Healthcare Provision
and
Resilience
Ian Dalton
Managing Director
Provider Development
Department of Health
For more inform...
Why is this Important?
The security of our energy supplies increasingly
depends on fossil fuels located in some of the
mos...
Why is it important to
Health?
‘All NHS organisations, other contracted healthcare providers,
local authorities and other ...
Transparent Accountability
Boards of NHS organisations are responsible for;
• Meeting obligations under the Civil Continge...
Lessons from Swine Flu
The Aim
• Individually robust health care providers.
• Collectively resilient NHS.
• Integrated pre...
Maintaining Collective
Healthcare Resilience
For more information visit http://shop.bsigroup.com/pas2015
Changing Face of
Health Care in England
Five key priorities:-
• A patient-led NHS.
• Delivering better health outcomes.
• ...
Health Care in 2015
(subject to legislation)
NHS
• Existing NHS functions will either move to other
bodies or will no long...
The Changing Face
of Healthcare
For more information visit http://shop.bsigroup.com/pas2015
The Transition Programme
2010 – 2011
Design & Groundwork
2011 – 2012
Transition
2012 – +
Consolidation
For more informatio...
Leading During a Future Crisis
~ Building Now for Success
• Board responsibilities for ensuring preparedness.
• Develop se...
In Summary
• Disruptive challenges still real and present.
• Ownership of resilience and risk is a board
priority.
• Refor...
For more information visit http://shop.bsigroup.com/pas2015
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PAS 2015 NHS Healthcare Provision and Resilience, Ian Dalton, Managing Director of Provider Development, Department of Health, England

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Ian Dalton’s (Managing Director of Provider Development, Department of Health, England) presentation from BSI's (British Standards Institution) launch of the standard for healthcare resilience - PAS 2015.

NHS Healthcare Provision and Resilience

•Outline the changing face of health care provision in England and it’s relevance to healthcare delivery
•Summarise the strategic themes that is important to maintain collective healthcare resilience
•Explore how director level leadership and the work of the business continuity professionals are crucial to ensuring a resilient NHS.

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PAS 2015 NHS Healthcare Provision and Resilience, Ian Dalton, Managing Director of Provider Development, Department of Health, England

  1. 1. Healthcare Provision and Resilience Ian Dalton Managing Director Provider Development Department of Health For more information visit http://shop.bsigroup.com/pas2015
  2. 2. Why is this Important? The security of our energy supplies increasingly depends on fossil fuels located in some of the most unstable parts of the planet. Nuclear proliferation is a growing danger . Our security is vulnerable to the effects of climate change and its impact on food and water. The concept of security in 2010 is very different to what is was ten or twenty, let alone fifty-hundred years ago. A Strong Britain in an Age of Uncertainty: The National Security Strategy. HM Government Oct 2010. For more information visit http://shop.bsigroup.com/pas2015
  3. 3. Why is it important to Health? ‘All NHS organisations, other contracted healthcare providers, local authorities and other local organisations should give high priority to putting in place and testing plans and arrangements to deliver an effective response to threats and hazards. This should include chemical, biological, radioactive and nuclear (CBRN) threats, conventional terrorism, fuel and supplies disruption, flooding and public health incidents, and any impact from climate change.’ ‘…Building on the lessons learned from this year’s response to Swine flu, NHS organisations should review, test and update their pandemic plans, alongside developments in the national arrangements for pandemic flu preparedness.’ NHS Operating Framework 2010/11 Department of Health. For more information visit http://shop.bsigroup.com/pas2015
  4. 4. Transparent Accountability Boards of NHS organisations are responsible for; • Meeting obligations under the Civil Contingencies Act. • Robust command and control arrangements. • Develop and tested clinically led surge plans, (adult and paediatric critical care) • Business continuity and associated workforce protection strategies, including appropriate HR policies, patient and public engagement and vaccination delivery models. • A strategy covering escalation of the service response to an emerging situation. • A systematic, embedded and resilient approach to mutual aid, in collaboration with the local ambulance service. NHS Operating Framework (Revised) June 2010 For more information visit http://shop.bsigroup.com/pas2015
  5. 5. Lessons from Swine Flu The Aim • Individually robust health care providers. • Collectively resilient NHS. • Integrated preparedness and response delivery with partners - a strong system. The Means • National leadership during a complex emergency. • Capacity to respond to sub-national pressures. • Local resilience. • Transparency of assurance at all levels. For more information visit http://shop.bsigroup.com/pas2015
  6. 6. Maintaining Collective Healthcare Resilience For more information visit http://shop.bsigroup.com/pas2015
  7. 7. Changing Face of Health Care in England Five key priorities:- • A patient-led NHS. • Delivering better health outcomes. • A more autonomous and accountable system. • Improved public health. • Reforming long-term and social care. A New Direction for Health Care. Rt Hon Andrew Lansley CBE MP Secretary of State for Health. For more information visit http://shop.bsigroup.com/pas2015
  8. 8. Health Care in 2015 (subject to legislation) NHS • Existing NHS functions will either move to other bodies or will no longer be undertaken at a national level. Public Health • DH will manage a new public health service and absorb functions from HPA & FSA. Social Care • DH retain responsibility for adult social care. ALBs • Significantly reduced. For more information visit http://shop.bsigroup.com/pas2015
  9. 9. The Changing Face of Healthcare For more information visit http://shop.bsigroup.com/pas2015
  10. 10. The Transition Programme 2010 – 2011 Design & Groundwork 2011 – 2012 Transition 2012 – + Consolidation For more information visit http://shop.bsigroup.com/pas2015
  11. 11. Leading During a Future Crisis ~ Building Now for Success • Board responsibilities for ensuring preparedness. • Develop senior level capability during transition – e.g. Strategic Leadership in a Crisis programme. • Realistic training & exercising. • Effective Command & Control during national emergencies. • Reassuring partners of capability and capacity. • Maintain patient and staff confidence. For more information visit http://shop.bsigroup.com/pas2015
  12. 12. In Summary • Disruptive challenges still real and present. • Ownership of resilience and risk is a board priority. • Reforms and structural changes present new roles & responsibilities. • Transparent assurance & accountability key. • Maintaining resilience during transition. • NHS resilience one of the key priority during the change programme. For more information visit http://shop.bsigroup.com/pas2015
  13. 13. For more information visit http://shop.bsigroup.com/pas2015

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