DOCSLIB.ORG

Nhs Improvement Plan: Putting People at the Heart of Public Services 3

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Nhs Improvement Plan: Putting People at the Heart of Public Services 3 The NHS Improvement Plan Putting People at the Heart of Public Services The NHS Improvement Plan Putting People at the Heart of Public Services Presented to Parliament by the Secretary of State for Health by Command of Her Majesty June 2004 Cm 6268 £17.75 READER INFORMATION Policy All HR/Workforce Performance Management IM & T Planning Finance Clinical Partnership Working Document Purpose Policy and action ROCR Ref: Gateway Ref: 3398 Title The NHS Improvement Plan – Putting People at the Heart of Public Services Author DH Publication Date 24 June 2004 Target Audience PCT CEs, NHS Trust CEs, SHA CEs, Care Trust CEs, Directors of PH, Directors of Nursing, PCT PEC Chairs, NHS Trust Board Chairs, Communications Leads, WDC CEs, Medical Directors, Special HA CEs, Directors of HR, Directors of Finance Circulation List Voluntary Organisations, NDPBS, Directors of Social Services, Local Authority CEs, Others Description Cross Ref The NHS Plan, July 2000 Superseded Doc N/A Action Required N/A Timing N/A Contact Details The NHS Improvement Plan Room 431 Richmond House 79 Whitehall London, SW1A 2NS For recipient use © Crown Copyright 2004 The text in this document (excluding the Royal Arms and departmental logos) may be reproduced free of charge in any format or medium providing that it is reproduced accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the document specified. Any enquiries relating to the copyright in this document should be addressed to The Licensing Division, HMSO, St Clements House, 2-16 Colegate, Norwich NR3 1BQ. Fax: 01603 723000 or e-mail: [email protected] Contents Foreword by the Prime Minister 3 Preface by the Secretary of State for Health 5 Executive summary 8 Section 1: Laying the foundations 13 1) Progress so far 15 Section 2: Offering a better service 25 2) High-quality and personalised care 27 3) Supporting people with long-term conditions to live healthy lives 34 4) A healthier and fitter population 42 Section 3: Making it happen 49 5) Investment, new capacity and diversity of provision 51 6) More staff working differently 58 7) Getting information to work for the patient 64 8) Aligning incentives with patients and professionals 68 9) Empowering local communities 74 THE NHS IMPROVEMENT PLAN: PUTTING PEOPLE AT THE HEART OF PUBLIC SERVICES 3 Foreword Tony Blair, Prime Minister 1 The National Health Service (NHS) is one of investment alone would have delivered some our country’s proudest achievements and an improvements in the NHS. But it would not essential strand in the fabric of our nation. by itself, for example, have halved maximum Despite past frustrations, the NHS and its waiting times or delivered many of the other values – healthcare for all according to need, improvements the public can see in their not ability to pay – retain overwhelming public own local health services. support. So, too, do its dedicated, skilled and compassionate staff. 6 These improvements have happened because we realised that while the values 2 The Government has recognised the crucial of the NHS remain as relevant today as half role of the NHS in our national life and has a century ago, the system for delivering them also faced up to its problems. The NHS Plan, was badly out of date. A system devised for launched in July 2000, drawn up with the help a time of rationing and shortages cannot be of staff, patients and other stakeholders, set right for a century when the public expect high- out a programme of sustained investment and quality products, better services, choice and reform to turn the NHS around, make it more convenience. So over the last seven years, responsive to patients and more in tune with with the help of NHS staff, we have the times. The NHS Plan has delivered real overhauled and modernised the system, progress in healthcare across the country. focusing on expanding and improving services and access to care and treatment. 3 There are thousands more doctors and nurses. Dozens of new hospitals have opened 7 We make no apology for driving many of or are under way. Waiting times have been these reforms from the centre. Now we can reduced. Death rates from cancer and heart move to the next stage envisaged in The NHS disease are sharply down. A series of Plan to reshape the health service around the authoritative reports has found the NHS is needs and aspirations of its patients, not least firmly on the road to a full recovery. because the speed of progress means waiting for treatment will soon no longer be the major 4 We have made a good start. But, as the problem. And this requires us to put power in NHS has improved, so rightly have people’s the hands of patients rather than Whitehall. expectations of it increased. With the journey to a world-class health service in all, not just 8 We are investing to continue increasing some parts, of the NHS still to be completed, capacity throughout the NHS. And because now is not the time to falter. of this increased capacity, we can continue to extend choice. So there will be more choice 5 There will be voices, we know, urging us to given to patients over how they are treated slow down or perhaps stop altogether. In many and where. They will have the power to cases they are the same voices which have choose between hospitals, including the new warned against the pace of change over the treatment centres. We will continue to reduce last seven years. They are right that dramatically waiting times from referral by a 4 FOREWORD BY THE PRIME MINISTER GP to the start of hospital treatment. More care for long-term conditions will be provided closer to home or in the home itself. Easier access and more choice over medicines will be provided to patients. Local communities are to be given more power over the priorities of local health services. A greater emphasis will be given in the NHS to public health, to prevent illnesses and not just to treat them – whether it is old challenges like smoking or new ones such as obesity. 9 Our aim is to reshape the NHS, building on The NHS Plan, so it is not just a national health service but also a personal health service for every patient. We want to provide more choice for every patient, irrespective of the money in their pocket, funded through the collective finance of the nation and organised by the collective nature and standards of the NHS. It is an ambitious goal. This plan shows how we intend to support NHS staff to achieve it. Tony Blair Prime Minister THE NHS IMPROVEMENT PLAN: PUTTING PEOPLE AT THE HEART OF PUBLIC SERVICES 5 Preface The Rt Hon John Reid MP Secretary of State for Health 1 The NHS was founded on two fundamental patients having faster access to the care they principles. The first is that there should be need. Since 1997: equal access to treatment for all, based on clinical need and regardless of the patient’s G The maximum waiting time for an operation ability to pay. The second is that collective has fallen from 18 months to less than nine funding of the NHS, through national taxation, months is the most effective way to ensure that quality care is available to all, since paying for all G The maximum waiting time for an outpatient healthcare possibilities is beyond personal appointment has fallen from 26 weeks to financial means. These two principles remain 17 weeks central to our vision for the future of the NHS. To enable us to implement them we need to G 97% of patients are now able to see a GP make sure that the NHS is fit for purpose within two days today, and to do that we need to invest and reform. G Growing numbers of patients are taking advantage of new services such as NHS 2 Sustained investment is already transforming Direct and NHS Walk-in Centres the NHS. Investment has increased from £33 billion in 1996/97 to £67.4 billion in 2004/05. G 94% of patients are seen, diagnosed and Spending on buildings and equipment has treated within four hours of arrival at increased from £1.1 billion to £3.4 billion. This accident and emergency. investment has enabled the NHS to expand its capacity to care for patients. The NHS today 5 There have also been improvements in has more doctors, more nurses, more the quality of care, achieved through the healthcare staff, more and better buildings, development and delivery of National Service state-of-the-art equipment and more life-saving Frameworks and the work of the Healthcare drugs. But investment without reform is not Commission in inspecting NHS services and enough. working to improve clinical governance. More treatment and care are now available closer to 3 NHS front-line staff are being incentivised to home. Patient choice has begun to have an become increasingly innovative and creative. impact on the way in which the NHS works. The new pay contracts for nearly all NHS staff There has been clear progress in tackling provide a powerful package of incentives to the country’s biggest killer diseases, with reward the health professions for their premature deaths from cancers and heart commitment to improving both patient care disease falling at the fastest rate of any and the health of the population. European country. 4 This combination of investment and reform is 6 Increases in staff numbers since 1997 are now beginning to make a real difference, with also improving services for patients.
Load more

Recommended publications
  • Reporting and Rating NHS Trusts' Use of Resources
    Summary of consultation responses: Reporting and rating of NHS trusts’ use of resources March 2018 Contents 1. Introduction and overview ................................................................................... 3 2. Key themes of the consultation .......................................................................... 7 2.1 Introduction ........................................................................................................ 7 2.2 A transparent and streamlined approach to working together ........................... 8 What you said ....................................................................................................... 8 What we will do .................................................................................................... 9 2.3 A clear approach to displaying and communicating the new assessments and ratings .................................................................................................................... 11 What you said ..................................................................................................... 11 What we will do .................................................................................................. 12 2.4 Fair, proportionate and consistent rules for combining the Use of Resources rating with CQC’s existing quality ratings ............................................................... 13 What you said ..................................................................................................... 13 What we will do .................................................................................................
    [Show full text]
  • Clinical Negligence Cases in the English NHS: Uncertainty in Evidence As a Driver of Settlement Costs and Societal Outcomes
    Health Economics, Policy and Law (2021), page 1 of 16 doi:10.1017/S1744133121000177 ARTICLE Clinical negligence cases in the English NHS: uncertainty in evidence as a driver of settlement costs and societal outcomes Alexander W. Carter1* , Elias Mossialos1,2 , Julian Redhead3 and Vassilios Papalois3,4 1Department of Health Policy, London School of Economics & Political Science, London, UK, 2Institute of Global Health Innovation, Imperial College London, London, UK, 3Imperial College Healthcare NHS Trust, London, UK and 4Department of Surgery & Cancer, Faculty of Medicine, Imperial College London, London, UK *Corresponding author. Email: [email protected] (Received 1 May 2020; revised 15 March 2021; accepted 17 March 2021) Abstract The cost of clinical negligence claims continues to rise, despite efforts to reduce this now ageing burden to the National Health Service (NHS) in England. From a welfarist perspective, reforms are needed to reduce avoidable harm to patients and to settle claims fairly for both claimants and society. Uncertainty in the estimation of quanta of damages, better known as financial settlements, is an important yet poorly char- acterised driver of societal outcomes. This reflects wider limitations to evidence informing clinical negli- gence policy, which has been discussed in recent literature. There is an acute need for practicable, evidence-based solutions that address clinical negligence issues, and these should complement long-stand- ing efforts to improve patient safety. Using 15 claim cases from one NHS Trust between 2004 and 2016, the quality of evidence informing claims was appraised using methods from evidence-based medicine. Most of the evidence informing clinical negligence claims was found to be the lowest quality possible (expert opinion).
    [Show full text]
  • Oversight of NHS-Controlled Providers: Guidance February 2018
    Oversight of NHS-controlled providers: guidance February 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that are financially sustainable. Contents 1. Summary ................................................................................... 2 2. Our oversight of NHS-controlled providers ................................ 3 Annex A: NHS-controlled provider licence conditions .................... 7 1 | > Contents 1. Summary The NHS provider licence is a key part of NHS Improvement’s regulatory and oversight system (in this document, references to NHS Improvement are to Monitor and the NHS Trust Development Authority, TDA). Following the Health and Social Care Act 2012 (the Act), Monitor consulted on the first set of provider licence conditions for NHS foundation trusts and independent providers in 2013 and started issuing licences to foundation trusts in April 2013. Independent providers have been required to hold a licence since April 2014. Although NHS trusts are not legally required to hold a licence, in practice NHS Improvement applies the key conditions of the licence to NHS trusts, in line with the principles of the Single Oversight Framework (SOF) for NHS trusts and foundation trusts (collectively referred to as NHS providers). Following consultation between 13 September and 12 October 2017, we are extending our oversight of NHS-controlled providers, as outlined in section 2. 2 | > Oversight of NHS-controlled providers: our policy position 2. Our oversight of NHS- controlled providers 2.1 Why oversee NHS-controlled providers? NHS foundation trusts’ principal purpose is to provide goods and services for the purposes of the NHS in England. They are not-for-profit, public benefit corporations created to devolve decision-making from central government to local organisations and communities.
    [Show full text]
  • Developing a Patient Safety Strategy for the NHS Proposals for Consultation
    Developing a patient safety strategy for the NHS Proposals for consultation December 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that are financially sustainable. Contents The purpose of this consultation ..................................................... 2 Background ..................................................................................... 3 What is patient safety? .......................................................................................... 3 Who are the national patient safety team? ............................................................ 3 Where are we now? .............................................................................................. 4 Our challenges ...................................................................................................... 5 Our proposed aims and principles .................................................. 7 A just culture .......................................................................................................... 7 Openness and transparency ................................................................................. 8 Continuous improvement ...................................................................................... 8 What we are proposing ................................................................. 10 Context ................................................................................................................ 10 Insight .................................................................................................................
    [Show full text]
  • HEE Business Plan 2019/20
    Health Education England Health Education England Business Plan 2019/20 Developing people for health and healthcare www.hee.nhs.uk Contents Foreword .....................................................................................................................4 Introduction .................................................................................................................6 Section 1 - HEE Strategic Goals and Core Responsibilities .......................................7 Section 2 - HEE Action Plan 2019/20 ........................................................................12 Section 3 - Financial Requirements ..........................................................................24 Section 4 - Strategic Context ....................................................................................26 Section 5 - About HEE ...............................................................................................27 Section 6 - Enablers of Change ................................................................................32 Section 7 - Strategies and Subsidiary Plans ............................................................34 Section 8 - Information Strategy .............................................................................36 Section 9 - Performance Reporting ..........................................................................37 Section 10 - Contact Information .............................................................................40 3 Foreword Foreword from our Chairman and Going
    [Show full text]
  • Agency Staff in the NHS
    This is a repository copy of Agency staff in the NHS. White Rose Research Online URL for this paper: https://eprints.whiterose.ac.uk/150202/ Book Section: Grasic, Katja (2016) Agency staff in the NHS. In: Curtis, Lesley and Burns, Amanda, (eds.) Unit Costs of Health and Social Care 2016. Personal Social Services Research Unit, University of Kent at Canterbury , p. 7. Reuse Items deposited in White Rose Research Online are protected by copyright, with all rights reserved unless indicated otherwise. They may be downloaded and/or printed for private study, or other acts as permitted by national copyright laws. The publisher or other rights holders may allow further reproduction and re-use of the full text version. This is indicated by the licence information on the White Rose Research Online record for the item. Takedown If you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing [email protected] including the URL of the record and the reason for the withdrawal request. [email protected] https://eprints.whiterose.ac.uk/ Unit Costs of Health and Social Care 2016 7 Agency staff in the NHS Katja Grasic Introduction The quality of care and safety of patients in NHS hospitals depend on having an adequate number of skilled healthcare professionals. Growing shortages of qualified clinical and non-clinical staff have led to increasing reliance on agency staff to resolve staffing shortfalls and ensure safe staffing numbers. This has engendered a rapid growth in agency expenditure, and contributed to deficits in hospital budgets (King’s Fund, 2015a).
    [Show full text]
  • 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.
    [Show full text]
  • NHS England and NHS Improvement Is the Umbrella Body That Oversees Healthcare
    “No society can legitimately call itself civilised if a sick person is denied medical aid because of lack of means” 1962 hospital 1990 internal 2012 Lansley 2019 long plan market reforms term plan NHS is 1974 health 2000 NHS 2014 5-year born authorities plan forward view • Medicines & Healthcare products • NHS Blood and Transplant Regulatory Agency • NHS Business Services Authority • Public Health England • NHS Resolution • NHS Counter Fraud Authority Commissioners Central Support and Improvement Regulators • NHS England/NHS Improvement • National Institute of Health and Care Excellence • Care Quality Commission • Health Education England • NHS England/NHS Improvement • NHS Digital • Human Fertilisation and Embryology Authority • Human Tissue Authority • Health Research Authority ▪ The Department for Health and Social Care is the government department responsible for funding and coming up with policies to do with healthcare in the UK. ▪ NHS England and NHS Improvement is the umbrella body that oversees healthcare. It is an independent body, which means that the Department for Health cannot interfere directly with its decisions. ▪ Clinical Commissioning Groups (CCGs) are responsible for commissioning healthcare for their local area. They are run by GPs, nurses and consultants who assess local health needs and commission the services to meet them. They are in charge of around 60% of the NHS budget. ▪ NHS Foundation Trusts and NHS Trusts provide the care that the CCGs commission. They include hospital, ambulance, mental health, social care
    [Show full text]
  • Dear Dido I Am Writing to You to Confirm NHS Improvement's Current Objectives and the Schedule of Meetings Through Which You W
    Philip Dunne MP Minister of State for Health Richmond House 79 Whitehall London SW1A 2NS Baroness Dido Harding Tel: 020 7210 4850 Chair, NHS Improvement Wellington House 133-155 Waterloo Road London, SE1 8UG 21 December 2017 Dear Dido I am writing to you to confirm NHS Improvement’s current objectives and the schedule of meetings through which you will be held to account for delivery. NHS Improvement’s objectives from now until 2020 are aligned with the health sector’s Shared De- livery Plan which outlines the Government’s priorities for health and care services. In delivering these objectives NHS Improvement is expected to continue to take a health-economy wide approach to ensuring clinically and financially sustainable health services which improve overall health outcomes and reduce health inequalities. NHS Improvement will also need to estab- lish and foster close and effective working relationships with NHS England, Health Education Eng- land (HEE), other national NHS bodies, and with the provider sector in order to drive improvements throughout the sector. Key to NHS Improvement’s success will be its delivery of a balanced NHS budget whilst driving improvements in the efficient use of resources and increasing productivity in NHS providers. To achieve this, the support provided by NHS Improvement to the provider sector must continue to be tailored to the needs of the sector and to the very specific, differing needs of the organisations that it comprises. We will continue to hold you to account through a series of formal meetings. At mid-year and end- of-year Ministerial accountability meetings will be held.
    [Show full text]
  • Health Education England's Written Evidence for 2021/22 March 2021
    NHS Pay Review Body Health Education England’s written evidence for 2021/22 March 2021 (LEAVE BLANK) March 2021 Page 2 of 15 1. Introduction 1.1. Health Education England (HEE) welcomes the opportunity to submit evidence to The NHS Pay Review Body (NHS PRB) as part of its national process of gathering evidence from interested parties to inform the recommendations for 2021/22. 1.2. HEE’s evidence provides an update on our key areas of responsibility, namely medical trainee recruitment and our range of initiatives to drive reform in postgraduate medical education. We have also included information on the impact of COVID-19 and the resultant and associated financial challenges. 1.3. Our evidence has been provided in the light of the broad strategy outlined in the NHS Long Term Plan and We are the NHS: People Plan for 2020/21. 2. Health Education England 2.1. HEE was created by the NHS reforms of 2012 which abolished Strategic Health Authorities (SHAs) and Primary Care Trusts (PCTs). The functions of these organisations were given to new bodies including the NHS Commissioning Board, Clinical Commissioning Groups, The Trust Development Authority, and to HEE. HEE was originally created as a Special Health Authority in 2013 and was formalised by the Care Act 2014 as a statutory Arm’s Length Body of the Department of Health and Social Care. 2.2. HEE is the NHS body that works with others to plan, educate and train the health workforce. To deliver this purpose, HEE: • seeks out, invests in and quality assures the best education and training for trainees, new roles and current professionals; intervening where quality, environment or supply are not meeting the needs of learners or the NHS; • ensures new evidence-based science, digital technology, skills and knowledge enhance both individual staff and multi-professional teams; • co-operates and collaborates with partners across health and education, respecting each other’s roles, expertise and responsibilities.
    [Show full text]
  • Information Governance Operating Model 2020-2022
    INFORMATION GOVERNANCE OPERATING MODEL 2020 - 2022 Corporate Information Governance, NHS England and NHS Improvement Information Governance Policy Team, NHSX NHS England and NHS Improvement Enabling a lawful and ethical culture for the use of information to deliver and improve our high-quality patient care Contents 1. Executive summary ......................................................................................................................................... 3 2. Introduction ....................................................................................................................................................... 4 3. IG responsibility scope .................................................................................................................................. 5 4. Joint working .................................................................................................................................................. 10 5. Corporate IG team ......................................................................................................................................... 11 6. IG Policy team (NHSX) .................................................................................................................................. 19 7. Governance framework ................................................................................................................................ 22 Appendix A – Corporate IG structure ..............................................................................................................
    [Show full text]
  • Achieving a Digital NHS Lessons for National Policy from the Acute Sector
    Research report May 2019 Achieving a digital NHS Lessons for national policy from the acute sector Sophie Castle-Clarke and Rachel Hutchings Acknowledgements We are grateful to everyone at the trusts we visited who participated in our interviews and focus groups and supported the organisation of our visits. We are also grateful to all of the individuals who participated in the scoping conversations and the policy workshop. Special thanks to the reviewers who provided comments on an earlier draft including Helen Buckingham (Director of Strategy and Operations, Nuffield Trust), Nigel Edwards (Chief Executive Officer, Nuffield Trust), Harry Evans (Researcher, The King’s Fund), John Farenden (Senior Programme Lead, Local Health and Care Record Programme, NHS England), Iain Fletcher (Senior Programme Lead for Blueprinting, Global Digital Exemplar Programme, NHS England), Lorraine Foley (Chief Executive, Professional Record Standards Body), James Freed (Chief Information Officer, Health Education England), Dr Charles Gutteridge (Chief Clinical Information Officer, Barts Health NHS Trust), Dr Sarah Scobie (Deputy Director of Research) and Ann Slee (Associate Chief Clinical Information Officer (Medicines) and e-prescribing lead, NHS England). With particular thanks to Rob Parker (Associate Chief Information Officer, NHS England) for his continued support and assistance with the project. Finally, we are grateful for the small contribution NHS England made to the funding of this project. Find out more online at: www.nuffieldtrust.org.uk/research Contents Foreword 2 Summary 3 Introduction 9 1 The role of national policy in achieving a digital health system 13 2 Configuring a digital workforce 31 3 Working with digital suppliers 49 4 Making use of data across the system 56 5 Funding and sustainability 65 6 Reflecting on the Global Digital Exemplar and Fast Follower programme 74 7 Concluding thoughts 86 Glossary 89 References 94 Achieving a digital NHS 1 1 2 3 4 5 6 7 Foreword Digitising the NHS has been an important goal of national policy for many years.
    [Show full text]