- Posted:Monday 11 April 2016
Updated on 19 October 2017, these NHS organograms explain how providers are regulated and commissioned, and how the money flows.
Department of Health (2017). Annual report and accounts 2016-17. London: Department of Health. Available at: www.gov.uk/government/publications/department-of-health-annual-report-and-accounts-2016-to-2017
National Audit Office (2017). A short guide to the Department of Health and NHS England. London: The Stationery Office. Available at: www.nao.org.uk/report/short-guide-for-health/
NHS England (2016). Our 2016/17 business plan. London: NHS England. Available at: www.england.nhs.uk/publication/nhs-england-business-plan-201617/
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A couple of concerns:
* No mention of the role of the Secretary of State for Health. What is his role now following the Health and Social Care Act 2012? Is he still ultimately accountable for the NHS to Parliament?
* The unwritten rules of the game are changing and maybe these need to be aired because clearly there is a lack of transparency about what they could mean. I'm referring to the role of the private sector in healthcare. Yes, it has been embedded in the NHS since 1948. However, what we've seen since 1990, but with an increasing escalation since the 2012 Act, is the marketization of the system. Look no further than what's happening with the estate function, private finance projects, Prop-co let alone the range of clinical and non clinical services being privatised. Accountable Care Organisations are modelled on the US private healthcare system.
Readers may wish to refer to Allyson Pollock's work ahttps://www.allysonpollock.com/ and indeed consider lobbying their MP to support the NHS Reinstatement Bill 2017 http://www.nhsbillnow.org/
I work both in the NHS in dementia services as well as independently where I collaborate with systemic thinkers and practitioners to develop much needed systemic capabilities. In the NHS I work as a front line practitioner and innovator of new ways of understanding and treating complex health conditions like dementia, depression and other chronic inflammatory conditions . Our present linear mental models are limiting us in what we perceive, identify, prioritize and decide to treat. This falls far short of what else is possible and would be much cheaper and less wasteful in the longterm. I offer to help develop communities of practice where people share practices and develop them also know as communities of learners. What is missing for me in traditional communities of practice is paying attention to 'the community itself and how it learns'. When the 2 aspects of CoPs come together, we have what I would call powerful incubators for real transformation and improvement, both of people as well as organisations. I have just published an interview with Dr.Margaret Hannah who models such change in Scotland as director/leader of Public Health. http://www.enliveningedge.org/organizations/humanising-healthcare-part-…
I need your help in bringing your ideology to my city.
PLEASE ADD ME TO YOUR MAILING LIST. EXCELLENT PRESENTATION AND VERY INFORMATIVE
Thank you for your support and your interest. You can sign up here: https://www.kingsfund.org.uk/email/weekly-update
From your NHS structure diagram parliament funds £122.2 billion then this divides down so public health gets £4.2 billion, DoH £105.9 billion and other bodies £7.4billion this makes a total of £117.5 billion. What happens to the other £5 billion? There is also a difference of £1.6 billion between what the DoH receives and what is decided up down the chain.
What is this money used for?
So want to engage, I am of the belief that there is an, urgent need for a Fourth Sector.
To signpost and network, ideology of SS with the less rooted position within the NHS to the broader network of the Third Sector.
My argument for this as you know is by it's nature a complex one, although Sector Care in the North shows some freeing up of much needed beds in hospital towards a better use of well managed resources, within the community.
I worked on the Government White Paper on Community Care with you as a member of 12 senior line managers and from that and many more years of experience to how I feel now.
1. The animation was an overview. It didn’t intend - or pretend - to be comprehensive.
2. That having been said.... a little more reference to patient/carer engagement and (dare I say it? Yes. I do... ) INVOLVEMENT at ALL levels. This would have taken the presentation from very good to brilliant.