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Functionalities of National Health Organisations

Reviewing national health functions to eliminate overlaps, enhance efficiency, effectiveness, and value for money. Recommendations for change may involve maintaining, managing, refining, or fusing organizations. Emphasizing an integrated model for a national public health service in Wales. Criteria for change include eliminating overlapping remits, enhancing clarity, and aligning with strategic goals.

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Functionalities of National Health Organisations

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  1. Functionalities of National Health Organisations Dr Cerilan Rogers National Director

  2. WAG vision • A national centre for knowledge management, expert advice and information encompassing: • Health improvement • Health protection • Healthcare quality

  3. Review purpose • Identify national functions in health where a number of organisations and services overlap • Make recommendations for change to improve: • Efficiency • Effectiveness • Value for money

  4. Possible Review outcomes • Removal of overlaps and duplication • Recommendations to improve efficiency, effectiveness and value for money • Recommendations may: • Maintain current arrangements • Manage overlaps through networks • Refine or reallocate functions • Fuse two or more organisations

  5. Review scope • National Public Health Service for Wales • Wales Centre for Health • NLIAH • Health Solutions Wales • WORD • WCISU • CARIS • Screening Services

  6. NPHS response • Opportunity to strengthen the Welsh model for an integrated national public health service • Strong position of the NPHS • Need to engage staff and stakeholders in developing our response • Must not take our eyes off the ball!

  7. Integrated model • National service delivered locally • One source of expert public health advice • Access to greater expertise and resource • Health improvement, health protection and health care quality underpinned by health intelligence

  8. Do you share the vision? • A national centre for knowledge management, expert advice and information encompassing: • Health improvement • Health protection • Healthcare quality

  9. Are there overlaps? • Efficiency • Effectiveness • Value for money

  10. Is there scope for further public health integration? • Health improvement • Health protection • Health and social care quality • Health intelligence

  11. Criteria for change? • Elimination of overlapping remits • Clarity of messages and perceptions • Critical mass of specialist expertise • Value for money • Organisational disruption/distractions • Sustainability and resilience • Clarity of organisational purpose • Links with Trusts, LHBs and LAs • Ability to deliver Assembly strategy

  12. Next steps • Awaiting final terms of reference • Awaiting information on how we can make an input • Gather staff and stakeholder views • Prepare an NPHS response

  13. Conclusion • The better we are in delivering our services, the more we will be able to shape the way they are delivered in future

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