National Context. Public Sector Transformation The public sector is re-shaping in a number of areas not least through the transforming rehabilitation agenda. This will see the delivery of probation services split between the National Probation Service and the competitively tendered Community Rehabilitation Companies. Impact will be felt across the community safety and criminal justice landscapes not least in the operation of the prison estates, the relationship with youth justice services, commissioning of un-paid work and the supervision of both statutory and non-statutory offenders. It is essential we both maintain provision through the transition period and develop good working relationships with the new organisations. As a partnership, we must continue to take responsibility to reduce re-offending, both through our commissioning of services and in developing joint initiatives with the new providers. The health economy has also been through considerable re-organisation and we are making steps to ensure that we have a good working relationship with new organisations such as clinical commissioning groups and that we take account of shared priorities through arrangements with Public Health Lancashire and Health and Wellbeing Boards.
National Context. NSD acts on behalf of Scottish Government and NHS Boards to plan for and procure national specialist services. NSD supports the National Specialist Services Committee (NSSC). The remit of NSSC is to advise the NHS Board Chief Executives and through them, the Scottish Government Health and Social Care Directorate on designation and provision of specialist services. NSD has delegated authority from NHS Boards to develop and progress operational changes in service provision in partnership with providing NHS Boards to ensure sustainable delivery of high quality efficient, effective and timely services. National funding is top-sliced from NHS Boards’ allocations and is a limited resource. To ensure this funding is appropriately utilised, reporting standards as outlined in this agreement are a mandatory requirement for all nationally designated specialist services The Provider will deliver services to meet demand and ensure best possible quality and value from the resources invested in the NHS as outlined in A National Clinical Strategy for Scotland (Scottish Government 2016). The Provider is expected to demonstrate alignment with the Chief Medical Officer’s Realising Realistic Medicine principles. This includes, putting the patient at the centre of decision making, encouraging a personalised approach to care, reducing harm and waste, tackling unwarranted variation in care, and innovating to improve.
National Context. 4.1.1 Three social policies and public sector reform The Scottish Government has three key social policies which link together to try to deliver the best outcomes for Scotland. These are: Achieving Our Potential1 Early Years Framework 2 Equally Well3 All three documents focus on early intervention and prevention rather than focussing on what to do when a crisis happens. There is currently a shift in culture from dependency to active citizenship, where people should expect less from the state and more from themselves, their families and their communities. The solutions to the problems continuing to hamper society in Scotland are within communities themselves, and it is the role of the public, voluntary and private sector to support people to become more capable, more resilient and better able to deal with crises themselves. Increasingly the roles of Community Capacity Building and Co-production are coming to the fore. Co-production goes well beyond user involvement or citizen engagement. It promotes equal partnership between service workers and those intended to benefit from their services – pooling different kinds of knowledge and skill, and working together. Co-production is nothing new, but is an approach which can secure the best outcomes for people living in areas of multiple deprivation. Models of co-production are around a set of core values: recognising that people have assets, not just problems redefining work so that unpaid activities are valued and supported building reciprocity and mutual exchange strengthening and extending social networks. By moving to a model of service delivery which involves communities more closely, the Alliance will be helping the people of Inverclyde to secure outcomes for themselves, building success and reducing the cost of failure. The culture change taking place in Scotland is leading to realignment and prioritising of resources toward early intervention (as set out in the Christie Commission report on transforming public services), shifting the focus from crisis management to prevention, early identification and early intervention, whilst realistically recognising that crisis management will still be needed in the short to medium term. The scale of the changes required are massive and complex, but in order to secure the best outcomes for the most vulnerable people, in a time of unprecedented financial challenge, those changes will need to be made. The combination of involving communities in service dev...
National Context. 2.1 The Children and Social Work Xxx 0000 received royal assent on 27th April 2017. Section 16E of the Act requires each Local Authority Area to establish local arrangements for safeguarding and promoting the welfare of children
National Context. NSD acts on behalf of Scottish Government and NHS Boards to plan for and procure national specialist services. NSD supports the National Specialist Services Committee (NSSC). The remit of NSSC is to advise the NHS Board Chief Executives and through them, the Scottish Government Health and Social Care Directorate on designation and provision of specialist services. NSD has delegated authority from NHS Boards to develop and progress operational changes in service provision in partnership with providing NHS Boards to ensure sustainable delivery of high quality efficient and effective services. National funding is top-sliced from NHS Boards’ allocations and is a limited resource. In order to ensure this funding is appropriately utilised, reporting standards as outlined in this agreement are a mandatory requirement for all national designated services. The Provider will deliver services to meet demand and ensure best possible quality and value from the resources invested in the NHS as outlined in A National Clinical Strategy for Scotland (Scottish Government 2016).
National Context. The Healthcare Quality Strategy,(Scottish Government 2010) which has been developed to ensure delivery of the highest quality healthcare services. • Health and Social Care Standards, (Scottish Government 2017) which set out what patients should expect when using health, social care or social work services in Scotland. They seek to provide better outcomes for everyone; to ensure that individuals are treated with respect and dignity and that the basic human rights are upheld. • Duty of Candour (2018) as provided in the Health (Tobacco, Nicotine etc and Care) (Scotland) Act 2016 ensuring that every healthcare professional must be open and honest with patients when something goes wrong with their treatment or care causes, or has the potential to cause, harm or distress. • The Patient Rights (Treatment Time Guarantee) (Scotland) Directions (Scottish Government 2019) which sets out the arrangements for monitoring and recording the treatment time guarantee and communication with patients.
National Context. The university’s Widening Participation Strategy has been developed in the context of national policy, funding changes and external drivers for change. These changes will impact, in particular, on funding for widening participation work. The strategy has been framed in the light of a likely reduction in the amount of funding available to support widening participation activity in the future. HEFCE outlined changes to the funding for improving retention, learning, teaching and widening access in Future Support for Teaching Enhancement and Widening Participation (HEFCE Guide 2008/28). These changes have increased funding for widening access and reduced funding for improving retention. The reduction has, in particular, impacted on London HEIs, and the university has made a careful assessment of the future focus of activities designed to support enhancement and retention work within available resources. Much widening participation work has hitherto been funded by special project funding through Aimhigher and Lifelong Learning Networks. Funding for Lifelong Learning Networks will end in 2010 and Aimhigher funding, which is being progressively reduced, is uncertain beyond 2011. HEFCE has advised universities to target their increasingly limited resources where they can have the most impact (HEFCE Guide 2007/12, p7). In order to maximise value for money, over the next five years, outreach activities will focus on specific local communities and groups currently under-represented in higher education. For the first time, both universities and Aimhigher partnerships have to achieve numerical targets, with at least two-thirds of participants in widening participation activities being expected to come from disadvantaged socio-economic backgrounds with no previous parental experience of higher education. The university is also required by HEFCE to produce a comprehensive Widening Participation Strategic Assessment, bringing widening participation and access policies together into a single document (HEFCE Guide 2009/1) with an annual progress report as a condition of payment of the HEFCE allocation for widening participation. In framing its Widening Participation Strategy, and associated activities, the university has thus had to make a careful assessment of the balance between sustained support for learners, and activities which maximise the exposure of young people and adults to higher education.
National Context. 2.1 The Provider shall meet applicable national and local standards as this specification does not replace but supports the legislative and quality requirements which are placed upon Providers by the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014; the Care Quality Commission (Registration) Regulations 2009 and CQC Standards.
National Context. In the UK, there is currently a focus on literacy skills. The Independent reports that this could leave nearly 1.5 million 11-year olds with poor literacy skills by 2025 unless remedied (Xxxxx et al 2014). This skill gap reportedly “costs the economy
National Context. The Scottish Government’s Purpose is Sustainable Economic Growth1. Success is monitored using the following Purpose Targets: o Economic Growth: To raise the GDP growth rate to the UK level by 2011 To match the GDP growth rate of the small independent EU countries by 2017 o Productivity To rank in the top quartile for productivity against our key trading partners in the OECD by 2017 o Participation To maintain our position on labour market participation as the top performing country in the UK To close the gap with the top five OECD economies by 2017 o Population To match average European (EU15) population growth over the period from 2007 to 2017 Supported by increased healthy life expectancy in Scotland over the period from 2007 to 2017 o Solidarity To increase overall income and the proportion of income earned by the three lowest income deciles as a group by 2017 o Cohesion To narrow the gap in participation between Scotland's best and worst performing regions by 2017 o Sustainability To reduce emissions over the period to 2011 To reduce emissions by 80 percent by 2050 1 To focus Government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth. Delivery of this is set out in the Government Economic Strategy. The Scottish Government’s Five National Strategic Objectives, which describe where the Government will focus action, are: o WEALTHIER & FAIRER - Enable businesses and people to increase their wealth and more people to share fairly in that wealth.
