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

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enhance your collaborative and multidisciplinary care planning using an array of digital tools and services alongside PRSB standards establish a clear system-wide process for reviewing and responding to relevant safety recommendations and alerts, including those from NHS Digital (cyber), NHS England, the MHRA and the Healthcare Service Investigation Branch (HSIB) Your workforce is digitally literate and are able to work optimally with data and technology. Digital and data tools and systems are fit for purpose and support staff to do their jobs well. provide front-line staff with the information they need to do their job safely and efficiently at the point of care, for example ICS shared care record

An implementation effort that runs as a parallel organization, not integrated into the business. A dedicated team has to be set up to design and deploy an OEMS, but that team cannot continue to run as a separate organization within the company. Its task is to implement the new way of working into the organization, down to the task level. Ideally, the OEMS team should be able to disband after the program’s planned development time, allowing it to become a normal part of management. Organisations use data to inform their own care planning and support the development and adoption of innovative ICS-led, population-based, digitally-driven models of care.

In addition, successful internal communication must also be aligned to your wider communications strategy and ultimately, your organisation’s corporate plan.

One reason for getting it wrong is that both public sector leaders and their consultants are designing solutions for complicated problems, rather than complex ones. The difference between complicated and complex is not one of degree but of type. Solutions which do not take this into account are prone to fail – if not in the short-term, certainly in the medium term.

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To achieve this, it is vital that you familiarise yourself with the mission, aims and objectives of your council as well as the opportunities and challenges that are present both now and on the horizon. The most effective way of achieving this is by speaking to colleagues from across your organisation, particularly your chief executive, leader and senior teams to understand the areas of focus and concern that are facing your council, as well as their ambitions for the future. Adopt a ‘child health in all policies’ approach to decision-making and policy development, with HM Treasury measuring and disclosing the projected impact of the Chancellor’s annual budget statement on child poverty and inequality. The Government should also collect adequate data to ensure all Departments can consider the impact of policies on child health as accurately as possible. It is split into two sections: ‘What does good look like for Integrated Care Systems (ICSs)’ and ‘What does good look like for your organisation’ which both follow the same seven measures of success. Matthew Gould, chief executive of NHSX, said: “These two documents will give frontline leaders the essential guidance they need to plan their digital transformation. They set out what they should be driving towards, and how they will need to pay for it.