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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Poverty is associated with adverse developmental, health, educational and long-term social outcomes. Child poverty is linked to a wide range of poorer outcomes, including: Executives feel like they don’t own the OEMS. If senior executives or middle managers feel like the program has been foisted on them from high above or outside the company, they may lose enthusiasm and let the program trail off after the initial burst of enthusiasm. Digital, data and infrastructure operating environments are reliable, modern, secure, sustainable and resilient. Across your ICS, all organisations have well-resourced teams who are competent to deliver modern digital and data services. Health and care practitioners embed digital and data within their improvement capability to transform care pathways, reduce unwarranted variation and improve health and wellbeing. Digital solutions enhance services for patients and ensure that they get the right care when they need it and in the right place.

Low income and material deprivation. Material deprivation – the inability to afford basic resources and services – has arguably the greatest impact on children and young people. Low income and material deprivation is defined as household income lower than 70% of median income together with being materially deprived, while severe low income and material deprivation is income lower than 50% combined with high material deprivation. Material deprivation assessed a family’s ability to afford a list of basic children’s items, although each UK nation uses different indices of material deprivation. Focused. Avoid trying to make the system everything to everyone. The most effective systems bear down on operational integrity. Casting the net too wide can raise complexity and make the system difficult to apply—and less useful.

Contributing authors

Emma Rodgers, strategic manager (Marketing and Communications) at Stoke City Council summarises these as: ensure you are compliant with NHS national contract provisions related to technology-enabled delivery (for example, clinical correspondence and electronic discharge summaries) The framework sets out seven success measures including whether digital transformation is well led; ensures smart foundations; safe practice; supports people; empowers citizens; improves care; and healthy populations. We published our previous lists of the Top 10 most productive councils in 2017 and 2018, and it is still the case that different types of authority from different parts of the country can be among the best even if demographics are against them. variable performance across the business, affecting customer perception of quality and not having a basis for continuous improvement.

As a jobbing clinician, as well as CCIO, I am delighted to see that in success measure 2, Ensure smart foundations, the first domain is ‘people’. We all need systems to deliver care, but systems are only as good as the humans that are empowered to use them. So by emphasising the workforce it feels as though we are starting off on the right note. You would become vulnerable and might be exposed to ‘dodgy’ people and drugs. You could be forced to make bad choices and get up to trouble. The reason this is our next generation of the digital maturity assessment is it is a much more rounded assessment, it’s not just measuring the tech but most importantly it’s also considering the culture, the people, the skills and the processes that are required to support good digital and data transformation. We will not publish the whole list – or even just the bottom 10. We are not interested in naming and shaming. Our intention is to encourage improvement and learning through celebrating the best the sector has to offer.This article is written by members of three involvement groups, and the university employees that they work with. We wanted to jointly reflect on what enables our collaborative work, and what the challenges are for everyone involved. Your ICS embeds digital and data within their improvement capability to transform care pathways, reduce unwarranted variation and improve health and wellbeing. Digital solutions enhance services for patients and ensure that they get the right care when they need it and in the right place across the whole ICS.

ensure clinical systems and tools meet clinical safety standards as set out by the Digital Technology and Assessment Criteria (DTAC) and DCB0129 and DCB0160 As clinicians, we are not just there to be consulted with, but to be co-producers of our digital future alongside our technical colleagues. Clinical informatics can no longer be seen as a one-person job, tagged on to an already busy professional’s existing portfolio. It is a specialism within its own right, and deserves adequately resourced time to deliver the goods. As well as the time resource, we must also recognise the richness of experience and expertise that a diverse clinical team can bring to the role – none of us can be a subject matter expert in all professional domains. Delivering excellent, safe care Integrated Care Boards (ICBs) build digital and data expertise and accountability into their leadership and governance arrangements, and ensure delivery of the system-wide digital and data strategy.An organisation where employees are treated as its biggest assets – it is vital to recognise that your employees are your biggest investment and should be prioritised accordingly. In times of change or celebration they should be the first to know and organisations should work with them so that they can become the biggest advocates for your work. In the public sector, these decisions are harder. The absence of the price mechanism means that what good looks like is in constant dispute. Each organisation makes their own choices every year – a series of compromises balancing politics, fine judgment, financial limits, behaviour of partners and delivery risk. We’re at a point in time where there’s greater appetite for using digital and data as we’ve seen through the pandemic, and a real appetite to take that forward into the future.” drive organisations towards ‘simplification of the infrastructure’ by sharing and considering consolidation of spending, strategies and contracts 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.