DOCSLIB.ORG

A Digital Framework for Allied Health Professionals Our 3 Ambitions

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
A Digital Framework for Allied Health Professionals Our 3 Ambitions England 01100100 01101001 01100111 01101001 01110100 01100001A Digital 01101100 Framework 01101100 01111001 00100000 01101101 01100001 01110100 01110101 01110010 01100101for Allied00100000 Health01100001 01101000 01110000 00100000Professionals 01110011 01100101 01110010 01110110 01101001 01100011 01100101 01110011 #AHPsintoAction H t u Contents Contents 2 and interoperability with shared services and partner organisations? 17 Contents Foreword by Suzanne Rastrick, Digitally enabled AHP service transformation 18 Foreword by Suzanne Chief Allied Health Professions Officer 3 Rastrick, Chief Allied Health Ambition 3: Data enabled AHP services 19 Professions Officer Introduction 4 Data enabled AHP services: framework for Introduction A call for collective action 5 local action 20 All AHPs 5 A call for collective action Additional information on effective AHP leaders and managers 5 Our 3 ambitions integration and interoperability 22 System leaders 5 Ambition 1: Useful resources 24 Digitally ready AHP services Our 3 ambitions 6 Useful case studies 26 Ambition 2: Ambition 1: Digitally ready AHP services 7 Digitally mature AHP services Digital leadership 7 Glossary 27 Ambition 3: Digitally ready AHPs 7 Data enabled AHP services AHPs in clinical informatics 8 Effective integration and interoperability Ambition 2: Digitally mature AHP services 9 Useful resources Effective use of core digital capabilities 10 What are digital capabilities and what do Useful case studies we mean by effective use? 10 Glossary Records, assessments and care plans 10 Transfers of care 11 Medicines management and optimisation 12 Orders and results management 13 Asset and resource optimisation 14 Decision support 15 Remote care 16 Effective integration and Interoperability 17 What do we mean by effective integration 2 H t u Foreword by Suzanne Rastrick, Chief Allied Health Professions Officer Contents The use of information and technology has the and influence this Foreword by Suzanne power to improve health, care and wellbeing. It can work to ensure it Rastrick, Chief Allied Health give patients, service users and citizens more control delivers for service Professions Officer over their health, and is key to the NHS meeting the users, the AHP quality, safety and efficiency challenges it faces. workforce, and the Introduction As individuals, in our personal and social lives we broader health and A call for collective action increasingly expect to use digital services to manage wellbeing of citizens. Our 3 ambitions our finances, communication and shopping. Digital AHPs will need to work with their Chief Clinical Ambition 1: capabilities and data have transformed other Information Officer’s (CCIO’s), Chief Information Digitally ready AHP services industries in a way many would not have imagined Officer’s (CIO’s), technology, information and a decade ago. There have been benefits and finance leads to understand how they can use Ambition 2: Digitally mature AHP services challenges with this transformation, and as allied digital capabilities and health technologies available health professions (AHPs) we have an individual to achieve the ambitions of the NHS Long Term Ambition 3: and collective responsibility to develop our use of Plan. AHPs will need to clearly articulate what Data enabled AHP services these digital capabilities and data, anticipate the technologies and capabilities are required and what Effective integration challenges and realise the benefits. impact this will have on patient care and service and interoperability Enabling AHPs to use information and technology delivery. This Digital Framework for Allied Health Useful resources is therefore one of 4 priorities in AHPs into Professionals supports local services to help them to do this. Useful case studies Action. This Digital Framework for Allied Health Professionals supports local services and AHPs to Together we can ensure we deliver digital and data Glossary make that happen and works towards services enabled AHP services both individually as citizens that are both paper-free at the point of care and and as AHPs, for the benefit of our service users and connected to other services and systems. the wider health and care system. Across England local organisations are working together within Sustainability and Transformation Partnerships (STPs) to assess digital maturity. From these assessments local health communities are planning, prioritising and investing in digital Suzanne Rastrick, capabilities that support their broader ambitions Chief Allied Health Professions Officer for improving local services. As AHP leaders at a national and local level we need to engage with 3 H t u Introduction Technology will play a central role in realising the It is aimed at AHPs, managers of AHP services and Long Term Plan, helping clinicians use the full range Contents leaders of the wider health and social care system of their skills, reducing bureaucracy, stimulating at a national, regional and local level, supporting Foreword by Suzanne research and enabling service transformation. them to: Rastrick, Chief Allied Health Professions Officer This digital framework is a practical guide for • Contextualise strategic digital developments for commissioners,managers on achieving the the AHPs. Introduction commitment made in Personalised Health and Care • Engage AHPs in wider digital strategy at a local, A call for collective action 2020 to use information and technology to make regional and national level. sure patient records are digital and interoperable. Our 3 ambitions • Use a framework that can be tailored according It supports the approaches the wider health and to local, regional, professional need and clinical Ambition 1: care system is using to support the development focus. Digitally ready AHP services of Local Digital Roadmaps, the use of the Digital Ambition 2: Maturity Assessment and The future of healthcare: • Identify operational examples and case studies Digitally mature AHP services our vision for digital, data and technology in health to engage the wider AHP workforce in digital developments. Ambition 3: and care (2018). Data enabled AHP services From our work with national and local partners we • Enable AHPs to contribute to the overall system know that there are several components to becoming pressures, support new and innovative ways of Effective integration and interoperability a digitally mature AHP service. These are presented working. as 3 ambitions for digitally mature AHP services: Useful resources This framework provides a structured approach that 1. Digitally ready AHP services AHPs, AHP leaders and systems leaders can use to Useful case studies 2. Digitally mature AHP services start assessing and acting on their current levels of Glossary 3. Data enabled AHP services digitisation and achieving the aims above. This framework has been produced using national policy and strategy, advice from the National Digital AHPs steering group, and a series of regional events with AHPs. Allied Health Professions are: art therapists, dramatherapists, music therapists, chiropodists/podiatrists, dietitians, occupational therapists, operating department practitioners, orthoptists, osteopaths, prosthetists and orthotists, paramedics, physiotherapists, diagnostic radiographers, therapeutic radiographers, speech and language therapists. 4 H t u A call for collective action All AHPs Contents All AHPs should: Foreword by Suzanne 1. Ensure that their continuous professional development (CPD) includes the development of Rastrick, Chief Allied Health digital literacies to support their current and future practice. Professions Officer 2. Use digital and data capabilities to support local quality improvement. Introduction 3. Work in partnership with local teams to develop the necessary digital and data capabilities to A call for collective action support local digital priorities. Our 3 ambitions AHP leaders and managers Ambition 1: AHP leaders and managers should: Digitally ready AHP services 1. Use this resource to review local progress and prioritise actions to develop digitally mature AHP services. Ambition 2: 2. Ensure you are familiar with priorities for digital transformation from your local sustainability and Digitally mature AHP services transformation partnerships. Ambition 3: 3. Identify local education and training requirements for staff to support a digitally literate and Data enabled AHP services empowered workforce. Effective integration 4. Engage with your Chief Clinical Information Officer, Chief Information Officer and Director of Finance and interoperability to identify how you can address local priorities for the digitisation of AHP services. Useful resources 5. Evaluate and demonstrate the impact of your digitisation activities, and work collaboratively with other Useful case studies AHP services to share knowledge and insights. Glossary System leaders System leaders at a national, regional and local level should: 1. Involve strategic and clinical AHP leads in your digital programmes, incorporating AHP service requirements in planning, procurement, delivery and optimisation of digital capabilities. 2. Ensure that local digital systems are developed to support the collection of meaningful structured and structured data on AHPs services and outcomes. 3. Ensure the impact of AHP services on system priorities and performance are included in digital data sets to support wider clinical performance, outcomes and efficiency. 4. Ensure that AHP digital systems are integrated and interoperable with
Load more

Recommended publications
  • Devolution: What It Means for Health and Social Care in England
    Devolution: what it means for health and social care in England Devolution of powers and funds from central down to local government has emerged as one of this government’s flagship policies. The notion of devolving health care was not core to the original devolution agenda, which focused on driving local economic growth. The inclusion of health and social care in the so-called ‘Devo Manc’ agreement announced in November last year therefore came as a surprise to many. Along with powers over housing, skills and transport, the landmark deal between the Treasury and Greater Manchester paves the way for the councils and NHS in Greater Manchester to take control of the region’s £6 billion health and social care budget. Ahead of further devolution deals expected to be announced as part of the Spending Review 2015, this briefing describes the origins of the devolution agenda and charts its progress in relation to health and social care. Before drawing some broad conclusions, the penultimate section explores some of the key policy and implementation questions that remain unresolved. Alongside secondary research, this paper is built on insights captured at events held at The King’s Fund as well as a series of conversations with representatives from various national bodies, think tanks and local areas involved in devolution, for which we are immensely grateful. What’s happening and how did we get here? A potted history of devolution and centralisation in England Over the past 150 years, there has been a tendency for UK governments to centralise power. The result is a UK system that is one of the most centralised of all countries belonging to the Organisation for Economic Co-operation and Development (OECD); 75 per cent of tax revenues were raised centrally in 2012 (OECD 2014), and in 2014 just under 25 per cent of public expenditure was by local government (OECD 2015).
    [Show full text]
  • Response from NHS Digital
    1 Trevelyan Square Boar Lane Leeds LS1 6AE FAO: Joanne Andrews North East Kent Coroners Cantium House Country Hall Sandling Road Maidstone Kent ME14 1XD By Email Only: [email protected] Your ref: Our ref: 4 February 2021 Dear Ms Andrews Inquest into the death of Mr Ronald Richard Tilley I am writing in response to the Regulation 28 report received from HM Coroner dated 4 December 2020. This follows the death of Ronald Richard Tilley, who sadly died on 23 October 2019. This was followed by an investigation and inquest which concluded on 29 October 2020. I would like to express my sincerest condolences to Mr Tilley’s family. NHS Digital provided written statements in advance of the inquest, but did not attend the inquest. NHS Digital is a non-departmental public body created by the Health and Social Care Act 2012 and is the national information and technology partner for the health and care system. We use technology to support the NHS and social care. NHS Digital operates and maintains the Personal Demographics Service (‘PDS’) under the Spine Services No.2 Directions issued by the Secretary of State for Health and Social Care to maintain a register of NHS patients in England. PDS is the national electronic database of NHS patient details such as name, address, date of birth and NHS Number (known as demographic data). It also records the primary care registration (i.e. the GP practice with which the patient is registered for general medical services1) held by each registered patient and as notified through other NHS systems.
    [Show full text]
  • 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.
    [Show full text]
  • Guide to the Healthcare System in England Including the Statement of NHS Accountability
    Guide to the Healthcare System in England Including the Statement of NHS Accountability for England May 2013 Contents | 1 Contents Introduction: What is the NHS? 2 Providing care 4 Commissioning care 6 Safeguarding patients 12 Empowering patients and local communities 17 Education and training 20 Supporting providers of care 22 The Secretary of State for Health 25 Statement of NHS Accountability 28 2 | Guide to the Healthcare System in England Introduction: What is the NHS? “The NHS belongs to the people. It provides a comprehensive service, available to all irrespective of gender, race, disability, age, sexual orientation, religion or belief, gender reassignment, pregnancy and maternity, or marital or civil partnership status”. NHS Constitution The NHS began in 1948 out of a Others, such as charities providing NHS principle that good healthcare should funded services, play a key role in be available to all, with access based on making the NHS what it is, yet are not clinical need, not ability to pay. NHS organisations themselves. That principle, of putting patients first, remains at its core. NHS services are Collectively, all of these organisations free of charge to patients in England, make up the healthcare system. This except where permitted by Parliament. guide seeks to explain that system. The service’s original focus was the The main audience for this document is diagnosis and treatment of disease. people who are interested in gaining an Now it plays an increasing role in both understanding of how the whole preventing ill health and improving the healthcare system works. The term physical and mental health of the ‘stakeholder’ is used throughout this population.
    [Show full text]
  • Modernising Scientific Careers Practitioner Training Programme Bsc (Hons) Healthcare Science
    Modernising Scientific Careers Practitioner Training Programme BSc (Hons) Healthcare Science Anatomical Pathology Technology 2016/17 CONTENTS SECTION 1: INTRODUCTION TO THE PROGRAMME 5 READERSHIP 6 1.1 Healthcare Science and the MSC Education and Training Programme 7 1.2 Introduction to the Practitioner Training Programme (PTP) 7 1.3 Practitioner Training Programme Outcomes 9 1.4 Purpose of the BSc (Hons) PTP Curriculum 11 1.5 Programme Delivery 12 1.6 Introduction to Work-based Learning 14 1.7 Employing and Training Departments 15 1.8 Assessment 17 1.9 On-programme (work-based) Assessment 19 1.10 Work-based/employer based Competency Log 22 1.11 End Point Assessment for apprenticeships 22 1.12 Learner Support and Mentoring 23 1.13 Annual Monitoring of Progress and Equality and Diversity 24 1.14 Critical Reflection and Learning 24 1.15 Relationships and Partnerships 25 1.16 Programme Outcomes 26 1.17 Transferable Skills 27 SECTION 2: BSc (Hons) IN ANATOMICAL PATHOLOGY TECHNOLOGY 29 2.1 Details of the PTP Curriculum in Anatomical Pathology 30 2.2 Year 1 BSc (Hons) Programme: 32 2.3 Underpinning Principles of Integrated APT Education and Training Programme 32 2.4 Timescale 33 2.5 List of Modules 35 SECTION 3: GENERIC GOOD SCIENTIFIC PRACTICE SYLLABUS 36 Domain 1: Professional Practice 39 Domain 2: Scientific Practice 42 Domain 3: Clinical Practice 44 Domain 4: Research, Development and Innovation 46 Domain 5: Clinical Leadership 48 SECTION 4: GENERIC PROFESSIONAL, SCIENTIFIC AND TECHNICAL MODULES 50 GM(i): Professional Practice (Years 1,
    [Show full text]
  • 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.
    [Show full text]
  • 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).
    [Show full text]
  • F/041/Pds/16/Sr Ojeu
    National Framework Agreement for Supply of Pharmacy Robotic Dispensing Systems Framework Agreement Ref: F/041/PDS/16/SR OJEU Award Notice ref: 2017/S 156-323605 List of Eligible Users of the Framework Agreement To promote transparency, The Countess of Chester Hospital NHS Foundation Trust wishes to establish a Framework Agreement for use by all UK NHS bodies (and any future successors to these organisations). To provide bidders with information on potential users of the Framework Agreement the following organisations are considered the core client base: Clinical Commissioning Groups, NHS Trusts, Special Health Authorities, The Care Quality Commission, National Institute for Health Care Excellence, known as NICE, The Health and Social Care Information Centre, The Secretary of State, relevant Welsh health service bodies, NHS Foundation Trusts, Academic Health Science Networks, The NHS Trust Development Authority, Monitor, Health Education England including Local Education and Training Boards (LETB) constituted as committees of Health Education England, NHS Health Research Authority, The Department of Health, Executive agencies of the Department of Health including but not limited to Public Health England, the Medicines and Healthcare Products Regulatory Agency and the National Institute of Health Research, Arms-Length Bodies of the Department of Health not otherwise listed in this Contract Notice including but not limited to NHS Blood and Transplant, NHS Business Services Authority, NHS Litigation Authority, Human Fertilisation and Embryology
    [Show full text]
  • A Mandate from the Government to Health Education England: April 2016 to March 2017
    Delivering high quality, effective, compassionate care: Developing the right people with the right skills and the right values A mandate from the Government to Health Education England: April 2016 to March 2017 October 2016 Delivering high quality, effective, compassionate care: Developing the right people with the right skills and the right values A mandate from the Government to Health Education England: April 2016 to March 2017 October 2016 Title: Delivering high quality, effective, compassionate care: Developing the right people with the right skills and the right values A mandate from the Government to Health Education England: April 2016 to March 2017 Author: ACW-WS-WDS 13500 Document Purpose: Policy Publication date: October 2016 Target audience: NHS Trust & Foundation Trust CEs, Medical Directors, Directors of Education and Training, Directors of Health and Social Care Workforce Planning, Directors of Public Health, Directors of Nursing, Local Authority CEs, NHS Trust Board Chairs, Directors of HR, Higher Education Institutions, Other Government Departments, HEE and LETBs, PHE, NHS England and CCGs, NHS Improvement, CQC, NICE, NIHR, HSCIC, Directors of Adult Social Services, Academy of Medical Royal Colleges, Academic Health Science Networks, HEFCE, Devolved Administrations, GPs, Allied Health Professionals, Healthcare Professional Bodies and Professional Regulators, Universities UK, Council of Deans, Sector Skills Councils, PSA, MSC, DSC, NHS Employers, Social Care employers, Health and Wellbeing Boards, Voluntary and community sector, Patient groups and Healthwatch, Comms leads. Contact details: HEE Sponsor Team 2W06 Quarry House Quarry Hill Leeds LS2 7UE You may re-use the text of this document (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence.
    [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]
  • 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]