The document provides a commercial update for May 2016, including:
- STPs will require local health systems to collaborate on 5-year plans to improve quality, finances, and population health.
- Vanguards are sharing learning through podcasts on integrated care models.
- The Better Care Fund is being implemented for 2016/17 to further integrate health and social care.
- Capitation payments may be implemented in 2017 to support new care models.
- Emerging digital technologies may transform health and care delivery.
The document outlines a worksite health improvement plan for Cochise County with the vision of creating an environment that supports employees' healthy behaviors to prevent chronic conditions. The goals are to: 1) Support lactation at worksites, 2) Provide education on blood pressure and cholesterol control, and 3) Establish tobacco control areas. Objectives with strategies, communication plans and budgets are described to meet these goals, such as providing lactation areas, educational materials and signage, and designating tobacco use areas to improve employee health. Progress will be evaluated through data collection and surveys.
Delivering clinical and financial sustainability across a £6bn health economy...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Delivering clinical and financial sustainability, pop up uni, 2 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Health newsletter 5 - Enabel and Ministry of Health of UgandaHannes De Meyer
The newsletter provides updates on various health projects in Uganda, including the Institutional Capacity Building project, Private Not-for-Profit project, and the introduction of results-based financing. It discusses the donation of 41 motorcycles to health facilities implementing results-based financing to help with transportation issues. It also covers the renaming of the Belgian development agency BTC to Enabel to better align with sustainable development goals.
The USAID Health Finance and Governance project in Angola helped the Ministry of Health develop a costed National Health Plan and monitoring and evaluation system to better advocate for health funding. Specifically:
1) HFG assisted MINSA in calculating a 12-year $6.3 billion budget to implement the National Health Plan, which helped gain approval and political support for increased health funding.
2) An M&E plan was developed and led to the creation of an M&E department at MINSA to track health spending and sector progress.
3) Efforts were made to establish a health accounting system to measure how funds are actually spent, but this was not completed due to a change in government leadership.
The document discusses Israel's National Health Basket (NHB), which determines public funding for new drugs and medical technologies each year. A budget of around 300 million NIS is allocated annually for the NHB, but drugs and technologies worth around 2 billion NIS are submitted for inclusion. The NHB Committee aims to select submissions that provide maximum public health benefits within the budget. Companies submitting products must provide dossiers demonstrating clinical benefits, budget impacts, and cost-effectiveness to justify inclusion. The consulting services described help companies navigate this national reimbursement process and maximize their prospects of NHB inclusion.
The Italian Healthcare System. Time for a check-uptelosaes
The Pact for Health, signed between the State and Regions, is the key document for health planning and management in Italy. The current two-year Pact for Health 2014-2016 establishes several priorities, including: updated basic health benefits (BHB); revision of the NHS Range of Fees; reorganisation and rationalisation of the hospital network; rationalisation of purchases; creation of a Health Technology Assessment model for drugs and medical devices
The document outlines a worksite health improvement plan for Cochise County with the vision of creating an environment that supports employees' healthy behaviors to prevent chronic conditions. The goals are to: 1) Support lactation at worksites, 2) Provide education on blood pressure and cholesterol control, and 3) Establish tobacco control areas. Objectives with strategies, communication plans and budgets are described to meet these goals, such as providing lactation areas, educational materials and signage, and designating tobacco use areas to improve employee health. Progress will be evaluated through data collection and surveys.
Delivering clinical and financial sustainability across a £6bn health economy...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Delivering clinical and financial sustainability, pop up uni, 2 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Health newsletter 5 - Enabel and Ministry of Health of UgandaHannes De Meyer
The newsletter provides updates on various health projects in Uganda, including the Institutional Capacity Building project, Private Not-for-Profit project, and the introduction of results-based financing. It discusses the donation of 41 motorcycles to health facilities implementing results-based financing to help with transportation issues. It also covers the renaming of the Belgian development agency BTC to Enabel to better align with sustainable development goals.
The USAID Health Finance and Governance project in Angola helped the Ministry of Health develop a costed National Health Plan and monitoring and evaluation system to better advocate for health funding. Specifically:
1) HFG assisted MINSA in calculating a 12-year $6.3 billion budget to implement the National Health Plan, which helped gain approval and political support for increased health funding.
2) An M&E plan was developed and led to the creation of an M&E department at MINSA to track health spending and sector progress.
3) Efforts were made to establish a health accounting system to measure how funds are actually spent, but this was not completed due to a change in government leadership.
The document discusses Israel's National Health Basket (NHB), which determines public funding for new drugs and medical technologies each year. A budget of around 300 million NIS is allocated annually for the NHB, but drugs and technologies worth around 2 billion NIS are submitted for inclusion. The NHB Committee aims to select submissions that provide maximum public health benefits within the budget. Companies submitting products must provide dossiers demonstrating clinical benefits, budget impacts, and cost-effectiveness to justify inclusion. The consulting services described help companies navigate this national reimbursement process and maximize their prospects of NHB inclusion.
The Italian Healthcare System. Time for a check-uptelosaes
The Pact for Health, signed between the State and Regions, is the key document for health planning and management in Italy. The current two-year Pact for Health 2014-2016 establishes several priorities, including: updated basic health benefits (BHB); revision of the NHS Range of Fees; reorganisation and rationalisation of the hospital network; rationalisation of purchases; creation of a Health Technology Assessment model for drugs and medical devices
Sarah khan-for-web-improving-mhcc-conference-15 1209.10.153GDR
NHS England is committed to transforming mental health crisis care services in England. There are several policy drivers to improve crisis care, including the Crisis Care Concordat agreement. NHS England will invest in liaison psychiatry services in acute hospitals and plans to reduce the use of police cells as places of safety. The organization also aims to ensure mental health crisis care is integrated into the Urgent and Emergency Care Review. Additionally, NHS England will develop access and waiting time standards for crisis services through national quality improvement efforts.
The document discusses joint working between the pharmaceutical industry and the NHS to improve patient outcomes. It provides background on the changing healthcare environment and need for industry and NHS to build new relationships. It defines joint working as situations where pharmaceutical companies and the NHS pool skills and resources for patient-centered projects and share goals. Examples are provided of joint working projects between GSK and two NHS organizations to improve management of COPD. Key lessons for successful joint working include having clear objectives, engaging stakeholders, and being open and honest.
The PAS Annual General Meeting will be held on May 4, 2019. The agenda includes:
1. Welcome from the Chair and approval of the agenda
2. Introduction of the 2019-2020 board members
3. Approval of minutes from 2018 and any business arising
4. Presentation and approval of the 2017-2018 financial statements and appointment of auditor
5. Reports from the Chair, CEO, Director of Professional Practice, CPhA representative, and committees
6. New business and adjournment.
David Buck on improving the allocation of health resources in England The King's Fund
David Buck, Senior Fellow in Public Health and Inequalities at The King’s Fund, explains how health resources are allocated in the English NHS, and how improvements to the process could be made to support a more coherent health and care system.
NHS finances: the challenge all policital parties need to face - charts and t...The Health Foundation
The document discusses NHS finances and the challenge of funding the NHS that all political parties must address. It provides historical data on UK public spending on health from 1949 to 2014, which shows spending increasing from 3.6% to 7.5% of GDP. The document also examines projections for NHS funding pressures, estimating a funding gap of £108 billion by 2030 if productivity does not increase. Maintaining productivity growth could reduce the gap but would require unprecedented long-term improvement. All parties will need to decide how best to fund growing demands on the healthcare system.
Halton borough council social care and InnovationRichard Harding
The document discusses using technology and innovation to improve health and social care. It outlines several initiatives across the North West Coast region of England aimed at enabling adoption of new care models, creating innovation hubs, driving digital and economic growth. Examples include funding pilots of new technologies, an accelerator to support antibiotic research, and a precision medicine network. The document envisions using sensors, artificial intelligence and other connected devices to monitor individuals at home and detect anomalies, while also increasing independence, social interaction and reducing staff workloads through technology.
Recently, the Health Finance and Governance (HFG) Project organized a multi-country workshop to support policymakers from public health and finance agencies in developing concrete action plans for mobilizing domestic resources for health. This presentation is by the keynote speaker, Ms. Midori de Habich—Peru’s former Minister of Health, who spoke about her experience working across ministries, sharing factors for success and offering advice for both health and finance personnel.
NHS finances: the challenge all political parties need to face - updated tabl...The Health Foundation
View the full set of charts and tables from our 2015 briefing 'NHS finances: the challenge all political parties need to face' - some of the data was updated in May 2015 and this slidepack reflects those updates.
Resource Gap for Public Sector Provision of the Essential Service Package in ...HFG Project
The document discusses estimating the resource gap for providing Bangladesh's essential health services package (ESP) through its public sector from 2017-2022. It analyzed available funding from the government budget and donors compared to estimated costs of delivering ESP services. The analysis found that revenue budgets fund most staff salaries while development budgets fund program activities. It estimated budgets allocated to ESP and costs of services to calculate the resource gap, which represents additional funds needed for ESP implementation. The results support Bangladesh's planning and transition toward universal health coverage.
Essential Package of Health Services and Health Benefit Plans Mapping BriefHFG Project
Many governments are scaling up health benefit plans, such as social health insurance, to increase population health coverage. This brief presents findings from a mapping between the services covered under the country’s prominent health benefit plan(s) to the country’s Essential Package of Health Services. The mapping analyzes the extent to which the plan(s) cover essential services.
Resource Gap for Tuberculosis Programme in Bangladesh, 2017-2022HFG Project
The resource gap analysis found that while Bangladesh allocates resources to its tuberculosis (TB) program, there remains a funding gap that threatens its ability to achieve TB reduction targets. Between 2017-2022, the TB program was allocated a total of $274 million from both domestic and donor sources. However, the estimated total cost of providing adequate TB services over that period is $370 million, leaving a funding gap of $96 million. Without additional resources, Bangladesh will struggle to meet its goals of reducing TB deaths and cases in accordance with its national strategic plan and global targets.
The document summarizes an interview with the Chief of Party/Project Director of the HSFR/HFG Project in Ethiopia.
In the past fiscal year, the project focused on consolidating first generation health care financing reforms and preparing for universal health coverage through activities like building implementation capacity and expanding community-based health insurance. The project performed well, with achievements like graduating supported health facilities, expanding CBHI to more areas, and conducting evaluations.
Looking ahead, the project will focus on further expanding CBHI, launching social health insurance, strengthening supported health facilities, and generating health financing evidence to support policymaking. The Chief of Party expressed gratitude for partnerships while noting ongoing challenges like staff turnover and expanding initiatives to new areas
Essential Package of Health Services and Health Benefit Plans Mapping BriefHFG Project
Many governments are scaling up health benefit plans, such as social health insurance, to increase population health coverage. This brief presents findings from a mapping between the services covered under the country’s prominent health benefit plan(s) to the country’s Essential Package of Health Services. The mapping analyzes the extent to which the plan(s) cover essential services.
Kano State has a population of over 9 million people, most of whom live rurally. The state has high rates of HIV, tuberculosis, maternal mortality, and child mortality. USAID/HFG has worked in Kano State to establish a Technical Working Group on tuberculosis funding and advocate for the inclusion of TB services in the state's contributory health insurance scheme. Key accomplishments include establishing a functional TWG, conducting an analysis of TB burden and funding gaps, and building stakeholder capacity in health financing. Challenges include untimely release of funds and limitations of the project's duration. Continued advocacy and establishing follow-on support are recommended.
Fenin en colaboración con el departamento comercial UK Trade and Investment, de la Embajada británica en Madrid, han organizado un foro empresarial dirigido al sector de tecnología sanitaria, con el objetivo de evaluar los sistemas de compras de los sistemas sanitarios de España y Reino Unido (NHS), y conocer las oportunidades de negocio que el NHS representa para empresas españolas de tecnología sanitaria.
HSFR/HFG End of Project Regional Report - SNNPHFG Project
The document summarizes key achievements of the USAID-funded HSFR/HFG project in the Southern Nations, Nationalities and People’s region of Ethiopia related to implementing health care financing reforms. Major achievements discussed include:
1) Increased revenue retention and utilization by health facilities, with the total amount retained, allocated, and utilized increasing over time. Facilities have used this funding to improve services.
2) Establishment of governing boards and management committees at facilities to oversee reform implementation and resource use, increasing from 16 to 57 boards and 611 to 702 committees.
3) Outsourcing of non-clinical services by some hospitals, resulting in cost savings of up to 59%.
4) Scale
This document sets out a blueprint for strengthening general practice in Scotland by addressing increasing problems with workload and GP recruitment. It proposes expanding the number of GPs in Scotland by 740 by 2020 through initiatives like increasing medical school enrollment in general practice, incentivizing doctors to practice in underserved areas, promoting GP returner and retention programs, and launching marketing campaigns to promote general practice as a career. The blueprint also calls for ongoing, sustained investment in general practice infrastructure to ensure the long-term sustainability of GP services that can meet patient needs 24/7.
EY NHS National Tariff 2017/19 briefingMatt Knight
The proposed 2017/19 National Tariff Payment System would result in small changes to revenue for most providers, with around 70% seeing changes of less than 1%. Specialist trusts could see larger changes, with some seeing changes greater than 2.5%. The document provides an overview of key proposed changes including moving to HRG4+, increasing prices for more complex cases, raising funding for specialised services, changing outpatient tariffs to encourage first appointments, and revising maternity and best practice tariff prices. Providers and commissioners are encouraged to analyze the potential impacts and work together to ensure services are delivered in the most appropriate setting.
Lynne and Jen take you through some recent developments in case law affecting commercial contracts and procurement, dealing with:
• whether a written contract can in fact still be varied orally
• whether information held by a local authority should be subject to disclosure under a FOIA request
• the new test for penalty clauses
• the first case considering a challenge involving the NHS Procurement Regulations
• the first case resulting in the issue of an ineffectiveness order against a public contract in the UK.
https://www.brownejacobson.com/sectors-and-services/sectors/public-sector
Sarah khan-for-web-improving-mhcc-conference-15 1209.10.153GDR
NHS England is committed to transforming mental health crisis care services in England. There are several policy drivers to improve crisis care, including the Crisis Care Concordat agreement. NHS England will invest in liaison psychiatry services in acute hospitals and plans to reduce the use of police cells as places of safety. The organization also aims to ensure mental health crisis care is integrated into the Urgent and Emergency Care Review. Additionally, NHS England will develop access and waiting time standards for crisis services through national quality improvement efforts.
The document discusses joint working between the pharmaceutical industry and the NHS to improve patient outcomes. It provides background on the changing healthcare environment and need for industry and NHS to build new relationships. It defines joint working as situations where pharmaceutical companies and the NHS pool skills and resources for patient-centered projects and share goals. Examples are provided of joint working projects between GSK and two NHS organizations to improve management of COPD. Key lessons for successful joint working include having clear objectives, engaging stakeholders, and being open and honest.
The PAS Annual General Meeting will be held on May 4, 2019. The agenda includes:
1. Welcome from the Chair and approval of the agenda
2. Introduction of the 2019-2020 board members
3. Approval of minutes from 2018 and any business arising
4. Presentation and approval of the 2017-2018 financial statements and appointment of auditor
5. Reports from the Chair, CEO, Director of Professional Practice, CPhA representative, and committees
6. New business and adjournment.
David Buck on improving the allocation of health resources in England The King's Fund
David Buck, Senior Fellow in Public Health and Inequalities at The King’s Fund, explains how health resources are allocated in the English NHS, and how improvements to the process could be made to support a more coherent health and care system.
NHS finances: the challenge all policital parties need to face - charts and t...The Health Foundation
The document discusses NHS finances and the challenge of funding the NHS that all political parties must address. It provides historical data on UK public spending on health from 1949 to 2014, which shows spending increasing from 3.6% to 7.5% of GDP. The document also examines projections for NHS funding pressures, estimating a funding gap of £108 billion by 2030 if productivity does not increase. Maintaining productivity growth could reduce the gap but would require unprecedented long-term improvement. All parties will need to decide how best to fund growing demands on the healthcare system.
Halton borough council social care and InnovationRichard Harding
The document discusses using technology and innovation to improve health and social care. It outlines several initiatives across the North West Coast region of England aimed at enabling adoption of new care models, creating innovation hubs, driving digital and economic growth. Examples include funding pilots of new technologies, an accelerator to support antibiotic research, and a precision medicine network. The document envisions using sensors, artificial intelligence and other connected devices to monitor individuals at home and detect anomalies, while also increasing independence, social interaction and reducing staff workloads through technology.
Recently, the Health Finance and Governance (HFG) Project organized a multi-country workshop to support policymakers from public health and finance agencies in developing concrete action plans for mobilizing domestic resources for health. This presentation is by the keynote speaker, Ms. Midori de Habich—Peru’s former Minister of Health, who spoke about her experience working across ministries, sharing factors for success and offering advice for both health and finance personnel.
NHS finances: the challenge all political parties need to face - updated tabl...The Health Foundation
View the full set of charts and tables from our 2015 briefing 'NHS finances: the challenge all political parties need to face' - some of the data was updated in May 2015 and this slidepack reflects those updates.
Resource Gap for Public Sector Provision of the Essential Service Package in ...HFG Project
The document discusses estimating the resource gap for providing Bangladesh's essential health services package (ESP) through its public sector from 2017-2022. It analyzed available funding from the government budget and donors compared to estimated costs of delivering ESP services. The analysis found that revenue budgets fund most staff salaries while development budgets fund program activities. It estimated budgets allocated to ESP and costs of services to calculate the resource gap, which represents additional funds needed for ESP implementation. The results support Bangladesh's planning and transition toward universal health coverage.
Essential Package of Health Services and Health Benefit Plans Mapping BriefHFG Project
Many governments are scaling up health benefit plans, such as social health insurance, to increase population health coverage. This brief presents findings from a mapping between the services covered under the country’s prominent health benefit plan(s) to the country’s Essential Package of Health Services. The mapping analyzes the extent to which the plan(s) cover essential services.
Resource Gap for Tuberculosis Programme in Bangladesh, 2017-2022HFG Project
The resource gap analysis found that while Bangladesh allocates resources to its tuberculosis (TB) program, there remains a funding gap that threatens its ability to achieve TB reduction targets. Between 2017-2022, the TB program was allocated a total of $274 million from both domestic and donor sources. However, the estimated total cost of providing adequate TB services over that period is $370 million, leaving a funding gap of $96 million. Without additional resources, Bangladesh will struggle to meet its goals of reducing TB deaths and cases in accordance with its national strategic plan and global targets.
The document summarizes an interview with the Chief of Party/Project Director of the HSFR/HFG Project in Ethiopia.
In the past fiscal year, the project focused on consolidating first generation health care financing reforms and preparing for universal health coverage through activities like building implementation capacity and expanding community-based health insurance. The project performed well, with achievements like graduating supported health facilities, expanding CBHI to more areas, and conducting evaluations.
Looking ahead, the project will focus on further expanding CBHI, launching social health insurance, strengthening supported health facilities, and generating health financing evidence to support policymaking. The Chief of Party expressed gratitude for partnerships while noting ongoing challenges like staff turnover and expanding initiatives to new areas
Essential Package of Health Services and Health Benefit Plans Mapping BriefHFG Project
Many governments are scaling up health benefit plans, such as social health insurance, to increase population health coverage. This brief presents findings from a mapping between the services covered under the country’s prominent health benefit plan(s) to the country’s Essential Package of Health Services. The mapping analyzes the extent to which the plan(s) cover essential services.
Kano State has a population of over 9 million people, most of whom live rurally. The state has high rates of HIV, tuberculosis, maternal mortality, and child mortality. USAID/HFG has worked in Kano State to establish a Technical Working Group on tuberculosis funding and advocate for the inclusion of TB services in the state's contributory health insurance scheme. Key accomplishments include establishing a functional TWG, conducting an analysis of TB burden and funding gaps, and building stakeholder capacity in health financing. Challenges include untimely release of funds and limitations of the project's duration. Continued advocacy and establishing follow-on support are recommended.
Fenin en colaboración con el departamento comercial UK Trade and Investment, de la Embajada británica en Madrid, han organizado un foro empresarial dirigido al sector de tecnología sanitaria, con el objetivo de evaluar los sistemas de compras de los sistemas sanitarios de España y Reino Unido (NHS), y conocer las oportunidades de negocio que el NHS representa para empresas españolas de tecnología sanitaria.
HSFR/HFG End of Project Regional Report - SNNPHFG Project
The document summarizes key achievements of the USAID-funded HSFR/HFG project in the Southern Nations, Nationalities and People’s region of Ethiopia related to implementing health care financing reforms. Major achievements discussed include:
1) Increased revenue retention and utilization by health facilities, with the total amount retained, allocated, and utilized increasing over time. Facilities have used this funding to improve services.
2) Establishment of governing boards and management committees at facilities to oversee reform implementation and resource use, increasing from 16 to 57 boards and 611 to 702 committees.
3) Outsourcing of non-clinical services by some hospitals, resulting in cost savings of up to 59%.
4) Scale
This document sets out a blueprint for strengthening general practice in Scotland by addressing increasing problems with workload and GP recruitment. It proposes expanding the number of GPs in Scotland by 740 by 2020 through initiatives like increasing medical school enrollment in general practice, incentivizing doctors to practice in underserved areas, promoting GP returner and retention programs, and launching marketing campaigns to promote general practice as a career. The blueprint also calls for ongoing, sustained investment in general practice infrastructure to ensure the long-term sustainability of GP services that can meet patient needs 24/7.
EY NHS National Tariff 2017/19 briefingMatt Knight
The proposed 2017/19 National Tariff Payment System would result in small changes to revenue for most providers, with around 70% seeing changes of less than 1%. Specialist trusts could see larger changes, with some seeing changes greater than 2.5%. The document provides an overview of key proposed changes including moving to HRG4+, increasing prices for more complex cases, raising funding for specialised services, changing outpatient tariffs to encourage first appointments, and revising maternity and best practice tariff prices. Providers and commissioners are encouraged to analyze the potential impacts and work together to ensure services are delivered in the most appropriate setting.
Lynne and Jen take you through some recent developments in case law affecting commercial contracts and procurement, dealing with:
• whether a written contract can in fact still be varied orally
• whether information held by a local authority should be subject to disclosure under a FOIA request
• the new test for penalty clauses
• the first case considering a challenge involving the NHS Procurement Regulations
• the first case resulting in the issue of an ineffectiveness order against a public contract in the UK.
https://www.brownejacobson.com/sectors-and-services/sectors/public-sector
The document discusses contract negotiations and provides guidance on skills and best practices. It includes a self-assessment survey to evaluate one's contract negotiation skills. The survey covers 20 questions and competencies are grouped into categories including integrity, communication, problem-solving, financial analysis, and computer literacy. Scores above 90 indicate a master negotiator, while scores of 65-79 represent an apprentice negotiator needing more skills development. The document also outlines the contract negotiation process involving planning, conducting negotiations, and documenting the agreement. Key elements include preparation, understanding objectives and alternatives, and using strategies during negotiations. A checklist of best practices for buyers is also provided, focusing on requirements, market research, and following a fair evaluation process.
This Presentations talks about knowing more about your personality, know more about different types of people that might be difficult. Finally, tips on how to deal with them.
Remember: You could be one of the difficult people so be fair :)
This document discusses different types of difficult people and how to deal with them. It identifies aggressive people who try to control situations, argumentative people who discredit others' views, blowhards who don't know what they're talking about but act like experts, indecisive people who overanalyze and never commit to decisions, pessimists who bring down morale, chronic complainers who provide little useful information, and more. It concludes by noting that difficult people are everywhere, and the best way to handle them is through effective communication skills. Mastering how to communicate with unreasonable people can lead to less stress, stronger relationships, and greater leadership abilities.
The document discusses strategies for dealing with ten different types of difficult people: the Tank, the Know-It-All, the Whiner, the Sniper, the Think They Know It All, the Maybe Person, the Grenade, the Yes Person, the Nothing Person, and the No Person. For each type of difficult person, the document provides tips on how to communicate effectively with them and turn potential conflicts into cooperation. The conclusion states that while we can't change difficult people, we can communicate with them in a way that influences them to change their own behavior for the better.
Need to take control of a sales pitch, meeting, focus group or training session but can't call people out on their bad behaviour? Here are five fun strategies that sort out the texting, nodding off, chatting or endless questions without the stress!
Negotiation is a process where parties try to reach an agreement or compromise on issues in dispute. It involves exchanging offers and counteroffers to find mutually acceptable solutions. Effective negotiation requires preparation, understanding both sides' objectives and priorities, developing alternative options, and using strategies like focusing on interests rather than positions to achieve win-win outcomes when possible. Key roles for negotiators include maintaining team unity, understanding the issues, preparing necessary information, seeking compromise, and knowing when to conclude the negotiation. Personality traits alone do not determine outcomes, but both gender and power can influence negotiating style and perceived success.
Time management involves planning and prioritizing tasks to maximize productivity. It starts with understanding how time is currently spent through activity logs. This identifies high-value versus low-value tasks. Planning then creates an action plan and to-do list to prioritize important tasks. Scheduling allocates realistic time blocks to complete tasks while allowing flexibility for unexpected jobs. Regular goal setting breaks lifetime objectives into smaller, achievable daily goals to stay on track for success.
Time Management PowerPoint Slides include topics such as: time wasting culprits and eliminating them, strategizing for time management, techniques of organization, prioritizing, to-do lists, scheduling tips and guidelines, 9 ways to handle drop-in visitors, how to say no responsibly, 5 tips to stop procrastination, managing crisis, 10 ways to clear your desk, controlling paper, 9 techniques to control telephone interruptions, how to's and much more.
The document discusses time management. It begins by listing the objectives of a time management course, which include explaining various time management concepts, principles, styles, tools and best practices. It then introduces a scenario of Dave, a project manager, struggling with poor time management as he is constantly late, disorganized and unable to complete tasks on time. The root cause of all of Dave's issues is determined to be a lack of proper time management. Effective time management is important for anyone, whether a student, professional or homemaker, to stay organized and productive while managing their various responsibilities.
This document provides an overview and summary of the planning guidance for the NHS in England for 2015/16. It outlines the key priorities and requirements for the coming year which include maintaining performance standards, implementing new models of care, improving prevention, workforce development, digital transformation, and driving efficiency. Local areas are encouraged to develop plans that align commissioner and provider budgets and activity in line with the priorities of the Five Year Forward View.
The Clinical Outcomes Publication (COP) program has successfully published over 50 clinical indicators covering more than 550,000 patient episodes. The goals of COP are to stimulate clinical improvement, monitor consultant outcomes, reassure patients, and support shared decision making. The ambitions for 2016-2020 are to strengthen data quality, widen coverage to more specialties like ophthalmology and trauma, and publish at more granular levels. Keys to success include engaging clinical leaders, continuing investment, defining quality standards, and maximizing local stakeholder engagement in areas like commissioning, appraisal, and board oversight. The pathway to COP will focus on publishing team and consultant measures from existing and new specialties.
The 2016 Impact Report – Improving Health and Promoting Economic Growth has been published today (13 June 2016) by the national Academic Health Science Network (AHSN) and outlines the work done by its 15 members over the last 12 months. The report outlines achievements by individual AHSNs , and where the different organisations have worked in partnership.
This is the impact report which outlines the collective impact each AHSN had both individually and collaboratively in 2015-16. The report features key forewords from national leaders and many case studies showing where the work of AHSNs is having a real impact in the health system, and therefore, on people's lives.
Will Reynolds has over a decade of experience in health and social care, specializing in demand management and developing creative solutions. He currently works as Senior Delivery Manager for NHS Central London CCG, where he manages an £8 million budget and leads projects to improve care and achieve savings. Previously he held management roles consulting on integration projects, personal health budgets, and service redesigns achieving significant benefits. Reynolds has strong relationships across public and third sector stakeholders in health and social care.
The USAID Health Finance and Governance project, led by Abt Associates, works with developing countries to expand access to healthcare. It helps countries increase domestic health funding, manage resources effectively, and make wise purchasing decisions. The project provides technical assistance to improve financing, governance, management systems, and universal health coverage monitoring. In Botswana specifically, the project worked with the Ministry of Health and Wellness to develop a new health financing strategy, update the universal health benefits package, create a blueprint for national health insurance, increase hospital outsourcing efficiencies, analyze HIV treatment costs, and design a framework for setting healthcare service prices.
The document summarizes progress on health in Uzbekistan between 2016-2020 under the UNDAF. Key achievements include reducing tuberculosis cases and mortality, adopting WHO guidelines on HIV/AIDS treatment, strengthening immunization programs, ratifying the WHO Framework Convention on Tobacco Control, and decreasing maternal and infant mortality rates. It outlines priorities for 2018-2020 such as strengthening health systems, integrating SDG monitoring, and addressing communicable and non-communicable diseases. Actual UN agency spending on health totaled $4.9 million from 2016-2017.
This report recommends approving a 4.9% inflationary increase in homecare rates for 2016-2017. The increase is needed to help providers deal with rising costs, especially the introduction of the National Living Wage. A consultation with providers using a standardized cost assessment framework had low participation. Therefore, the recommended increase was estimated based on the projected impact of the Living Wage on provider budgets and a 1% increase for other costs. The increase aims to stabilize the homecare market while balancing budget pressures. Not providing an increase could destabilize the market and reduce availability of homecare services.
The NHS, STPS, and IT (ehi LIVE - Digital Health Show UK)Aqeel Ahmed
The NHS has been told to draw up sustainability and transformation plans. But what are they, and what do they mean for information technology? ehi LIVE commissioned an exclusive Q&A on the issues that will form the backdrop to this year’s event later this year.
The document summarizes the process of crowdsourcing input from Allied Health Professionals (AHPs) in the UK to develop a strategy and mandate for change in the NHS. Over 1,900 AHPs from across the UK and other countries provided over 16,000 contributions online over two phases to identify key challenges and priorities. Analysis of the input revealed four ways AHPs can impact the health system and four commitments, as well as four themes and 16 specific enablers to realize their potential. The crowdsourcing approach engaged more people than traditional methods and generated valuable insights to inform the upcoming "#AHPsmandate" strategy to be launched in October 2016.
Health System Reforms to Accelerate Universal Health Coverage in Côte d'IvoireHFG Project
The document summarizes health system reforms in Côte d'Ivoire to accelerate progress toward universal health coverage. Key reforms include improving funding and financial management through increased domestic resource mobilization and transparency measures. Service delivery is being strengthened by expanding maternal and child health services and ensuring drug availability. Governance is also being strengthened through audits of management risks and training inspectors to apply standardized financial controls at local levels.
The document provides details on the Health and Social Care Information Centre's (HSCIC) business plan for 2015/16. It outlines the HSCIC's role, structure, values, strategy, key achievements in 2014/15, and commitments for 2015/16. The plan aims to support wider health system reform by ensuring data protection, establishing shared standards, implementing national services, supporting organizations to use technology and data, and making better use of health information. The commitments are designed to deliver benefits like improved data access and use, trusted statistics, essential technology infrastructure, and reduced data burdens.
Past and present of change in health and social careRahim Daya
1. The document outlines reforms to the UK's health and social care system between 2014-2021, including the establishment of Integrated Care Systems to better coordinate care, reduce bureaucracy, and increase accountability.
2. Key changes include making Integrated Care Systems formal statutory bodies, granting the Secretary of State more power over a merged NHS England and Improvement organization, and increasing flexibility in NHS procurement.
3. The reforms aim to strengthen integrated working between health and social care, enhance public confidence, and support greater choice for patients within coordinated systems of care.
The 2015 Annual Report for ANGAU Memorial General Hospital summarizes the hospital's activities and performance for the year. It provides an overview of the hospital including its population coverage, management structure, and departments. Key events of the year included the opening of new wards, commencement of redevelopment projects, and the appointment of a new CEO. Challenges faced included flood damage and staffing shortages. The report outlines the hospital's vision, values, and strategic goals to improve health outcomes, quality, and resource management.
The document outlines the Care Quality Commission's (CQC) journey to develop a new strategy to regulate health and social care in England. It discusses how the changing landscape requires a shift to more integrated care. The CQC aims to improve quality by assessing organizations, championing good practice, and encouraging collaboration. Its new strategy will address sector challenges while prioritizing those receiving care. The CQC invites stakeholder input and will reflect on lessons learned to create a vision for future quality regulation.
Botswana Health Accounts 2013-2014: Statistical ReportHFG Project
This methodological note provides an overview of the System of Health Accounts 2011 framework used for the 2013/14 health accounts (HA) exercise. It provides a record of data collection approaches and results, analytical steps taken, and assumptions made. This note is intended for government HA practitioners and researchers.
The Botswana 2013/14 HA exercise was conducted between July 2015 and September 2016. The study covers the 2013/14 fiscal year (1 April 2013–31 March 2014). In mid-2015, the HA team, with representation from the Government of Botswana, the Health Finance and Governance (HFG) project, and the World Health Organization (WHO), began primary and secondary data collection. Collected data were then compiled, cleaned, triangulated, and reviewed. Data were imported into the HA Production Tool (HAPT) and mapped to each of the System of Health Accounts (SHA) 2011 classifications. The results of the analysis were verified with the Health Financing Technical Working Group on 9 October 2016 and the Ministry of Health and Wellness (MoHW) management on 10 October 10 2016. Participants involved in the production and validation of the results, and recommended for future HA workshops, are listed in Annex A.
New models of care - Elderly care conference 2015, Warren HeppoletteBrowne Jacobson LLP
Greater Manchester is pursuing the devolution of health and social care spending from the national NHS in order to improve population health outcomes. A memorandum of understanding between local organizations and the NHS outlines a process for gradually delegating £6 billion in annual funding over the next year. The goals are to integrate services, focus on prevention rather than crisis response, and empower communities through more personalized care arrangements. By shifting to a more localized system focused on social determinants, officials hope to address health inequalities and make services more sustainable for the growing elderly population.
Health financing in bangladesh why changes in public financial management rul...HFG Project
Bangladesh has achieved remarkable improvement in health indicators since its independence in 1971, despite poor economic conditions. It achieved Millennium Development Goal 4 on child mortality and progressed substantially toward Goal 5 on maternal mortality, even with health system bottlenecks such as weak governance, insufficient health financing, and limited capacity to address local need. In a country with a history of adopting low-cost strategies with high health impact, focusing on primary health care—even with limited resources—was the single most important factor in these achievements.
This document outlines next steps for transforming care for people with learning disabilities following Sir Stephen Bubb's report. Key actions include empowering people and families through a right to challenge hospital admissions, ensuring appropriate community care by embedding care reviews and establishing admission gateways, developing clear models and standards of care, supporting local innovation, improving workforce development, and continuing efforts to drive up quality and reduce reliance on inpatient care. The organizations commit to strengthening partnership working to accelerate progress in transforming care.
Letter to MREC - application to conduct studyAzreen Aj
Application to conduct study on research title 'Awareness and knowledge of oral cancer and precancer among dental outpatient in Klinik Pergigian Merlimau, Melaka'
Comprehensive Rainy Season Advisory: Safety and Preparedness Tips.pdfDr Rachana Gujar
The "Comprehensive Rainy Season Advisory: Safety and Preparedness Tips" offers essential guidance for navigating rainy weather conditions. It covers strategies for staying safe during storms, flood prevention measures, and advice on preparing for inclement weather. This advisory aims to ensure individuals are equipped with the knowledge and resources to handle the challenges of the rainy season effectively, emphasizing safety, preparedness, and resilience.
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Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
Can Allopathy and Homeopathy Be Used Together in India.pdfDharma Homoeopathy
This article explores the potential for combining allopathy and homeopathy in India, examining the benefits, challenges, and the emerging field of integrative medicine.
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About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
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2024 HIPAA Compliance Training Guide to the Compliance OfficersConference Panel
Join us for a comprehensive 90-minute lesson designed specifically for Compliance Officers and Practice/Business Managers. This 2024 HIPAA Training session will guide you through the critical steps needed to ensure your practice is fully prepared for upcoming audits. Key updates and significant changes under the Omnibus Rule will be covered, along with the latest applicable updates for 2024.
Key Areas Covered:
Texting and Email Communication: Understand the compliance requirements for electronic communication.
Encryption Standards: Learn what is necessary and what is overhyped.
Medical Messaging and Voice Data: Ensure secure handling of sensitive information.
IT Risk Factors: Identify and mitigate risks related to your IT infrastructure.
Why Attend:
Expert Instructor: Brian Tuttle, with over 20 years in Health IT and Compliance Consulting, brings invaluable experience and knowledge, including insights from over 1000 risk assessments and direct dealings with Office of Civil Rights HIPAA auditors.
Actionable Insights: Receive practical advice on preparing for audits and avoiding common mistakes.
Clarity on Compliance: Clear up misconceptions and understand the reality of HIPAA regulations.
Ensure your compliance strategy is up-to-date and effective. Enroll now and be prepared for the 2024 HIPAA audits.
Enroll Now to secure your spot in this crucial training session and ensure your HIPAA compliance is robust and audit-ready.
https://conferencepanel.com/conference/hipaa-training-for-the-compliance-officer-2024-updates
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3. Commercial Update – Introduction
Welcome to the second edition of the commercial update 2016 and the first edition in the
new financial year.
This edition contains updates and information including in relation to the various
programmes of work and policy changes including; sustainable transformation partnerships,
Vanguards, the Five Year Forward View, Better Care Fund, technology and innovation.
There is an important update in relation to the changes to the procurement regulations
which were fully implemented from April 2016. We also include an update on the Standard
NHS contract for 2016/17.
We have made the contract advert and notice section a regular feature and we are
launching another new feature: ‘Our Insights’ which we hope will be of interest to you; this
months articles focus upon the myths around competitive dialogue process, advice for
mobilising contracts and submitting compliant tenders.
Chris Walker
Director
Click to return to Contents Page
5. The Government is investing £10billion into the NHS by 2020, endorsing the NHS
improvement plan and improving access to a free high quality health service.
The role of the Department Of Health (DOH) will be to set the direction and co-ordinate
action across the health and care system. Working with key partners namely Public Health,
the NHS and Adult Social Care to ensure that everyone has access to the health and care that
they need and supporting people to live their lives as independently as possible.
The DOH have made various commitments to providing the highest quality and most
compassionate health and care service in world; championing the power of patients and
public through a focus on safety, compassionate care and transparency.
The overall plan across the system is the integration of health and social care services by
2020 will embed more joined up care. Focusing upon prevention of poor health in addition
to treatment and continuing to pioneer and innovate to ensure that the NHS is world
leading.
https://www.gov.uk/government/publications/department-of-health-shared-delivery-plan-2015-to-2020/shared-delivery-plan-2015-to-2020
Department Of Health
Shared Delivery Plan 2015 to 2020
6. The achieve the ambitions set out in the plan, the health system must be a well led services
with reduced waste and assurance that public funds are being spent wisely. The plan
focuses on 10 key areas of delivery over the five year period:
1. Improving out-of-hospital care
2. Creating the safest, highest quality healthcare services
3. Maintaining and improving performance against core standards while achieving
financial balance
4. Improving efficiency and productivity of health and care system
5. Preventing ill health and supporting people to live healthier lives
6. Supporting research innovation and growth
7. Enabling people and communities to make decisions about their own health and care
8. Building and developing workforce
9. Improving services through the use of digital technology, information and transparency
10. Delivering efficiently: Supporting the system more effectively
https://www.gov.uk/government/publications/department-of-health-shared-delivery-plan-2015-to-2020/shared-delivery-plan-2015-to-2020
Department Of Health
Shared Delivery Plan 2015 to 2020
7. Sustainability and Transformation Plans
Outlined within the 2016/17 – 20/21 NHS shared
planning guidance is a new approach to helping
ensure that health and care services are planned by
location rather than individual institutions.
Therefore, in addition to the individual operating
plans for 2016/17, every health and care system will
work together to produce a Sustainability and
Transformation Plan (STP).
The plan will outline how local services will evolve and
become sustainable over the next five years thus
delivering the vision out lined within the Five Year
Forward View.
In order to achieve this, local health and care systems
will come together in STP footprints to reduce the
gaps in the quality of care, the health and well being
of their population and NHS finances.
8. Sustainability and Transformation Plans
44 STP footprints were announced in March 2016 along with the senior figures who will be
leading on the STP work within their footprint areas.
It was reported within a press statement on 30th March 2016, that the leaders are from a
mix of backgrounds and include; provider chief executives, CCG accountable officers, local
authority senior leaders and clinicians who all recognise the need for local systems to work
in partnership.
A letter has been issued to national health and care systems outlining;
• Additional information about the purpose of the STPs;
• An early indication of the support package for developing the plans;
• A timeline for the STP process, including key dates when STP footprints will be asked to
feedback ahead of full consideration plans in June/July 2016.
Further information in relation to STPS, the footprints and leading figures can be found via
the link below:
https://www.england.nhs.uk/ourwork/futurenhs/deliver-forward-view/stp/
9. Putting Vanguard Plans Into Practice
As part of the vanguard dissemination programme of work, a number learning
opportunities will be shared through podcasts, films and blogs. The first of the podcasts is
an extract which was recorded in 2015 at the NHS Providers annual conference and
exhibition: Putting Vanguard plans into practice.
The conversation was facilitated by the NHS Providers director of policy and strategy, with
the speakers being Chief Executives of Lancashire Care NHS Foundation Trust and
Morecambe Bay NHS Trust. The podcast outlines the Trusts views on the motivations and
challenges in relation to establishing new approaches to the delivery of care and the
changes that are required to implement real improvements for communities.
Both Trusts are involved in the Better Care Together vanguard which is one of nine
integrated primary and acute care systems that are being piloted in England.
https://www.nhsproviders.org/news-blogs/news/putting-vanguard-plans-into-practice
10. Putting Vanguard Plans Into
Practice – Podcasts
The second of the podcasts shares the learning and challenges in delivering the Solihull
Together for Better Lives urgent and emergency care vanguard. The vanguard aims to
improve services by creating a whole system approach to care and support with a co-
production approach that involves the people using services in addition to their families
and careres.
The resources were launched in February 2016 and are aimed at health and care staff,
patients and the public. The fact sheets explore the five types of care models the
vanguards fall under and also showcase some of the innovative work that is taking place
across the country and therefore making a difference to peoples lives.
http://www.nhsconfed.org/news/2016/02/vanguards-summed-up-and-explained
https://www.nhsproviders.org/news-blogs/news/delivering-urgent-and-emergency-care-vanguards
In addition to the podcasts and with March 2016 marking a year
since the first wave of vanguards were announced, a suite of
factsheets and an animation in relation to what the sites are
working on and what patient communities across the country
can expect.
11. Better Care Fund: How it will work in
2016/17
Published by the Department Of Health on 8th January 2016, The Better Care Fund: How it
will work in 2016/2017 document sets out how the Better Care Fund will be implemented
during 2016/2017.
The document focuses upon the following issues:
• The legal and financial basis of the fund
• Conditions of access to the fund
• National Performance metrics
• The assurance and approval process
The document should not be read in isolation but read alongside:
https://www.gov.uk/government/publications/better-care-fund-how-it-will-work-in-2016-to-2017
The Governments mandate to NHS England for 2016/17
https://www.gov.uk/government/publications/nhs-
mandate-2016-to-2017
Better Care Fund Planning Guidance
https://www.england.nhs.uk/ourwork/part-
rel/transformation-fund/bcf-plan/
12. Capitation: Supporting New Models
of Care
During a conference in Leeds in January 2016 Monitor (now part of NHS Improvement) in
collaboration with NHS England outlined the work being undertaken nationally to develop a
standard process for creating capitated payments / budgets for the new care models.
Outlined below is a brief synopsis from the event:
• There is an expectation that vanguards implement whole population budgets from April
2017 and this will be based upon the registered practice list;
• During 2016/17 there is the expectation to implement shadow capitated budgets;
• A forecasting tool will be made available from NHS England to develop the capitated
budget;
• The expected time line from NHS England is as follows:
• 01-2016 - Put in place enablers and calculate shadow budget
• 04-2016 - Monitoring to understand spend against shadow budget
• 09-2016 - Commissioning intentions issued to providers
• 09-2016 - Full shadow testing
• 04-2017 - ‘Go live’ contract in place using whole population budget.
13. The Digital Revolution
Examples of innovative technology that are being used within the NHS has been
explored by the King’s Fund. The article published in January 2016 explores the
technologies that most likely to change health and care over the coming years, some of
which are already available within surgeries and hospitals and others are on the
horizon.
The article explores eight technologies with each of the technologies explored having
the potential to represent an opportunity to achieve better outcomes and more
efficient care for patients:
The smart phone
At Home or
portable diagnostics
Digital Therapeutics
Smart or
implantable drug
delivery mechanisms
Genome Sequencing
14. The Digital Revolution
http://www.kingsfund.org.uk/publications/articles/eight-technologies-will-change-health-and-care
Machine learning Blockchains
Connected Community
The report concludes that with the development of new technologies there will be
opportunities for the health and care system with new ways to prevent, predict, detect and
treat illnesses.
There is an acknowledgement within the report that such opportunities will also present
challenges and more evidence is required in relation to the cost and benefits of delivery.
A digital health and care conference will be hosted by the King’s Fund on 5th and 6th
July 201 , in London:
http://www.kingsfund.org.uk/events/digital-health-and-care-congress-2016
15. At the Heart Of Health
Within the report are three dimensions that demonstrate the benefits of such an approach:
http://www.nesta.org.uk/publications/heart-health-realising-value-people-and-communities
Mental and physical
health and wellbeing
NHS Sustainability
Wider Social
Outcomes
It intended that the report will be a practical resource to support the work being
undertaken by commissioners, providers, communities and those seeking to empower
individuals and communities in their health and care.
A report written by the Health Foundation and Nesta explores, the value
of people and communities at the heart of health in response to the Five
Year Forward View.
The key findings of the report highlight that person and community
centered approaches for health and wellbeing have significant
potential to improve outcomes for individuals, support development of
strong resilient communities and assist with the reduction of demand
on health and social care services.
17. Delivering a Healthier Future
Published in January 2016, the Delivering a Healthier Future report identifies how CCGs
are leading the way on prevention and early diagnosis.
The report which follows on from the Taking the lead and Leading local Partnerships
report demonstrates that CCGs are increasingly driving change across their local health
care economies.
The case studies included within the report focus upon prevention and early diagnosis
and outline that even in challenging times CCGs are bringing together all key
stakeholders within their jurisdiction to establish what their local populations require
and how it can be achieved.
The studies focus outline how CCGs are:
• Taking the lead in preventing illness and the cause of ill health – and working to keep
people out of hospital where possible;
• Helping to ensure that people are diagnosed earlier and given the support that they
need
• Working across boundaries to build on what people want and need to
help then lead longer healthier lives
18. Delivering a Healthier Future
The projects outlined within the report are not isolated examples and there is vast
amount of work being undertaken across the country, however, the authors of the
report believe that the case studies demonstrate the value of clinically led
commissioning and show how CCGs are building relationships, reshaping service
provision and making a difference for local communities.
Some of the programmes included within the report include:
Helping people who do not normally access
healthcare services to receive care for example
flu vaccinations
The use of social prescribing to build on patients
strengths to improve health and wellbeing
Prevention of premature mortality Diabetes prevention and support
Peer educators to improve cancer awareness Prevention of hospital admissions for people
with COPD
Earlier diagnosis and prevention of HIV and AIDS Focus on atrial fibrillation in stroke prevention
Building resilient communities to live longer and
healthier lives
Reduction in A&E Attendance and admissions
http://www.nhscc.org/latest-news/delivering-a-healthier-future/
19. Commitment to Transformation of
Mental Health Care
There has been a commitment from the NHS in England to the biggest transformation of
mental health care across the NHS in a generation with a pledge to help more than a
million additional people with an investment of more than a billion pounds a year by
2020/21.
The commitment is following the publication of the final report on an independent
taskforce which is chaired by the Chief Executive of mind, set up as part of the five year
forward view.
The report provides an assessment of the state of the current mental health care across the
NHS. It highlights that one in four people will experience a mental health problem in
their lifetime and the cost of mental ill health is £105 billion a year.
Within the wide ranging suite of recommendations a three
pronged approach to improving care through; prevention, expansion of
Care, such as, seven day a access in a crisis; and integrated physical and mental health care
is outlined.
https://www.england.nhs.uk/2016/02/fyfv-mh/
21. Operational Productivity and Performance
in English NHS Acute Hospitals
The final report written by Lord Carter of Coles sets out how non-specialist acute hospital
trusts can reduce unwarranted variation in productivity and efficiency to save the NHS £5
billion each year by 2020/2021.
The review undertaken by Lord Carter examined productivity within hospitals using a series
of metrics and benchmarks to enable comparison. The report which builds on the findings
of the interim report published in June 2015 concludes that there are significant
unwarranted variation across the main resource areas and that even though there are many
areas and examples of good practice there is not a single hospital that is good at everything.
https://www.gov.uk/government/publications/productivity-in-nhs-hospitals
The report outlines that the variation is worth £5 billion in terms of
efficiency opportunity which equates to a potential contribution of
at least 9% on the £55.6 billion that is spent by the acute hospitals.
There are 15 recommendations within the report that are designed
to tackle the variation and to help the trusts to improve their
performance.
22. Implementing The Forward View –
Supporting Providers To Deliver
The report published in collaboration by Monitor, TDA, NHS England, Public Health and the
Care Quality Commission outlines the key priorities for NHS provider organisation in delivering
high quality health and care during 2016 and beyond.
Targeted at NHS provider organisations the report forms part of a series of planned roadmaps
that draw on messages from the NHS shared planning guidance, setting out key priorities for
the organisations responsible for the delivery of high quality health and care this year and
beyond.
The roadmaps reflect a shared vision about the challenges ahead for the
health and care sector as outlined within the Five Year Forward View.
Also outlining the choices that are faced in relation to the types of health
and care services that will be required in 2020.
The report focuses upon; the challenges and changes ahead, a description
of coherent sets of activities or NHS providers in the coming years, showcasing how providers
across the country are beginning to deliver the activities and outlining the support that
providers can expect from NHS Improvement.
https://www.gov.uk/government/publications/implementing-the-forward-view-supporting-providers-to-deliver
23. NHS England Review Of Uniting
Care Contract
In January 2016 NHS England commissioned an initial independent review to establish the
circumstances which led up to the termination of the contract between Cambridgeshire and
Peterborough Clinical Commissioning Group and Uniting Care Partnership (UCP) LLP.
The review in relation to the contract which was in place from 01 April 2015 to 03 December
2015 was conducted from a commissioning perspective, with the scope of the work including
a review of any relevant documentation and discussions with key members of staff thus
assisting with the identification of the contributory factors and root causes that led to the
contract being terminated.
The report which was published April 2016 identifies specific and also wider lessons learned
with recommendations for further action to be taken by NHS England and Clinical
Commissioning Groups (CCGs).
NHS England will be commissioning a further review to investigate specific areas including;
the role of external advisors, the gateway review process and the role of the CCG executive
leadership and Governing Body throughout the both the procurement process and
contract period.
https://www.england.nhs.uk/mids-east/our-work/uniting-care/
25. NHS Standard Contract
The following documentation has now been published in relation to
the NHS Standard Contract for 2016/2017:
• NHS Standard Contract 2016/17, comprising Particulars, Service Conditions, General
Conditions
• Template Service Development and Improvement Plan in relation to Provider
performance against Sustainability and Transformation Fund performance trajectories
and assurance statements
• NHS Standard Contract 2016/17 Technical Guidance (the executive summary of this
provides an overview of the key changes which have been made in response to
consultation feedback)
• Sanctions reporting template
• NHS shorter-form Contract 2016/17, comprising Particulars, Service Conditions, General
Conditions
• NHS Standard Contracts 2016/17 equality impact analysis
https://www.england.nhs.uk/nhs-standard-contract/
26. NHS Standard Contract
A number of additional documents will be published shortly including:
• NHS shorter-form Contract 2016/17 user guide
• NHS Standard Contract 2016/17 Delta View comparison documents
• Guidance on national variations to existing 2013/14, 2014/15, 2015/16 contracts and
national variation agreement
• Guidance on the variations process and contract variation agreement
• Pro forma contract management forms and change in control notification
The following documentation has also been published and can be located by following the
link provided:
ttps://www.england.nhs.uk/nhs-standard-contract/16-17/ 016/17 webpage
CQUIN Guidance https://www.england.nhs.uk/nhs-standard-contract/cquin/
Dispute Resolution
Guidance
https://www.england.nhs.uk/ourwork/futurenhs/deliver-
forward-view/
2016/17 National Tariff https://www.gov.uk/government/publications/nhs-national-
tariff-payment-system-201617
27. Public Contracts Regulations 2015
Overview
On the 18th April 2016 services procured by NHS England or CCGs covered by the
Procurement, Patients Choice & Competition (No2) (Regulations) became bound to comply
with the revised Public Contracts Regulations which were implemented on 26th February
2015. Outlined within the following slides are some of the changes that will apply to such
procurements.
Under the Public Contract Regulations (PCR) 2015 the following processes can be used:
Within the 2015 regulations, service procurements will be will be undertaken via a “light
touch” or “non light touch” regime.
Open
(Regulation 27)
Restricted
(Regulation 28)
Competitive
Procedure With
Negotiation
(Regulation 29)
Competitive
Dialogue
(Regulation 30)
Innovation
Partnership
(Regulation 31)
Negotiated
procedure without
Prior Publication
(Regulation 32)
Framework
Agreements
(Regulation 33)
28. Public Contracts Regulations 2015
The Light Touch Regime
The Light Touch Regime replaces Part B Services (Public Contract Regulations 2006) and the
threshold has increased to £589,148 (total contract value). Where a light touch process is
undertaken the 2015 Regulations simply state that all time limits imposed on bidders must be
reasonable.
When undertaking a process in line with the light touch regime there are limited obligations in
relation to the award of the contract. The obligations include:
• The publication of a contract notice or prior information notice (PIN)
• An award procedure that is compliant with the principles of equal treatment and transparency
• A contract awarded in line with the advertised procedure
• Time lines that are reasonable and proportionate
Commissioners are also able to choose to follow the specific procedures set out in the new
Regulations, or use variations.
There is also a discretion for Commissioners to design their own appropriate procurement
procedures as long as these are in keeping with EU principles such as: transparency,
proportionality and equal treatment of suppliers.
29. Public Contracts Regulations 2015
Above Threshold / Non Light Touch Regime
Where the services being procured are above the threshold (non “light
touch”) there is now a mandatory requirement to publish Contract
Notices via the Official Journal of European Union (OJEU).
Prior to the implementation of the 2015 regulations Contracting
Authorities were permitted to publish on Contracts Finder only.
Therefore the requirement to publish via OJEU is a fundamental change in practice for
Commissioning Organisations.
In addition to the requirement to publish the Contract Notice via
OJEU, there has been a change to the timelines for the procedures,
the revised timelines are outlined on the following page of this
commercial update.
30. Public Contracts Regulations 2015
Normal Minimum Time
If Electronic Tendering is used as part of
the Procurement Process
Where PIN is published (Sent for
publication between 35 days and 12
months before Contact Notice is Sent)
Open Procedure – Minimum time limit for
receipt of tenders 35 days
Open Procedure – Minimum time limit for
receipt of tenders in 30 days
Open Procedure - Minimum time limit for
receipt of tenders is 15 days
Restricted Procedure – Minimum time limit
for Request to participate 30 days _
Restricted Procedure – Minimum time limit
for Request to participate 30 days
Restricted Procedure – Minimum time limit
for receipt of tenders 30 days
Restricted Procedure – Minimum time limit
for receipt of tenders 25 days
Restricted Procedure – Minimum time limit
for receipt of tenders 10 days
Competitive Procedure with Negotiation
and Innovation Partnerships - Minimum
time limit for request to participate 30 days _
Competitive Procedure with Negotiation
and Innovation Partnerships - Minimum
time limit for request to participate 30 days
Competitive Procedure with Negotiation
and Innovation Partnerships - Minimum
time limit for receipt of initial tenders 30
days
Competitive Procedure with Negotiation
and Innovation Partnerships - Minimum
time limit for receipt of initial tenders 25
days
Competitive Procedure with Negotiation
and Innovation Partnerships - Minimum
time limit for receipt of initial tenders 10
days
Competitive Dialogue – Minimum time
limit for requests to participate 30 days
_ _
No explicit time limits for submission of
initial/subsequent tenders
_ _
Timelines (Non Light Touch)
31. Public Contracts Regulations 2015
Electronic Procurement
The 2015 regulations state the all documents must be transmitted in electronic form and all
correspondence with the organisations bidding within the tender process must be
undertaken electronically.
All procurement documents must be made fully available through an restricted and direct
mechanism with no cost to bidders to access. The documents must also be available from
either the date the OJEU notice or invitation to confirm interest is published.
The documents to be published will include the Service Specification, Contract Terms &
Conditions, Evaluation Criteria and draft ITT which will therefore require
more preparation time to be built into the tender timetable.
It will also be a requirement from 2017 or 2018 (this is still to be
determined), Contracting Authorities will be required to use e-Certis
(an online certificates database) when running the selection process,
as well as a new European Single Procurement Document which will evidence that there
are no grounds for excluding a supplier.
32. Public Contracts Regulations 2015
Reporting and Retention Requirements
Under the 2015 Regulation the reporting and recording obligations for Contracting
Authorities are more extensive, with the new requirements including:
• A written report including all of the key information in relation to the process for all
contract and framework awards;
• The report must be retained on file and may be requested in its entirety or in part by
the European Commission and/or the Cabinet Office;
• The report must include the following information:
• Name & Address of Contracting Authority
• Subject matter of the contract
• Contract value
• Names of bidders rejected at PQQ stage
• Reasons for each bidder being rejected
• Name(s) of selected bidder(s)
• Reasons why successful tender(s) was successful
33. Public Contracts Regulations 2015
Reporting and Retention Requirements
• Share of any contract intended to be sub-contracted to third parties
• Conflicts of interest identified
• How any Conflicts of interest were resolved
There is also a requirement to retain all concluded contracts where the contract value
exceeds €1 million (supplies or services) and in order to grant access to these the Cabinet
Office has reserved itself a right to request information beyond the scope of that listed in
the Regulation contracts if requested subject data protection rules.
34. Public Contracts Regulations 2015
There are many more updates in relations to the regulations and the full regulations
plus any amendments since their publication in February 2015 can be located via the
following links:
The full Public Contract Regulations 2015
can be accessed via the following link:
http://www.legislation.gov.uk/uksi/2015/102/contents/made
In March 2016, amendments were made to
the regulations by Parliament , therefore
the full regulations should now be read in
conjunction with the amendments as
outlined within the: The Public
Procurement (Amendments, Repeals and
Revocations) Regulations 2016:
http://www.legislation.gov.uk/uksi/2016/275/made
35. Procurement Policy Guidance Notes
& Reports
Title Synopsis Link
29/10/2015 to 26/01/2016
Negotiating for the public
Sector
A six part series by Public Spend Matters on the role of
negotiation in public procurement and contract
management
http://public.spendma
tters.eu/2015/10/29/n
egotiation-for-the-
public-sector-part-1-
why-does-it-matter/
01/2016
Complying with international
obligations
This PPN sets out contracting authorities’ international
obligations when letting public contracts. It makes clear
that boycotts in public procurement are inappropriate,
outside where formal legal sanctions, embargoes and
restrictions have been put in place by the UK
Government.
https://www.gov.uk/g
overnment/publication
s/procurement-policy-
note-0116-complying-
with-international-
obligations
05-06/01/2016
Are Frameworks doing their
Job?
The Spend matters article considers the pros and cons of
pubic sector frameworks
http://spendmatters.c
om/uk/are-
frameworks-doing-
their-job-part-1-
comensura-for-jan/
36. Procurement Policy Guidance Notes
& Reports
Title Synopsis Link
06/01/2016
Commission further simplifies
procurement across the EU
The European commission has adopted the European
single procurement document that will reduce the
administration burden for companies in particular SME’s.
http://ec.europa.eu/gr
owth/tools-
databases/newsroom/
cf/itemdetail.cfm?item
_id=8611&lang=en
07 / 01/2016
Public procures learn how to
spot bid rigging
A new learning package is being launched will enable
pubic procurers to spot and prevent bid-rigging and save
taxpayer money.
https://www.gov.uk/g
overnment/news/publi
c-procurers-learn-how-
to-spot-bid-rigging
08 /02/2016
Public Accounts Committee:
Follow-up on Transforming
contract management inquiry
A session was held on 8th February 2016 by the Public
Accounts Committee following their inquiry into
transforming contract management
http://www.parliamen
t.uk/business/committ
ees/committees-a-
z/commons-
select/public-accounts-
committee/inquiries/p
arliament-2015/follow-
up-contract-
management-15-16/
37. Procurement Policy Guidance Notes
& Reports
Title Synopsis Link
09/02/2016
NAO Report: Investigation into
the acceptance of gifts and
hospitality
A report by the National Audit Office in relation to the
acceptance of gifts / hospitality in UK central government
https://www.nao.org.u
k/report/investigation-
into-the-acceptance-
of-gifts-and-
hospitality/
09-11/02/2016
Suppliers Who Fail to Deliver –
A public procurement dilemma
Tips on avoiding and mitigating risks around poor
contract performance by inexperienced suppliers by
Public Spend matters
http://public.spendma
tters.eu/2016/02/09/s
uppliers-who-fail-to-
deliver-a-public-
procurement-
dilemma/
11/02/2016
Benchmarking Public
Procurement 2016
Benchmarking Public Procurement 2016: Assessing Public
Procurement Systems in 77 Economies is a report that
has been released by the world bank which assesses
worldwide public procurement.
https://openknowledg
e.worldbank.org/handl
e/10986/22649
39. Organisation Service(s) Approach Status
West London
Clinical
Commissioning
Group (CCG)
Community MSK Services
Contract value £8.0m – £12m
Open procedure used. Available to all
suppliers
Currently being
evaluated
Surrey and
Borders
Partnership NHS
Trust
Diagnostic Imaging,
Radiotherapy and Cardiology,
and consultancy services
Contract value £100k – £500m
Restricted procedure used to establish
a Framework agreement. Pre
Qualification Questionnaire (PQQ) open
to all suppliers and Invitation to Tender
(ITT) documents released to qualified
suppliers.
PQQ being
evaluated
Staffordshire
County Council
The Mental Health Social
Inclusion and recovery contract
will be for the delivery of a
range of mental health services
to Adults within the Contract
Area based on the recovery
approach, co-production and
social inclusion principles taking
a whole systems approach
within the community.
Contract value £5.0m – £5.7m
Open procedure used to establish a
Framework agreement. Invitation to
Tender (ITT) documents released to
suppliers with a closing date of 20th
April
Currently still
live
Contract Notices
40. Organisation Service(s) Approach & Contract Access Award Date, Value and
Length
Tower Hamlets CCG Health and social work
services:-
Teledermatology and 1
Stop Assessment and
Treatment Services
(OATS)
This was an Open Procedure led by
North and East London Commissioning
Support Unit (CSU) on behalf of Tower
Hamlets CCG, it is a direct contract.
This contract was awarded to DMC
Healthcare Ltd
Award Date:
01/04/2016
Value: £847m
NHS Northern
Eastern and
Western Devon CCG
and South Devon
and Torbay CCG
Non Emergency Patient
Transport Service
This was a restricted Procedure, It is a
direct contract. This contract was
awarded to First Care Ambulance Ltd
Award Date:
08/03/2016
Value: £13m
Contract Length: 3
years
Stoke-on-Trent City
Council
Integrated Sexual Health
Services
HIV and Sexual health
level 2 and 3 and
support the
development and
delivery of level 1 and 2
services within general
practice
This will be a service contract and
tendered under an open procedure
through OJEU. This is a direct contract.
This contract was awarded to
Staffordshire and Stoke-on-Trent
Partnership NHS Trust
Award Date:
28/01/2016
Value: £59m
Contract Length: 6
Years
Contract Award Notices
42. Competitive Dialogue – Myth Busting
NHS procurement remains and enabler to achieve excellence, value for money and
improvement for commissioned services, particularly using creative approaches.
Competitive dialogue is a formal procurement procedure which allows a buying
organisation to enter into dialogue with multiple bidders following a contract notice and
selection process to develop one or more suitable solutions for its requirements and to
determine which chosen bidder(s) will be invited to tender.
The article written by the Attain Commercial Team examines four myths that exist around
the competitive dialogue process:
• Myth #1 Competitive Dialogue is a slow and cumbersome process
• Myth #2 Isn’t dialogue just about negotiating price?
• Myth #3 The market does not understand Competitive Dialogue
• Myth #4 The Public Contract Regulations 2015 are too unwieldly and afford no
flexibility
The full article can be accessed via the link below:
http://www.attain.co.uk/competitive-dialogue-myth-busting/
43. Contract Mobilisation
As an organisation you may have undertake a procurement process or a collaborative
piece of work to agree a new model of care and have reached the point where it is
time to bring the model to life and start delivering outcomes for the people accessing
the services.
This mobilisation period is a critical period with the successful implementation of a
new service setting the tone for effective, long standing relationship. The contract
mobilisation article provides insight into the following key areas:
• What is mobilisation
• The fundamentals of mobilisation
• Top tips for mobilisation
• The next challenge
The article also includes a mobilisation case study and can be accessed via the link below:
http://www.attain.co.uk/complex-service-mobilisation-and-the-key-steps-to-success/
44. Tips On Writing A
Comprehensive Tender
You have found a great opportunity for your business and your instinct is that your
organisation can deliver what the commissioner needs, however there are many hurdles
before you are able to secure the contract.
The article published by Attain providers some aspects to consider when applying to
provide services which help organisations stand out. The link to the full article is
included below however the key elements covered include:
• Being prepared
• Understanding the requirements
• Creating a compelling response
• The commercial offer
• Polishing the response
• Insights to evaluations
• Learning from the opportunity (if successful or not)
http://www.attain.co.uk/tips-for-writing-a-comprehensive-tender-response/
46. Further Publications of Interest –
CCGs
Title Synopsis Link
Delivering a healthier
future: how CCGs are
leading the way on
prevention and early
diagnosis
A report that outlines a range of case studies from across the
Country . The case studies identify the difference clinically led
commissioning is making with the projects focusing upon
prevention and early diagnosis.
http://www.nhscc.org/latest-
news/delivering-a-healthier-future/
Collaborative
Healthcare
Published by Inclusive change the guide sets out examples
which illustrate how CCGs and Health and wellbeing boards
can commission intervention supporting the principles of
collaborative care, individual choice and control and patient an
public participation.
http://www.thinklocalactpersonal.org.uk/_lib
rary/Reports/Collaborative_healthcare_-
IC_final_1.pdf
CCG Commissioning
for Value packs
The CCG Commissioning for value packs have been refreshed
by NHS England and Public Health England. The information
contained in the packs and an online tool is presonalised for
each of the CCGs.
The pack will enable the CCGs to focus upon the opportunities
which have the potential to provide the biggest improvements
in health outcomes, resource allocation and reducing
Inequalities.
https://www.england.nhs.uk/resources/resou
rces-for-ccgs/comm-for-value/
47. Further Publications of Interest –
Acute Hospitals
Title Synopsis Link
A zero Cost way to
reduce missed
hospital appointments
The Department of Heath has published the outcome of a trial
designed to test the effectiveness of the reminder message
sent to outpatients.
The report examines sending patients a standard message
regarding their appointment and messages that detail the cost
implications of the missed appointment.
https://www.gov.uk/government/publication
s/reducing-missed-hospital-appointments-
using-text-messages/a-zero-cost-way-to-
reduce-missed-hospital-appointments
Acute Hospital
Productivity
The Health Foundation has published the Acute Hospital
productivity briefing. The report is an analysis of acute
hospital productivity between 2009/10 and 2014/15.
http://www.health.org.uk/publication/acute-
hospital-productivity
Winter Pressures:
what is going on
behind the scenes
Quality watchdog is a joint Nuffield Trust and Health
foundation research programme. In the latest analysis
undertaken by the programme they track performance across
29 different indicators over the past five years, shining the light
on the pressure hospital services experience during the winter.
http://www.nuffieldtrust.org.uk/publications
/winter-pressures-whats-going-behind-scenes
48. Further Publications of Interest –
Primary Care & Pharmacy
Title Synopsis Link
General Practice
Nursing in the 21st
Century: A time of
opportunity
The Queens Nursing Institute launched in January 2016 a new
report in relation t o the General Practice Nursing profession.
The report is based on the outcome of survey that was
undertaken and completed by 3,400 general practice nurses
during 2015 and summarizes the key challenges affecting the
profession.
http://www.qni.org.uk/news/235
Community Pharmacy
2016/2017 and
beyond
The Department of Health has published the document in
addition to the letter published in December 2015.
The document provides further detail in relation to the
ongoing consultation process and sets out the proposals
information on better integration n of community pharmacy
into primary care.
https://www.gov.uk/government/publication
s/putting-community-pharmacy-at-the-heart-
of-the-nhs
Reducing Antibiotic
prescribing
A trial which involved over 1,500 GP practices found that
writing to GPs concluded that by writing to GPs in relation to
their prescribing resulted in a 3/3% reduction in prescriptions
over a 6 month period.
The trial is also part of the governments plans to slow the
growth of antimicrobial resistance to antibiotics.
https://www.gov.uk/government/news/unne
cessary-antibiotics-prescriptions-reduced-in-
new-trial
49. Further Publications of Interest –
NHS & Public Health
Title Synopsis Link
How is the NHS
performing?
The report published by the Kind’s Fund in February 2016 outlines the latest
quarterly monitoring report.
http://www.kingsfund.org.
uk/publications/articles/h
ow-nhs-performing-
february-2016
Public Health
Transformation
The Local Government Association has published Public Health Transformation
Three ears on: extending influence to promote health and wellbeing.
The document contains case studies that outline how Local authorities continue to
make progress in relation to the improvement of health and wellbeing and
tackling health inequalities since public health was formally transferred from the
NHS in April 2013.
http://www.local.gov.uk/
web/guest/publications/-
/journal_content/56/1018
0/7660767/PUBLICATION
Screening programme
improvements
Following its last meeting the e UK National Screening Committee has published
eleven recommendations which include improvements to the existing
programmes.
https://www.gov.uk/gover
nment/news/uk-nsc-
recommendations-include-
new-bowel-cancer-
screening-test
50. Further Publications of Interest –
Specialties
Title Synopsis Link
Cardiovascular Health
Check
Published in January 2016,; “The NHS Healthcheck in England: and evaluation of
the first 4 years” outlines the outcome of a study of the introduction of routine
structured cardiovascular check with support for changes in behavior for those
patients that are high risk, treatment of risk factors and comorbidity that is newly
identified.
http://bmjopen.bmj.com/c
ontent/6/1/e008840.full
Obesity Prevention Two documents have been released:
Ending childhood obesity – makes recommendations for governments aimed at
reducing the rising trend of children aged under 5 years becoming over weight and
obese.
Tipping the Scales: why preventing obesity makes economic sense is a report by
the UL Health Forum and Cancer Research UK. The report focusing on prevention
trough taxation of sugary drinks and changes to advertising
http://www.who.int/end-
childhood-
obesity/news/launch-final-
report/en/
http://www.ukhealthforu
m.org.uk/who-we-are/our-
work/ukhf-whats-
new/?entryid70=54573
Learning Disabilities
Transforming Care
Time For Change: the challenge ahead has been published by Sir Stephen Bubb
who has undertaken a review of care for people with learning disabilities.
The prime recommendation within the report is for the Government is appoint a
Learning Disabilities commissioner to champion and protect rights and reform.
https://www.acevo.org.uk
/news/winterbourne-view-
time-change-report-launch
51. For Further Information, please contact:
Chris Walker - Director
Email : chris.walker@attain.co.uk
Mobile: 07931 441 766