By Department of Health (2013)
This document sets out how NHS England is accountable for the delivery of certain public health services and describes expert support from Public Health England. The accompanying service specifications provide details of the public health evidence and advice needed to support effective commissioning.
By Joseph Rowntree Foundation (2013)
This set of resources aims to help individuals, groups, communities and neighbourhoods take a closer look at and to reduce loneliness. It includes a briefing on the causes of loneliness; guidance; and session plans.
By Association of Directors for Adult Social Services (2013)
This paper originated from discussions on best practice which took place at an ADASS seminar. It aims to provide staff across key services with an accessible and practical overview of best approaches to the challenge of successful integration.
Doyle, C. et al. Implementation Science, 2013; 8: 127
The implementation of evidence-based treatments to deliver high-quality care is essential to meet the healthcare demands of aging populations. However, the sustainable application of recommended practice is difficult to achieve and variable outcomes well recognised. The NHS Institute for Innovation and Improvement Sustainability Model (SM) was designed to help healthcare teams recognise determinants of sustainability and take action to embed new
practice in routine care. This article describes a formative evaluation of the application of the SM by the National Institute for Health Research Collaboration for Leadership in Applied Health Research and Care for Northwest London.
By Hospitals in Pursuit of Excellence (October 2013)
This guide provides two frameworks for conceptualising and planning improvement activities. The improvement continuum describes four categories of improvement activities: topic or microsystem, care co-ordination, defined population and community health. For each of these categories, the framework describes the skills, tools and teams that lead to successful improvement efforts. The guide also includes a leadership action model and a framework for how to use the improvement continuum.
By Solace (September 2013)
This report outlines the views of SOLACE members on the shape that health and social care reform should take going forward, outlining ten key principles which should underpin future reform. It places an emphasis on a move towards integrated care; shared commissioning; and shared management.
By Public Health England (2013)
This guidance describes both the statutory and non-statutory elements of the role of director of public health, and sets out the arrangements that allow local authorities to have confidence in their appointments. The appointment guidance offers more detailed advice and good practice on the process for the joint appointment of directors of public health by local authorities and Public Health England.
By the Nuffield Trust (October 2013)
This report, in partnership with the Health Foundation, provides an overview of initial research into the quality of health and social care services in England. The assessment draws on analysis of nearly 150 quality indicators spanning primary care and community services, hospital care, mental health services and social care. These have been evaluated in relation to six domains of care quality: access; safety; effectiveness; person-centred care and experience; capacity; and equity. A longer version of this report will be published later this autumn.
By WHO (2013)
This review of inequities in health across the 53 Member States of the Region was commissioned to support the development of the new European policy framework for health and well-being, Health 2020. The report builds on the global evidence and recommends policies to reduce health inequities and the health divide across all countries, including those with low incomes.
By Department of Health (September 2013)
The government accepts all the recommendations of the Caldicott report and highlights that while information sharing is essential to provide good care for everyone, there are rules that must be followed.
The ambitions of this response are that: