (Executive Non-Departmental Public Body) Annual Report and Accounts 2020-21 Presented to Parliament pursuant to Paragraph 26 (4) of Schedule 5 of the Care Act 2014 Ordered by the House of Commons to be printed on 15 July 2021 HC 266 © Crown copyright 2021 This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available at www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us via www.hee.nhs.uk ISBN 978-1-5286-2444-2 CCS0221001382 06/21 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office About Health Education England Health Education England exists for one reason only: our vision is to help improve the quality of life and health and care services for the people of England by ensuring the workforce of today and tomorrow has the right skills, values and behaviours, in the right numbers, at the right time and in the right place. Our purpose as part of the NHS, is We serve … to work with partners to plan, recruit, educate and train the health workforce. -
NHS England's Responsibilities for Quality
OFFICIAL Paper: PB.07.03.2018/10 NHS ENGLAND – BOARD PAPER Title: NHS England’s responsibilities for quality Lead Directors: Jane Cummings, Chief Nursing Officer Steve Powis, NHS England Medical Director Purpose of Paper: For Information This paper sets out NHS England’s functions relating to service quality. It outlines an initial map of the functions and processes in place, and how this translates into actions to improve service quality. The paper also suggests areas where we could ensure consistency of practice across these functions and the wider organisation, whilst recognising that our impending running cost cuts means overall we are going to have to do less, not more, as an organisation. The Board is invited to: Note the functions, processes and governance in place across the organisation, and how we work across NHS England in order to take action; and Note our work with NHSI and other ALBs to strengthen improvement capabilities across the NHS Page 1 of 14 OFFICIAL NHS England’s responsibilities for quality Purpose 1. This paper maps out NHS England’s formal functions relating to service quality. It gives an outline of the processes in place and how this translates into actions to improve service quality. The paper also suggests areas where we could ensure consistency of practice across these functions and the wider organisation. Background 2. The Health and Social Care Act 2012 states that NHS England has a duty to continually drive improvements in the quality of care across a comprehensive health service. Quality is defined in statute as having three dimensions: safety, clinical effectiveness and patient experience. -
Methodological Challenges in Post-Licensure Vaccine Safety Studies Using Large Routinely Collected Datasets
Methodological challenges in post-licensure vaccine safety studies using large routinely collected datasets by Julia Margaret Toffa-Stowe A thesis submitted in partial fulfilment of the requirements of the Manchester Metropolitan University for the degree of Doctor of Philosophy by Published Work (Route 2) Manchester Metropolitan University 2017 Table of Contents 1. Abstract 2. Acknowledgments 3. Introduction 3.1 Vaccine safety concerns past and present 3.2 Routinely collected health data 3.3 Pre-Licensure 3.4 Post-Licensure 3.4.1 Signal detection 3.4.2 Signal Strengthening 3.4.3 Individual Causality Assessment 3.4.4 Hypothesis Testing 3.4.5 Statistical Methods 3.5 Ethical and Legal framework 3.6 Summary 4. Critical account of Published Works 4.1 Study 1: Intussusception / Rotavirus vaccination 4.2 Study 2: Narcolepsy in adults / Pandemic Influenza vaccine 4.3 Study 3: Convulsions / Pandemic and Seasonal Influenza vaccine 4.4 Study 4: Bacterial and Viral Infections / Measles Mumps and Rubella vaccine 4.5 Study 5: Guillain-Barré syndrome / Seasonal Influenza vaccine 4.6 Study 6: Idiopathic Thrombocytopenic Purpura / second dose of Measles Mumps and Rubella Vaccine 4.7 Study 7: Bell’s Palsy / Seasonal Influenza vaccine 5. Methodological Challenges in Post-Licensure Vaccine Safety Studies 5.1 Setting up the study 5.2 Study design and dealing with confounding 5.3 Case identification 5.4 Defining index data 5.5 Cleaning Data 5.6 Media attention 5.7 Validation 5.8 Publication 5.9 The communication of risk 6. Conclusions 7. Published works 8. -
The Impact of Covid-19 on the Use of Digital Technology in the NHS
Briefing August 2020 The impact of Covid-19 on the use of digital technology in the NHS Rachel Hutchings Key points • The Covid-19 pandemic has resulted in the rapid adoption of digital technology in the NHS and significant changes in the delivery of services more widely – to free up space and capacity in acute hospitals, enable remote working and reduce the risk of infection transmission in NHS settings. Primary care in particular has seen a huge increase in remote appointments. • There has also been a surge in patients’ uptake of remote health services, including registrations for the NHS App, NHS login and e-prescription services. • These changes have happened at an incredible pace. Central bodies have taken steps to enable the changes to occur, providing guidance on information governance and fast-track procurement frameworks, for example. Meanwhile, health care professionals have had to respond innovatively to continue to provide services to patients. • But despite the undeniable progress that has been made, it is important to proceed with caution. Especially when changes happen at such a pace, there are possible risks and downsides. • It is essential that we understand – through robust evaluation and research – what the impact of the rapid shift towards digital technology has been on clinical practice, patients’ access to and quality of care, and the experiences of patients and staff. Studies in these areas remain limited, so more work is needed to learn from the experience and determine whether we need to revisit existing priorities. • To embed the positive work that has been done during the pandemic and ensure that it is sustainable in the future, it needs to be underpinned by adequate funding, infrastructure and the necessary workforce.