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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Unclear accountability. When people are not held accountable for implementing the rules described in the system, they have less incentive to change their behavior. It cannot succeed if people don’t face consequences for failing to follow its guidelines.

ensure that your ICS digital and data strategy has had wide input from clinical representatives from across the ICS The risk of poverty for children in larger families (those with 3 or more children) has risen from 32% in 2012 to 43% in 2018, and is projected to reach 52% in 2021. 7 Some of the involvement principles from the literature were similar to the priorities of the involvement groups. In addition, the groups identified characteristics of ‘good’ involvement practice that were not reported in the literature: passion and enthusiasm, informal and welcoming meeting spaces, and opportunities to share lived experiences. In this article we present examples of how principles for good involvement are practiced in these groups, and difficulties we have experienced. Abstract To take advantage of this broader perspective, businesses need the right tools to manage non-financial accounting, and reach the optimal balance between economic, social and environmental concerns. Recent years have seen a flurry of initiatives and guidelines on corporate sustainability accounting and reporting, leading to a, fragmented landscape of sustainability accounting and reporting practices.Indeed, in May 2019 the World Business Council for Sustainable Development's Reporting Exchange indexed over 2,000 Environmental, Social and Governance reporting requirements across 60 countries (and 70 sectors). This level of fragmentation hinders consistency and comparability in reporting, making it more difficult for information to be evaluated and for the wider world to be able to see the progress being made. 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.

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Recommendations in the guidance include patients having digital access to their care plans and test results; a call for NHS trusts to explore new ways of delivering care using digital platforms such as remote monitoring; and the improvement of care through the use of electronic prescribing systems and decision support software. develop a single, coherent ICS-wide strategy for citizen engagement and citizen-facing digital services that is led by and has been co-designed with citizens 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. 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. have an adequately resourced clinical safety function, including a named CSO, to oversee ICS-wide digital and data development and deployment

What does good look like for your organisation? Success measure 1 - Well led What does good look like? 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: Boards are equipped to lead digital transformation and collaboration. They own and drive the digitally enabled transformation journey, placing citizens and frontline perspectives at the centre. ensure that your digital and data strategy has had wide input from clinical representatives from across the organisation

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.

Vague definitions. Without good definitions, there’s little chance that everyone in the company will get a clear understanding of the program’s goals and how they’re going to go after them. For example, goals that are overly lofty (“world class”) are not as helpful as more specific ones (“99.6% reliability”). Successful internal communications can also only be achieved by fully understanding who your internal audiences are. Tactics or strategies that work in one authority may not suit another due to differences in demographics, technology, organisational priorities, geography or culture. It is vital that your approach to internal communications is based upon an understanding of who your people are, the different roles that they play, what they need and where you can use communications to connect with them. create integrated care models for at risk population groups, using data and analytics to optimise the use of local resources and ensure seamless coordination across care settings

What does good performance look like?

Emma Rodgers, strategic manager (Marketing and Communications) at Stoke City Council summarises these as: support the implementation of new ICS-led pathways and personalised care models that use digital platforms to coordinate care seamlessly across settings 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. make sure that all projects, programmes and services meet the Technology Code of Practice and are cyber secure by design 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.