What Does Good Look Like?: Defining the vision and standards that drive better habits and results: 16 (The Productivity Improvement Series)

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Communications that are creative and tailored for your employees – it is not enough to rely on communicating in the same way all the time. Effective internal communications is regularly refreshed and tested with employees to make sure it suits the culture of an organisation and the needs of staff. It is also unafraid to try new things.

This is the new digital maturity assessment for the NHS and later this year we will also be looking at developing a similar framework for the care sector too,” Patel told Digital Health News. Universities have an important role to play in helping improve the effectiveness of sustainability accounting and reporting. We are in an ideal position to provide robust evidence and insights in shaping accounting tools that enable organisations to more systematically identify and embed sustainability-related risks and opportunities in their strategic and operational decision-making. Given the complexities of sustainable development, this has to be a interdisciplinary endeavour. For example, Lancaster University's Pentland Centre for Sustainability in Business brings together climate scientists, management scholars and accounting academics in a way that embeds robust insights from climate science that are relevant to specific business in their sustainability accounting and reporting practices. This enables the translation of evidence into form that are pointedly relevant and a basis for action among business leaders; bringing science into the boardroom. contribute data to the ICS-wide shared care record in line with the Professional Records Standard Body’s ( PRSB) Core Information Standard ensure that organisations across your ICS provide a consistent and cost-effective approach to remote consultations, monitoring and care services

As a jobbing clinician, as well as CCIO, I am delighted to see that in success measure 2, Ensure smart foundations, the first domain is ‘people’. We all need systems to deliver care, but systems are only as good as the humans that are empowered to use them. So by emphasising the workforce it feels as though we are starting off on the right note. Instead, NHSX had turned its focus on upskilling NHS organisations that weren’t performing as well digitally through the Digital Aspirant programme, with the second cohort of the programme being announced exclusively at Digital Health Rewired 2021. Who Pays for What? build digital and data leadership expertise and strong board-level accountability for digital transformation - this would include having a CIO or CCIO (or role within this function) as a member or attendee of the board

Boards are equipped to lead digital transformation and collaboration. They own and drive the digitally enabled transformation journey, placing citizens and frontline perspectives at the centre. create ICS-wide professional development, front-line skills development, peer support mechanisms and training opportunities develop a single, coherent ICS-wide strategy for citizen engagement and citizen-facing digital services that is led by and has been co-designed with citizens identify digital and data solutions to improve care by regularly engaging with frontline users and citizensThe assessments were designed to rate trusts on their digital maturity, help them identify gaps where improvement was needed and provide a blueprint for GDE fast follower trusts to aim for, but in recent years the assessment has fallen by the wayside. In our book The EDGEWORK Manifesto, we make the case both for a new approach to public sector leadership and a new approach to consultancy.1 The culmination of 20 years of working within the public sector, the book explores why smart, dedicated and experienced public sector leaders find it difficult to make measurable and sustainable improvements within their systems. We argue that people in leadership roles facing challenges and change often incorrectly define the problem they are seeking to resolve and therefore reach for the wrong solution. ensure that your ICS digital and data strategy has had wide input from clinical representatives from across the ICS promote the use of systems and tools to enable frictionless movement of staff across the ICS - allowing staff from different organisations to work flexibly and remotely where appropriate

Poverty is associated with adverse developmental, health, educational and long-term social outcomes. Child poverty is linked to a wide range of poorer outcomes, including:

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This article is written by members of three involvement groups, and the university employees that they work with. We wanted to jointly reflect on what enables our collaborative work, and what the challenges are for everyone involved. use digital communication tools to enable self-service pathways such as self triage, referral, condition management, advice and guidance

make consistent, ICS-wide use of national tools and services ( NHS.uk, NHS login and the NHS App), supplemented by complementary local digital services that provide a consistent and coherent user experience ensure that citizens have access to care plans, test results, medications, history, correspondence, appointment management, screening alerts and tools The risk of poverty for children in larger families (those with 3 or more children) has risen from 32% in 2012 to 43% in 2018, and is projected to reach 52% in 2021. 7 We report on a co-produced self-reflective evaluation of involvement practices in three UK research programmes. Vague definitions. Without good definitions, there’s little chance that everyone in the company will get a clear understanding of the program’s goals and how they’re going to go after them. For example, goals that are overly lofty (“world class”) are not as helpful as more specific ones (“99.6% reliability”).Your ICS embeds digital and data within their improvement capability to transform care pathways, reduce unwarranted variation and improve health and wellbeing. Digital solutions enhance services for patients and ensure that they get the right care when they need it and in the right place across the whole ICS. In the absence of confidence in what good looks like, the narrative veers towards a narrow-framed argument about how much is being spent. ensure levelling up of the use and scope of electronic care record systems, including using greater clinical functionality and links to diagnostic systems and EPMA extend the use and scope of your electronic care record systems to all services, ensuring greater clinical functionality and links to diagnostic systems and electronic prescribing and medicines administration (EPMA) A function that is both strategic, tactical and in the DNA of your leadership – effective communications with your staff should inform your strategic and tactical decision making, be understood by your leadership and be built into everything that your organisation does.