It might not have been given the name of 'sustainability reporting but companies like Shell and BHP' were reporting on issues relating to their broader social impacts from the late nineteenth century. Non-financial reporting became more systematic among several large corporations in the 1970s, particularly those in the oil and chemical industries. The practice of non-financial reporting declined in the 1980s, to be resurrected in the 1990s with a focus on environmental reporting. Since then, growing concern and awareness around the social and environmental impacts of business activities has led to an age when a range of business stakeholders need to be reassured that organisations and their leaders are a force for building a sustainable future. Organisations therefore need to systematically identify and embed their sustainability risks and opportunities into strategic decision-making.

use data and analytics to redesign care pathways and promote wellbeing, prevention and independence (for example, identifying patients for whom remote monitoring is appropriate) defines common language that everyone in the organization can use to talk about operations and their aspirations What we cannot compromise on however is the safety of our practice, which is why it is fundamental for us to hold ourselves accountable in this area. As before, we cannot pay lip service to this function which is why not only are most of our clinical informaticians trained in this area, but our team has put on training to other members of the digital directorate, led by our chief nursing information officer. Clinical safety should be everyone’s business, so by training our project managers on the basic principles and procedures we have embedded a culture of safety in the department. Now the clinical safety processes that we adhere to are a fundamental part of the project planning for every piece of clinically-relevant digital work we undertake. This also helps to keep in everyone’s consciousness why we do what we do – delivering excellent care for patients. Patients as partners Pedro Caruso is a partner with Bain & Company in Houston. Francesco Cigala is a Bain partner in Kuala Lumpur. Juan Carlos Gay is a Bain partner in London. create and encourage a digital first approach across the ICS and share innovative improvement ideas from frontline health and care staffYou would become vulnerable and might be exposed to ‘dodgy’ people and drugs. You could be forced to make bad choices and get up to trouble. It’s the first confirmation NHS organisations will be assessed on their digital capabilities since the Digital Maturity Assessments were launched. PwC's report highlights the sharp rise of interest in and reporting on the SDGs. But it also suggests a gap between rhetoric and reality in SDG reporting. This gap reflects findings from academic research into sustainability reporting over many years before the SDGs were developed. Patient and public involvement means researchers working with members of the public, patients or carers to jointly plan and carry out research. 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.

We’re at a point in time where there’s greater appetite for using digital and data as we’ve seen through the pandemic, and a real appetite to take that forward into the future.” In addition, successful internal communication must also be aligned to your wider communications strategy and ultimately, your organisation’s corporate plan. An organisation where employees are treated as its biggest assets – it is vital to recognise that your employees are your biggest investment and should be prioritised accordingly. In times of change or celebration they should be the first to know and organisations should work with them so that they can become the biggest advocates for your work.Since publishing the 2018 list we have further refined some of the outcomes measures for each of the lenses, taking into account dataset availability and discussions with the leadership teams of more than 40 councils. We wanted to establish what the literature defines as ‘good’ public involvement and compare this with processes and practices in our involvement groups. We therefore carried out a literature review and each group met separately to discuss what characterises good involvement, and what the challenges are. From these discussions we developed a set of descriptions about each group. We compared the literature review findings with what came out of the discussions within the involvement groups. make data from your organisation available to support clinical trials, real-world evidencing and the development of AI tools enhance your collaborative and multidisciplinary care planning using an array of digital tools and services alongside PRSB standards We published our previous lists of the Top 10 most productive councils in 2017 and 2018, and it is still the case that different types of authority from different parts of the country can be among the best even if demographics are against them.

The assessments were designed to rate trusts on their digital maturity, help them identify gaps where improvement was needed and provide a blueprint for GDE fast follower trusts to aim for, but in recent years the assessment has fallen by the wayside. build digital and data leadership expertise and strong board-level accountability for digital transformation - this would include having a CIO or CCIO (or role within this function) as a member or attendee of the board Ideally, most employees will learn the details of the OEMS from their own manager or someone in their group. Even so, senior leadership must continue to speak passionately and confidently about the importance of the OEMS. They should be clear about the connection between the OEMS and the way the organization creates value. In their own work, they should explicitly link their priorities to the delivery of OEMS requirements. To achieve this, it is vital that you familiarise yourself with the mission, aims and objectives of your council as well as the opportunities and challenges that are present both now and on the horizon. The most effective way of achieving this is by speaking to colleagues from across your organisation, particularly your chief executive, leader and senior teams to understand the areas of focus and concern that are facing your council, as well as their ambitions for the future. contribute data to the ICS-wide shared care record in line with the Professional Records Standard Body’s ( PRSB) Core Information StandardWe report on a co-produced self-reflective evaluation of involvement practices in three UK research programmes. It’s hoped the guidance will help leaders and individual organisations accelerate digital transformation across the health service.

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. Speaking exclusively to Digital Health News Sonia Patel, chief information officer (CIO) at NHSX, said: “We want to ensure that we have ubiquitous digital and data transformation capability across the country and without a standard, we are likely to inherit lots of variation. ensure that organisations across your ICS employ decision support and other tools to help clinicians follow best practice and eliminate quality variation across the entire care pathway In the private sector, these decisions are much simpler. You can measure the value of what you are producing by the price you can charge. This reduces all inputs, investments, innovation, outputs and outcomes to a single point measured in pounds and pence. This helps to compare options measured against competitors. We will continue to make ongoing improvements to the way we measure performance. While we value consistency in year-to-year measurement, we are not holding ourselves to an unnecessary academic standard. It is more important that we improve our insights as more, different or better data comes to light. We will always be transparent, but a small number of measures will change.Citizens are at the centre of service design and have access to a standard set of digital services that suit all literacy and digital inclusion needs. Citizens can access and contribute to their healthcare information, taking an active role in their health and wellbeing. 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 managers setting unclear expectations about performance targets with ambiguous orunrealistic targets, and consequently getting less out of their people than they arecapable of Low income and material deprivation. Material deprivation – the inability to afford basic resources and services – has arguably the greatest impact on children and young people. Low income and material deprivation is defined as household income lower than 70% of median income together with being materially deprived, while severe low income and material deprivation is income lower than 50% combined with high material deprivation. Material deprivation assessed a family’s ability to afford a list of basic children’s items, although each UK nation uses different indices of material deprivation. have a clear ICS digital inclusion strategy, incorporating initiatives to ensure digitally disempowered communities are better able to access and take advantage of digital opportunities