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“It ain’t (just) what you do..”. Perspectives on Social Sustainability. Sara Bordoley, CSR Manager, 1 July 2014. NHS England. The main aim of NHS England is to improve the health outcomes for people in England . 6000 staff nationally Improving patient experience Commissioning - PowerPoint PPT Presentation
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www.england.nhs.uk
“It ain’t (just) what you do..”Perspectives on Social SustainabilitySara Bordoley, CSR Manager, 1 July 2014
www.england.nhs.uk
NHS EnglandThe main aim of NHS England is to improve the health outcomes for people in England.
6000 staff nationally
Improving patient experienceCommissioningTechnology, systems and dataPartnerships and relationshipsDirect commissioningQuality improvement and clinical leadershipOur governing frameworksPatient safetyPatient involvementStrategic and Operational Planning 2014 to 2019Emergency Preparedness, Resilience and Response (EPRR) “ The NHS belongs to the people.”
The NHS Constitution
www.england.nhs.uk
Why does NHS England consider (social) sustainability important?
Our organisation and healthcare has impacts - can be positive or negative
Managing these impacts positively is important to us - responsibility, legal, image, financial, staff retention…. But because it makes sense….
www.england.nhs.uk
safety
Ensuring a Strong, Healthy and Just SocietyMeeting the diverse needs of all people in existing and future communities, promoting personal wellbeing, social cohesion and inclusion, and creating equal opportunity for all.
Social sustainability
education
self esteem
ethics
equity
cohesion
resilience
social capital
housing
employment
mental and
physical health
community
wellbeing
inclusion
living wage
participation
environment
economy
access
poverty
www.england.nhs.uk
safety
Determinants of health
education
self esteem
ethics
equity
cohesion
resilience
social capital
housing
employment
mental and
physical health
community
wellbeing
inclusion
living wage
participation
environment
economy
access
poverty
Supports mental and physical health and wellbeing
www.england.nhs.uk
What can we do? (The main aim of NHS England is to improve the health outcomes for people in
England)
Goal 3 - Every opportunity contributes to healthy lives, communities and environments
NHS England
Health
care services
The way we do it
Health
www.england.nhs.uk
It’s the way you do it..
Its ain’t (just) what you do…
www.england.nhs.uk
1. HEALTHCARE
www.england.nhs.uk
Models of care
www.england.nhs.uk
• Central to our ambition is to place the patients and the public at the heart of everything we do.
www.england.nhs.uk
‘We encourage patient and public participation in the NHS, treat them respectfully and put their interests first. This allows us to develop the insight to help us improve outcomes and guarantee no community is left behind or disadvantaged’.
Patient and public involvement
• Youth Forum• NHS Citizen• Engaging the transgender
community in developing the medical model
• 22 Voluntary Sector strategic partners
• Guidance - Transforming Participation in Health and care, 2013
• Processes are collaborative (way you do it)
• System leadership
www.england.nhs.uk
Utilising assets and developing capacity
www.altogetherbetter.org.uk
www.england.nhs.uk
Equity
www.england.nhs.uk
2. COMMISSIONING
How we commission - Social Value Act 2012
• All public bodies in England and Wales, including local authorities, are required to consider how the services they commission and procure might improve the economic, social and environmental well-being of the area.
• “Social value” is a way of thinking about how scarce resources are allocated and used. It involves looking beyond the price of each individual contract and looking at what the collective benefit to a community is when a public body chooses to award a contract. Social value asks the question: "If £1 is spent on the delivery of services, can that same £1 be used to also produce a wider benefit to the community?"
• Direct commissioning (aprox £20 billion)
• Indirect commissioning (aprox £80 billion)
www.england.nhs.uk
Embedding the Act
Funded by the London Borough of Lambeth and NHS Lambeth Clinical Commissioning Group. Supported and grown by the people of Lambeth
Provides a real opportunity to make positive change in the local community, encourage partnership/ whole systems approach and develop resilience. • Good examples• Awareness• Application/good practice• Measuring (commissioner and provider)
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Global supply chains
www.england.nhs.uk
3. OPERATIONS – part of the community
• Socially responsible employment
- Staff- Employability schemes e.g.
apprenticeships, work experience
• Employee volunteering• Local economy and
procurement• Local community impacts• NHS England is a national
organisation
www.england.nhs.uk
Scale and impact of the NHS• NHS deals with over 1
million patients every 36 hours (NHS Confederation, 2014)
• 8% GDP at a national level (Kings Fund)
• 1.4m employees (2011)
• 50.6 % qualified clinical staff (NHS Confederation, 2014)
www.england.nhs.uk
Challenge to understand outcomes and impacts• Positive vs negative• Location specific• How, who and when (boundaries and knock on
effects)• How measure?
How do we know we are making a difference?
www.england.nhs.uk
Personal perspectives on social sustainability
Its what you do (thing)And the way you do it (process)
Locally appropriate - who says what's right?
Moral and ethical angles
We are talking about individuals
We are talking about people over short and long time periods in complex global systems.
There are knock on social, environmental and economic effects
What are the absolutes?
Sara BordoleyCSR Manager, NHS [email protected]