This report presents emerging findings from the early development stages of a social value approach to procurement by East London NHS Foundation Trust (ELFT). These findings provide insights for other organisations beginning to explore how to use procurement to contribute to improving health and reducing health inequalities.
Produced by Angie Hobbs - the world’s first Professor in the Public Understanding of Philosophy – this paper examines the ethical questions raised by our report outlining strategies for reducing inequity.
Now with the World Menopause Day 2022 update. What is it like to experience menopause as an NHS employee? And what is its impact on both the individuals and the organisations they work for?
Are there inequalities in access to planned care? If so, what are they? Which groups ‘gain’ and which groups suffer? And what could be done to address any inequalities? In pursuing their objective of reducing inequalities, what could Integrated Care Systems (ICSs) do? What strategies and approaches are likely to be successful?
As the NHS emerged out of the pandemic, it was confronted with the challenge of not only recovery of unprecedented waiting lists, but with inequalities which required attention. NHS leaders challenged providers to restore inclusively and at University Hospitals Coventry and Warwickshire NHS Trust, we have developed a way of doing just that, whilst simultaneously reducing waiting times for all.
The Midlands Decision Support Network in association with The Strategy Unit are hosting INSIGHT 2022 our annual festival of learning and sharing events for the NHS, local government and other partners across health and care.
Emergency department attendances fell dramatically and systematically during the early phases of the COVID-19 pandemic. This effect was almost universal, affecting people from all parts of society and for all health conditions. But in our recent paper we highlight one notable exception to this rule -presentations at Emergency Departments for infant-feeding problems increased during the pandemic.
We hear a lot about what’s stopping the NHS making the most of its army of talented analysts. Some say we just need more data, or data of better quality. Others point to deficiencies in our infrastructure, IT kit or the software we use. But I’m not so sure. For me the biggest shortfall is in good questions that we can feasibly address.
Our research, published in the Lancet Regional Health Europe, highlights substantial inequities in access to elective hip replacement surgery. We found no evidence that these inequities reduced between 2006 and 2016.
The Strategy Unit, with our partners Ipsos, has been commissioned by NHS England and NHS Improvement (NHSEI) to provide a long-term national evaluation of the Urgent Community Response programme rolled-out across England. The programme aims to shift resources to home and community-based services as part of the NHS commitment to providing the right care, to the right people, at the right time. And there are a range of outputs from the early work that provide learning for local systems as they develop their services.
UPDATE 10th August: Now including briefing note for Integrated Care Boards on legal duties in respect of reducing inequalities. This report guides ICBs through the process.
The Strategy Unit has, over the last ten years, developed a way of working that has allowed us to become recognised as a leading analytical organisation in the NHS.
With general practice appointments hitting the highest numbers on record (34.8 million in England alone in November 2021), careful organisation and planning for patient appointments is increasingly important.
What is an ‘Intelligence Function’? What value can they add to decision making? How can they be configured and who needs to be involved? What lessons can be drawn from current practice?
Diagnosing autism takes account of a person’s differences in social interaction and communication, sensory sensitivity, interests and behaviours. Yet autism varies hugely from person to person, both in how it looks and how it is experienced.
The pace of change in the development and use of digital technology is astonishing. The use of such technology has been an essential element in the health and care services response to the COVID-19 pandemic. In many cases, the previously unthinkable became commonplace.
Waiting lists for elective care are in the news. The national plan has been issued, with the expectation that lists will continue to rise for some years - and that long waiting will not disappear anytime soon. Addressing this ‘backlog’ will remain a fundamental challenge for some time to come.