Business planning resources
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Business Planning Resources:
Business plan template.
A template to help you strategically plan your department and its services.
Key questions when planning
A useful tool to follow at the planning stage.
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2022/23 NHS priorities and operational planning guidance: what you need to know
24 December 2021
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- On 24 December 2021, NHS England and NHS Improvement (NHSEI) released its operational planning guidance for 2022/23 , including its nine priorities for the service. The priorities are similar to those outlined for the second half of 2021/22 but do include important differences, which we describe in the overview section below.
- One of the most significant points to note is the delayed implementation of integrated care systems (ICS) from 1 April 2022 to 1 July 2022, due to parliamentary timings. In line with contingency planning, this requires straightforward changes to clinical commissioning group regulations that will enable ICS leaders to continue their development work during this transition. Current statutory arrangements will remain in place until July , with the first quarter of 2022/23 serving as a continued preparatory period.
- The planning timetable will be extended to the end of April 2022 , with systems and providers asked to submit draft plans by mid-March. The deadline date for the submission of final plans remains under review, with further guidance setting out requirements yet to be published.
- The guidance is comprehensive and helpfully sets ambitions around recovery . The 2022/23 targets for elective activity at 110 per cent, reducing ambulance handover delays and increased focus on care in the community, reflect the transitional stage the NHS is in. They will require careful implementation which considers patient safety and the variation in capacity to deliver across the system. The recognition that much of the plan is dependent on the next phases of the pandemic, in maintaining elective activity through the winter, and regaining some of the efficiencies lost to operating constraints, is welcome.
- We welcome that the guidance leads with staff wellbeing, but there needs to be equal recognition that the reality on the ground is far from ideal, with pressure and exhaustion starting to have long-term effects .
- The embedding of existing primary care commitments alongside new responsibilities on systems is welcome, but further clarity is required on the role of GP federations and the delivery of targets around the uptake of the NHS App.
- Finally, there are several omissions in the guidance , including details of Health Education England’s budget allocations and detail on the implementation of new clinical standards in mental health. In addition, in future, members have flagged children's health and wellbeing as an area where NHSEI could consider a specific set of guidance.
NHS England and NHS Improvement is asking systems to focus on the following priorities for 2022/23.
A. Invest in the workforce – with more people and new ways of working, and by strengthening the compassionate and inclusive culture needed to deliver outstanding care.
- Focus on systems working to make the NHS a better place to work, including improving the black, Asian and minority ethnic disparity ratio.
- Health Education England and NHSEI will work with systems to develop workforce plans.
B. Respond to COVID-19 ever more effectively – delivering the NHS COVID-19 vaccination programme and meeting the needs of patients with COVID-19.
- Continued focus on offering eligible adults over 18 a booster vaccination by 31 December 2021, as per the recent letter. Further details will be forthcoming. Until then, systems are asked to maintain the infrastructure to respond as required. New treatment options, initially for the highest-risk patients, will also be rolled out.
- The focus on post-COVID-19 syndrome (or long COVID) has to date included the establishment of specialist clinics. Systems are now asked to increase referrals and the number seen within six weeks of referral, and decrease the number of patients waiting longer than 15 weeks. £90 million is available to for this work in 2022/23.
C. Deliver significantly more elective care to tackle the elective backlog – aiming for 110 per cent of pre-pandemic value weighted elective activity levels, reducing long waits and improving performance against cancer waiting times standards.
- All systems must develop an elective care recovery plan for 2022/23. Systems should exceed, on average, 110 per cent of pre-pandemic elective activity. NHSEI has set an ambitious goal to deliver 30 per cent more elective activity by 2024/25.
Systems are asked to:
- eliminate waits of over 104 weeks as a priority by March 2022 and maintain this position through 2022/23 (except where patients choose to wait longer)
- reduce waits of over 78 weeks and conduct three-monthly reviews for this cohort of patients, extending the three-monthly reviews to all patients waiting over 52 weeks from 1 July 2022
- develop plans that support an overall reduction in 52-week waits, where possible
- accelerate the progress already made towards a more personalised approach to follow-up care in hospitals or clinics, reducing outpatient follow-ups by a minimum of 25 per cent against 2019/20 activity levels by March 2023 and going further where possible. NHSEI will agree specific targets with systems through the planning process.
- Systems should complete work already set out in the second half 2021/22 planning guidance.
- Each system must work with cancer alliances to deliver a plan that will form the basis of cancer alliance funding arrangements.
- Maintaining and restoring cancer screening programmes is critical to efforts to fully restore cancer services. For breast cancer screening in particular, any systems that have not restored compliance with the three-year cycle by the end of March 2022 are expected to have done so by the end of June.
Diagnostics
- increase diagnostic activity to a minimum of [120] per cent of pre-pandemic levels across 2022/23 to support these ambitions and meet local need
- develop investment plans that lay the foundations for further capacity through community diagnostic centres (CDCs) in 2023/24 and 2024/25.
- Systems will be able to access dedicated revenue funding available to support set up and running of CDCs.
Maternity care
- All providers are asked to continue to embed and deliver the seven immediate and essential actions identified in the interim Ockenden report as well as forthcoming second Ockenden report.
- Funding of around £93 million to support the implementation of Ockenden actions through investment in workforce will go into baselines from 2022/23.
D. Improve the responsiveness of urgent and emergency care and community care – keeping patients safe and offering the right care, at the right time, in the right setting. This needs to be supported by creating the equivalent of 5,000 additional beds, through expansion of virtual ward models, and includes eliminating 12-hour waits in emergency departments and minimising ambulance handover delays.
- System leaders should continue to transform community and urgent and emergency care to prevent inappropriate attendance at emergency departments, improve timely admission to hospital for ED patients and reduce length of stay.
- Reduce 12-hour waits in EDs towards zero and no more than 2 per cent.
- eliminating handover delays of over 60 minutes
- 95 per cent of handovers take place within 30 minutes
- 65 per cent of handovers take place within 15 minutes.
D2. Transform and build community services’ capacity to deliver more care at home and improve hospital discharge
- Virtual wards – Systems are asked to complete comprehensive development of virtual wards by December 2023. By December 2023, NHSEI expects systems to have completed the comprehensive development of virtual wards towards a national ambition of 40–50 virtual wards per 100,000 population. Up to £200 million will be available in both 2022/23 and 2023/24 to support the implementation of systems’ plans for this goal.
- Urgent community response – Maintain full geographic rollout and continue to grow services to reach more people extending operating hours where demand necessitates and at a minimum operating 8am to 8pm, 7 days a week in line with national guidance
- Anticipatory care – Systems need to work with health and care providers to develop a plan for delivering AC from 2023/24 by Q3 2022, in line with forthcoming national operating model for anticipatory care.
- Enhanced Health in Care Homes – Ensure consistent and comprehensive coverage in line with the national framework.
- Community service waiting lists – Systems must develop and agree a plan for reduction of community service waiting lists and ensure compliance of national sitrep reporting.
- Hospital discharge – As outlined in the H2 2021/22 planning guidance, the additional funding for the Hospital Discharge Programme will end in March 2022
- Digital – ensure providers of community health services, including ICS-commissioned independent providers, can access the local care shared record as a priority in 2022/23, to enable urgent care response and virtual wards.
- The guidance includes no mention of the new emergency care targets agreed in the clinical review of standards.
E. Improve timely access to primary care – maximising the impact of the investment in primary medical care and primary care networks (PCNs) to expand capacity, increase the number of appointments available and drive integrated working at neighbourhood and place level.
- All systems are asked to support PCNs to increase the size of the PCN workforce to meet their share of the 20,500 full-time equivalent (FTE) PCN roles by the end of 2022/23, as well as to expand the number of GPs towards the 6,000 FTE target.
- Systems should drive the transfer of lower acuity care from general practice to community pharmacy through the Community Pharmacist Consultation Service, supported by the corresponding Investment and Impact Fund indicator for PCNs.
- Systems will need to implement revised arrangements for enhanced access delivered through PCNs from October 2022; and support practices and PCNs to work towards every patient having the right to digital-first primary care by 2023/24.
- From April 2022, PCNs will be delivering two new services as part of GP Contract changes via the Network Contract Directed Enhanced Service (DES) of anticipatory care and personalised care. The existing cardiovascular disease diagnosis and prevention service will be expanded.
- Systems are asked to support their PCNs to work closely with local communities to address health inequalities, and practices are to continue to address the backlog of care for patients with ongoing conditions to avoid worsening outcomes.
- Integrated care boards will be the delegated commissioners for primary medical services and, in some cases, also dental, community pharmacy and optometry services during 2022/23.
F. Improve mental health services and services for people with a learning disability and/or autistic people – maintaining continued growth in mental health investment to transform and expand community health services and improve access.
- Systems are asked to expand and improve mental health access and provision for all ages, ensure all admissions use best practice and to continue to expand and transform services in line with the Mental Health Implementation Plan.
- The Mental Health Investment Standard remains mandatory. In addition, systems should develop a mental health workforce plan to 2023/24.
- Systems should pay particular concern to those with learning disabilities and autism to ensure no further disadvantage in their access to care. Service development funding support of £75 million is being made available in 2022/23 to achieve a range of targets on this ambition.
- Systems are asked to work with the mental health provider collaboratives to produce a clear plan of requirements for CYPMH general adolescent and psychiatric intensive care inpatient beds by the end of Q1 2022/23, funded through system operational capital. Further guidance on the plans will be issued before 2022/23.
G. Continue to develop our approach to population health management, prevent ill health and address health inequalities - using data and analytics to redesign care pathways and measure outcomes with a focus on improving access and health equity for underserved communities.
- By April 2023, every system should have in place the capability required for population health management, including access and use of appropriate data on underserved communities.
- In line with the Long Term Plan, NHSEI asks systems to develop plans for the prevention of ill health, covering primary and secondary prevention. Preventative services should focus on socio-economically deprived populations and certain ethnic minority groups that experience poorer health outcomes.
H. Exploit the potential of digital technologies to transform the delivery of care and patient outcomes – achieving a core level of digitisation in every service across systems.
- In line with LTP plans to meet core digitisation by March 2025, systems should report progress against their first year’s priorities as set out in the Frontline Digitisation minimum viable product, to be published 31 December, by March 2022.
- Costed three-year digital investment plans should be finalised by June 2022 in line with What Good Looks Like (WGLL).
I. Effective use of resources – moving back to and beyond pre-pandemic levels of productivity when the context allows this.
- NHSEI has also published one-year revenue allocations and three-year capital allocations alongside the planning guidance. NHSEI intends to publish the remaining two-year revenue allocations in early 2022.
- Systems are expected to return to making efficiencies and pre-pandemic levels of productivity where the context allows. Further technical guidance, submission guidance and activity, performance and workforce technical definitions will be published in January 2022.
- Systems will be asked to return to financial balance, following the pandemic-era flexibility. As part of this, NHS regional teams are working with CCGs and ICB board appointees to ensure ICBs can operate when ICBs become statutory bodies.
- A ‘glidepath’ from current system revenues to fair share allocations, assisted by a ‘convergence’ adjustment to gradually bring systems to their fair share. This means a tougher ask for systems currently consuming more than their relative need.
- Clearer capital allocations, including transparency of allocation of national programmes.
- Signed contracts will return to restore the link between commissioning and funding flows. Written contracts between commissioning and all providers will be required by the start of the financial year.
- Additional revenue will be available to support the elective backlog and deliver the LTP.
- NHSEI regional teams will work with CCGs and system leaders to ensure there is minimal disruption caused by the delay in ICBs going live.
J. Establish ICBs and collaborative system working
- There is a new target date of 1 July 2022 for new statutory arrangements for ICSs to take effect and ICBs to be established. All implementation timelines will be adjusted with an extended preparatory phase from 1 April 2022 to 1 July 2022.
- In this period, CCGs will remain in place and retain all existing duties and functions; where the designate ICS CEO is not the CCG accountable officer, CCG leaders will work with designate ICB leaders in key decisions (notably commissioning and contracting); and NHSEI will retain all direct commissioning responsibilities not already delegated to CCGs.
- During Q4 2021/22, NHSEI will consult a small number of CCGs on changes to their boundaries to come into effect from 1 April 2022. Arrangements for people affected will be discussed directly with the relevant CCG and designate ICB leaders.
- CCG leaders and designate ICB leaders should continue with preparations for the closure of CCGs and the establishment of ICBs for July 2022. NHSEI will support resetting implementation plans.
- Systems should also ensure they have clear plans for local communications and engagement with the public, staff, trade unions and other stakeholders.
- ICB designate chairs and chief executives should continue to progress recruitment to their leadership teams and formal transition planned for 1 July 2022. The employment commitment arrangements for other affected staff and people transition will be extended to the new target date.
- The requirements for ICB Readiness to Operate and System Development Plan submissions currently due in mid-February 2022 will be revised – further details of these plans will be set out in January 2022.
- Designate ICB leaders, CCG accountable officers and NHSEI regional teams are asked to agree ways of working for 2022/23 before the end of March 2022, including to support ongoing system development during Q1.
Refreshed ICBs five-year system plans will be due in March 2023. In these, ICBs should ensure there are specific objective based on the four ICS purposes and account for the responsibilities they will be taking on for commissioning services currently directly commissioned by NHSEI.
- The guidance is comprehensive and sets clear ambitions on recovery. It reflects the transitional stage the NHS is in and the importance of consistent communication in the middle of the pandemic. The next set of guidance should be orientated even further towards more system working, partnership and collaboration. Members have been clear that the role of the third sector is vital, and systems must develop effective partnerships with the sector to ensure delivery of Long Term Plan commitments.
- The headline target for systems to exceed 110 per cent of pre-pandemic elective activity is a significant figure. The reality is that infection control measures and reduced efficiency will make this challenging to achieve. For example, as the independent sector rebounds, we know that NHS staff are increasingly being drawn into private work, and it is becoming more difficult to staff the extra shifts required to start to reduce the backlog.
- We welcome the focus on ambulance handover delays and the recognition that current targets remain ‘aspirational’ for many. The focus on eliminating 60-minute handover delays recognises the harm that long delays could cause to patients. However, handover delays continue to impact on patients waiting outside emergency departments, as well as those patients waiting in the community and there should be continued focus on reducing all handover delays.
- We welcome the focus on care in the community, particularly the growing backlog of care and the plans to scale up virtual wards. The ambitions to embed the two-hour urgent community response model, and to see post-COVID-19 patients within six weeks will place increased demand on community providers and will need support. The ambitious targets represent the significant potential of out of hospital care and virtual wards to treat patients closer to home but they need to be balanced against other operating pressures, particularly workforce challenges.
- We welcome acknowledgement of increased pressures and complexity within mental health pathways. Confirmation that the Mental Health Investment Standard remains a mandatory requirement will help members tackle the mental health elective backlog of around 1.6 million people and is important in achieving parity.
- The embedding of existing primary care commitments throughout the guidance is welcome. Having already been stated in the GP Contract and corresponding Network Contract DES, the guidance now places responsibilities on systems to support primary care to deliver. The promotion of NHS App registrations by general practice with an associated target is, however, a new addition and further clarity is required from NHSEI.
- There are missing pieces to the jigsaw. The Fuller Stocktake and its implications, the role of GP federations, as well as details of Health Education England’s budget, and detail around the implementation of new clinical standards in mental health, will all be important for different parts of our membership as they build whole-system strategies.
- For future guidance, members have flagged the need for a focus on children's health and wellbeing. Safeguarding issues need to be managed across systems, children and adolescent mental health and paediatric services are stretched, and issues such as oral health are building generational health inequalities. In a future iteration, we think that NHSEI could consider a specific set of guidance on children's health and wellbeing.
- A final and important point concerns staff wellbeing. We welcome that the guidance leads with this issue. The reality on the ground is that pressure and exhaustion are starting to have long-term effects. From staff being asked to work additional shifts to deliver against elective targets, to the duplicative data requests and twice daily check-ins over weekends and bank holidays that are still commonplace, every effort must be made to identify measures that will support and protect NHS staff, in every organisation and in every role.
Key actions for members
Systems and providers are asked to submit draft plans by mid-March. The deadline date for the submission of final plans remains under review, with further guidance setting out requirements yet to be published.
How we will be supporting members
We will continue to engage with NHSEI on behalf of members to represent their views and the reality of delivering services in the current environment.
We will continue to advocate for further guidance on the areas not covered and call for greater recognition of the issues highlighted in our analysis, such as inter-system variation and challenges around workforce capacity and wellbeing.
We will also continue to support members with the implementation of guidance through our networks and forums , at every level across the system.
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The professional association for healthcare finance
Bitesize course / Business planning
This course is FREE to NHS staff. In partnership with NHS England, the HFMA are providing this course free of charge to all NHS staff. To see the options to access this course for free, please click here .
This course evaluates the approach to business planning in the NHS and how each NHS organisation has a role to play in ensuring that its plans are developed in a joined-up manner and that delivery is managed to the benefit of patients, users and carers and other stakeholders. Once completed, you will be able to understand approaches to investment and the governance arrangements surrounding them, as well as learning the differences between strategic and operational plans and how these interact to improve services to patients.
This course is suited to those who are managing a budget, clinical staff, operational staff, finance staff and primary care staff.
- Planning frameworks to support decision-making
- NHS business planning
What's included?
Up to date, easy to understand content, written by nhs expert, access to your course online for 12 months, 10 hours of accredited cpd, certificate of completion, explore a subscription for your organisation.
ind out more about an HFMA bitesize subscription for your organisation’s staff. Get access to our full range of courses for your staff and save.
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HFMA members, associates and friends come together again for the biggest and most prestigious HFMA event of the NHS finance calendar.
The HFMA Northern Branch would like to invite you to attend the 2024 annual conference.
Creating a Business Plan
Welcome to the masterclass on creating an effective business plan tailored for the National Health Service (NHS). This masterclass is designed to provide you with essential guidance, best practices, and actionable insights to help you develop a robust and compelling business plan that aligns with NHS priorities and effectively addresses the needs of patients, staff, and other stakeholders.
Additionally, we will delve into research methodologies, stakeholder engagement strategies, and compliance with regulations and policies specific to the NHS. You will also learn valuable tips for presenting your business plan to NHS decision-makers and potential partners.
By the end of this masterclass, you will have a comprehensive understanding of how to create a well-structured and persuasive business plan that addresses the unique needs and priorities of the NHS, maximizes the value of your project, and enhances the delivery of patient care, operational efficiency, and staff well-being.
WHO SHOULD ATTEND
Clinical staff, Managers, Admin staff, Policy makers and Board members
KEY LEARNING OBJECTIVES
Understand the importance of aligning your business plan with NHS priorities and the specific needs of patients, staff, and other stakeholders.
Master the process of crafting a compelling executive summary that effectively communicates the purpose, objectives, and benefits of your proposal.
Learn how to set clear, realistic, and measurable objectives that align with the NHS’s strategic aims and contribute to improved patient care and operational efficiency.
Gain insights into conducting thorough research and background analysis, including understanding relevant NHS policies, guidelines, and regulatory requirements.
Develop skills in creating a detailed service proposal, including the design and delivery of new services, interventions, or improvements that address the identified problem and meet the needs of your target patient population.
Acquire knowledge on how to perform a comprehensive stakeholder analysis, including identifying key stakeholders, understanding their needs and interests, and developing engagement strategies.
Learn how to estimate resource requirements, including staffing, equipment, and facilities, and conduct a cost-benefit analysis to demonstrate the value of your proposal to the NHS.
Understand the process of conducting a risk assessment and devising mitigation strategies to address potential challenges and uncertainties.
Develop financial forecasting skills, including the creation of revenue, expense, and return on investment projections, in line with NHS financial planning and reporting requirements.
Gain expertise in developing a realistic implementation plan with clear milestones, deliverables, and evaluation criteria, as well as effective presentation techniques for engaging NHS decision-makers and potential partners.
FACILITATOR
Mr Perbinder Grewal, General & Vascular Surgeon, Human Factors & Patient Safety Trainer, and Emotional Intelligence Practitioner . Perbinder is an accomplished healthcare leader, management consultant, and patient safety and human factors trainer with over 15 years of experience in managing the professional development of staff and improving operational effectiveness in healthcare organizations. He is well-known for his expertise in patient safety, human factors, risk management, and leadership in healthcare.
Perbinder's passion for education and training has led him to deliver lectures and masterclasses to over 500 participants on topics such as team leadership, change management, culture, stress management, coaching, and mentoring, both in the UK and abroad. He has facilitated learners to acquire knowledge, skills, and competencies in an effective and appealing manner, while chairing informative conferences and seminars.
In-house Training
This course can be held at your organisation for up 25 delegates, we can tailor the content to suit your organisation and CPD needs of your staff. Led by experienced and highly rated trainers, in-house training works out cost-effective for groups and saves travel time.
Enquire Contact [email protected] with your requirements for further information and a quote.
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The Business Planning Process: 6 Steps To Creating a New Plan
In this article, we will define and explain the basic business planning process to help your business move in the right direction.
What is Business Planning?
Business planning is the process whereby an organization’s leaders figure out the best roadmap for growth and document their plan for success.
The business planning process includes diagnosing the company’s internal strengths and weaknesses, improving its efficiency, working out how it will compete against rival firms in the future, and setting milestones for progress so they can be measured.
The process includes writing a new business plan. What is a business plan? It is a written document that provides an outline and resources needed to achieve success. Whether you are writing your plan from scratch, from a simple business plan template , or working with an experienced business plan consultant or writer, business planning for startups, small businesses, and existing companies is the same.
Finish Your Business Plan Today!
The best business planning process is to use our business plan template to streamline the creation of your plan: Download Growthink’s Ultimate Business Plan Template and finish your business plan & financial model in hours.
The Better Business Planning Process
The business plan process includes 6 steps as follows:
- Do Your Research
- Calculate Your Financial Forecast
- Draft Your Plan
- Revise & Proofread
- Nail the Business Plan Presentation
We’ve provided more detail for each of these key business plan steps below.
1. Do Your Research
Conduct detailed research into the industry, target market, existing customer base, competitors, and costs of the business begins the process. Consider each new step a new project that requires project planning and execution. You may ask yourself the following questions:
- What are your business goals?
- What is the current state of your business?
- What are the current industry trends?
- What is your competition doing?
There are a variety of resources needed, ranging from databases and articles to direct interviews with other entrepreneurs, potential customers, or industry experts. The information gathered during this process should be documented and organized carefully, including the source as there is a need to cite sources within your business plan.
You may also want to complete a SWOT Analysis for your own business to identify your strengths, weaknesses, opportunities, and potential risks as this will help you develop your strategies to highlight your competitive advantage.
2. Strategize
Now, you will use the research to determine the best strategy for your business. You may choose to develop new strategies or refine existing strategies that have demonstrated success in the industry. Pulling the best practices of the industry provides a foundation, but then you should expand on the different activities that focus on your competitive advantage.
This step of the planning process may include formulating a vision for the company’s future, which can be done by conducting intensive customer interviews and understanding their motivations for purchasing goods and services of interest. Dig deeper into decisions on an appropriate marketing plan, operational processes to execute your plan, and human resources required for the first five years of the company’s life.
3. Calculate Your Financial Forecast
All of the activities you choose for your strategy come at some cost and, hopefully, lead to some revenues. Sketch out the financial situation by looking at whether you can expect revenues to cover all costs and leave room for profit in the long run.
Begin to insert your financial assumptions and startup costs into a financial model which can produce a first-year cash flow statement for you, giving you the best sense of the cash you will need on hand to fund your early operations.
A full set of financial statements provides the details about the company’s operations and performance, including its expenses and profits by accounting period (quarterly or year-to-date). Financial statements also provide a snapshot of the company’s current financial position, including its assets and liabilities.
This is one of the most valued aspects of any business plan as it provides a straightforward summary of what a company does with its money, or how it grows from initial investment to become profitable.
4. Draft Your Plan
With financials more or less settled and a strategy decided, it is time to draft through the narrative of each component of your business plan . With the background work you have completed, the drafting itself should be a relatively painless process.
If you have trouble writing convincing prose, this is a time to seek the help of an experienced business plan writer who can put together the plan from this point.
5. Revise & Proofread
Revisit the entire plan to look for any ideas or wording that may be confusing, redundant, or irrelevant to the points you are making within the plan. You may want to work with other management team members in your business who are familiar with the company’s operations or marketing plan in order to fine-tune the plan.
Finally, proofread thoroughly for spelling, grammar, and formatting, enlisting the help of others to act as additional sets of eyes. You may begin to experience burnout from working on the plan for so long and have a need to set it aside for a bit to look at it again with fresh eyes.
6. Nail the Business Plan Presentation
The presentation of the business plan should succinctly highlight the key points outlined above and include additional material that would be helpful to potential investors such as financial information, resumes of key employees, or samples of marketing materials. It can also be beneficial to provide a report on past sales or financial performance and what the business has done to bring it back into positive territory.
Business Planning Process Conclusion
Every entrepreneur dreams of the day their business becomes wildly successful.
But what does that really mean? How do you know whether your idea is worth pursuing?
And how do you stay motivated when things are not going as planned? The answers to these questions can be found in your business plan. This document helps entrepreneurs make better decisions and avoid common pitfalls along the way.
Business plans are dynamic documents that can be revised and presented to different audiences throughout the course of a company’s life. For example, a business may have one plan for its initial investment proposal, another which focuses more on milestones and objectives for the first several years in existence, and yet one more which is used specifically when raising funds.
Business plans are a critical first step for any company looking to attract investors or receive grant money, as they allow a new organization to better convey its potential and business goals to those able to provide financial resources.
How to Finish Your Business Plan in 1 Day!
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With Growthink’s Ultimate Business Plan Template you can finish your plan in just 8 hours or less!
Click here to finish your business plan today.
OR, Let Us Develop Your Plan For You
Since 1999, Growthink has developed business plans for thousands of companies who have gone on to achieve tremendous success.
Click here to see how Growthink business plan consultants can create your business plan for you.
Other Helpful Business Plan Articles & Templates
NHS England releases its 2023/24 business plan
New plan focuses on cutting waiting lists, recovering core service performance, delivering on the NHS Long Term Plan and supporting digital transformation.
NHS England has released its business plan for 2023/24, setting out its priorities and commitments for the coming year. The plan identifies “three key tasks” for the NHS, namely; recovering core services and productivity; delivering the key ambitions of the NHS Long Term Plan ; and continuing to transform the NHS for the future.
Also included are measures to support the NHS workforce through increased training, retention and modernisation of working practices, in line with the recently published NHS Long Term Workforce Plan, and to support the transition of staff to integrated care systems.
The document also includes a breakdown of the NHS’ commissioning budget for the year (see Figure 1), which stands at £168.8bn, up from £153bn in 2022/23, as well as that of the central admin and programme revenue funding (Figure 2). The majority of this fund – £114.3bn – will be allocated to integrated care boards (ICBs) to commission local services, while £32.3bn will be used to directly commission a range of primary care and public health services.
A further £4.9bn will be spent on workforce education and training via an annual investment planning process – the Multi-Professional Education and Training Investment Plan (METIP).
The full NHS business plan 2023/24 can be accessed here .
Below is a selection the NHS’s key commitments for the year 2023/24, as stated in the business plan, along with a some of the provisions included to deliver on these objectives:
Improving ambulance response and A&E waiting times
Increasing capacity: Dedicated funding for £1bn to pay for additional capacity, including 5,000 new beds; working with the ambulance service and wider systems to increase capacity supported by dedicated additional funding of £200m; the provision of £150m to build 150 new facilities to support mental health urgent and emergency care services.
Growing the workforce: The launch of a new targeted campaign to encourage retired clinicians, and those nearing retirement, to work in 111 rather than leaving the NHS altogether; making recruitment easier by reviewing the training and NHS Pathways licence requirements.
Reducing elective long waits and cancer backlogs, improving performance against the core diagnostic standards
Elective: Developing and implementing a new outpatient productivity programme that focuses on freeing up capacity; targeting improvement/transformation support to the most challenged providers, and clinical specialty pathways.
Cancer: The provision of more than £390m in cancer service development funding to cancer alliances to support delivery of early diagnosis and key operational priorities; a continuation of the rollout of non-specific symptoms pathways; supporting the rollout of targeted lung health check sites.
Diagnostics: Providing funding to support the development of pathology and imaging networks and the development and rollout of community diagnostic centres (CDCs) (£2.3bn of capital funding to 2025 has also been allocated to support diagnostic service transformation, including to implement CDCs, endoscopy, imaging equipment and digital diagnostics).
Improving access to primary care services, particularly general practice
Empowering patients: Transforming the NHS App to support the ambition for 75 per cent of all adults in England to be registered on the NHS App by March 2024; launching Pharmacy First (subject to a DHSC led consultation with Pharmaceutical Services Negotiating Committee) enabling pharmacists to supply prescription-only medicines to treat common health conditions where clinically appropriate.
Implementing modern general practice access: Supporting the transition to digital telephony; making high quality online consultation, messaging and booking tools available to general practice; investing in a new National Care Navigation Training Programme for up to 6,500 staff.
Improving maternity and neonatal services
Equity and personalised care: Piloting and evaluating new service models designed to reduce inequalities, including enhanced midwifery continuity of carer; acting on findings from the evaluation of independent senior advocate pilots as set out in the interim Ockenden report.
Retaining, growing and investing in the workforce: Funding a retention midwife in every maternity unit during 2023/24; strengthening neonatal clinical leadership with a national clinical director for neonatal and national neonatal nurse lead; working with the Royal College of Obstetricians and Gynaecologists to develop leadership role descriptors for obstetricians to support job planning, leadership and development.
Preventing ill health and narrowing health inequalities in access, outcomes, and experience
Major conditions and public health: Developing cardiac and pulmonary rehabilitation resources to support local decision making and improve access; delivering national services to support improvements in Type 2 diabetes prevention and remission services and national digital structured education support for Type 1 and Type 2 diabetes.
Screening and vaccinations: Developing and publishing a vaccination strategy and starting implementation in partnership with regional teams and ICSs; developing strategies for NHS screening and Child Health Information Services (CHIS).
Health inequalities: Publishing a healthcare inequalities strategy, with supporting resources including a new system accountability framework and framework for NHS action on inclusion health.
Building and developing the workforce for now and the future
Growing the workforce: Supporting expansion of the workforce and development of new roles aligned to key service development priorities; implementing the global health workforce strategy; delivering the 2023/24 METIP plan for medics, and clinical professions and develop the Clinical Placement Management System.
Culture: Co-producing management, talent and leadership development products, taking account of the Messenger review; developing and supporting implementation of interventions to deliver on the People Promise, improving staff experience and retention.
Digitisation
Ensuring that 90 per cent of trusts have an electronic patient record (EPR) ; developing and deploying a support offer to trusts undertaking EPR-related transformation and publish Minimum Digital Foundations guidance; providing practices with the digital tools to support Modern General Practice Access, and fund transition cover (for those that commit to adopt this approach before March 2025).
Developing the NHS App as the digital front door of the NHS ; delivering new functionality for the NHS App, to help people take greater control over their health and their interactions with the NHS.
Procuring a Federated Data Platform , available to all ICSs, with nationally developed functionality including tools to help maximise capacity, reduce waiting lists, and coordinate care.
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- Health and social care
- National Health Service
- Health workforce
The 2024 Budget and NHS productivity
The Health and Social Care Secretary, Victoria Atkins, spoke at the Nuffield Trust Summit about the Budget and NHS productivity.
Good morning everyone, what an absolute pleasure it is to be here at the Nuffield Trust.
This is one of the landmark moments in the calendar of a Secretary of State for Health.
I know that I am about to be scrutinised - and indeed cross examined – by some of the country’s leading experts in healthcare.
So, believe you me, this makes Jeremy’s outing at the Budget yesterday feel very easy in comparison.
But can I thank the Nuffield Trust for inviting me to speak to you today – it is a great honour.
But it is also a privilege.
Because the National Health Service is, genuinely, one of the reasons I came into politics.
And today, having the privilege of speaking to you – those who work in healthcare, but also who are very, very conscious of its future, of the challenges we face today, but also our determination to prepare it for the years and decades to come, I would like to have a little bit of intellectual freedom to look at its future in a different light.
Our national conversation around healthcare has tended to focus on older people, who are living longer, and with more health conditions.
And later this afternoon the Chief Medical Officer – the wonderful Chris Whitty - will outline how we’re supporting them to live more independently, and with more years in good health, and rightly so.
But I think there is a set of voices that is not heard often enough – the voices of young people.
Young people not only pay for the NHS of today, but they will also use the NHS of tomorrow.
And we know that high costs of living and rising rents are making it difficult for our young people to make those long-term decisions that are so important to us all, such as buying a house or starting a family.
We cannot therefore expect them to foot the bill for an infinite increase in healthcare spending.
The Chancellor’s Budget yesterday rightly recognised that we cannot continue to have a larger tax burden falling on a smaller number of working people.
For me, the path we must take is obvious.
We must build a more productive state, not a bigger one.
And research proves this point.
Today there are 3.3 workers to support every pensioner.
In less than 50 years, there will be fewer than 2 workers to support every pensioner.
So, we need to stop the next generation being dragged into a tax and spend black hole - where they put more in to get less out.
Because this is a recipe not just for them losing faith in the institutions that we hold so dear, but also I worry for losing faith in capitalism, and losing faith in our democracy.
But the decisions we took in yesterday’s Budget will make a meaningful difference.
We took decisions that will reduce long-term demand, and improve productivity - not just throughout the NHS, but across the economy.
Because the two go hand in hand.
A strong economy helps pay for the NHS.
And a strong NHS supports a growing economy.
So today, I want to share our plan to achieve both of these things through productivity and accountability.
But before I do that, there is of course one topic that is fundamental to my plan to reform the NHS to make it faster, simper, and fairer – and that is prevention.
In the coming weeks, I will set out further thoughts on this very important topic.
But I hope you’ll forgive me, following yesterday’s incredibly significant announcement at the budget, I wanted to focus today on productivity and how it can make meaningful changes to the NHS that we all want to see.
Now, to productivity.
I know that you’ve heard about this already.
And indeed, Thea Stein has observed that NHS staff and clinicians don’t get out of bed in the morning thinking about how they could be more productive.
I get that.
They are motivated by doing the very best they possibly can for patients. And that is the way it should be.
So when I talk about productivity, this is not about telling staff they need to work harder.
It is about giving them the tools - and the time - to give patients the best care they can.
Now, we know the NHS can be productive.
From 2010 to the start of the pandemic in 2020, productivity growth in the NHS outstripped the wider economy by more than 1 per cent a year.
But since then, it has gone into reverse.
The causes are complex.
The pandemic has clearly increased demands on staff, and spending on agency staff has risen as a result.
Our Long-Term Workforce Plan, the first in NHS history, will get this spending in check - reducing it by as much as £10 billion over time.
And we should also be frank about the significant problems and pressures that industrial action has caused across the system…
…including, sadly, the 1.4 million appointments and operations that have been cancelled since strikes began in December 2022.
Nonetheless, a reasonable and fair deal can be struck, and I’m really pleased that unions are recommending our new offer to NHS consultants.
Should their members accept this deal – and I hope they will - we will all be able to move forward with providing patients with the care they need and see waiting lists fall.
But the Budget will deliver savings for everyone who works in the NHS.
The 2p cut in National Insurance will grow the average nurse’s pay packet by more than £500 a year.
This is on top of the National Insurance cut that we’ve already delivered this year, that taken together will benefit the average worker by more than £900.
But the Budget went further.
As well as helping the NHS meet the pressures it will face in the coming years with an additional £2.5 billion, it set out our determination to return to the productivity we all know the NHS has – and can – deliver by funding a £3.4bn capital investment plan to invest in technology.
The productivity plan, along with the Long-Term Workforce Plan, will see productivity grow by 2 per cent per year.
Meeting and exceeding the growth we saw in the last decade, and unlocking £35 billion of savings by the end of this decade.
We will digitise operating theatres, opening up an extra 200,000 operating slots a year.
We will set up a new NHS staff app, making it easier to roster electronically and ending the use of expensive off-framework agencies.
We will update IT systems, giving our doctors and nurses millions of hours back to spend with patients; rather than on hospital computer screens or computers on trolleys.
We will support every hospital to use electronic patient records, making the NHS the world’s largest digitally integrated healthcare system.
And we will improve the NHS app so patients can use it to confirm and modify all appointments.
This will increase choice, reduce the number of missed appointments by half a million every year, and make the NHS app the front door for prevention as well as for cure - somewhere patients can book vaccinations and access all their preventative tests in one place.
This productivity plan will make life simpler for staff and cut waiting lists for patients.
And it is our responsibility – and I would go as far to say, it is our duty – to prepare the NHS for the future.
This is why we want to seize the opportunities of AI for the benefit of our health.
It has already revolutionised stroke care across the NHS – halving the time it takes to treat people and tripling the number who recover to reach functional independence.
Now, we will use AI to potentially cut in half the form filling by doctors and nurses. And upgrade over one hundred MRI scanners across England, so that more than 130,000 patients a year can receive their results faster.
This will allow them to start treatment sooner, free up clinicians to spend more time with patients who need them most, and save taxpayers money.
And so that’s what I mean when I say that technology can make our NHS faster, simpler, and fairer.
As well as improving performance across primary, secondary and community care, technology can also strengthen social care – keeping people out of hospital and helping them live well at home.
This is what the Accelerating Reform Fund is all about.
It provides local authorities with £40 million of government funding to invest in the most innovative new technology to help look after older people.
Whether that’s through introducing new digital tools to boost recruitment and retention, or increasing social prescribing, which can reduce costs and help people build connections with their communities.
Our Long-Term Workforce Plan set out that NHS productivity growth of between 1.5 and 2 per cent was possible.
And thanks to the productivity plan we announced yesterday, Amanda Pritchard has committed to delivering 2 per cent.
It will be challenging, but if we work together, we can get this done.
Today, I also want to send a clear message about accountability.
Trusts, ICBs, regional boards, and NHS England are responsible for billions of pounds of taxpayers’ money.
It’s not our money, it’s not government’s money.
It is the money that all our nurses, porters, receptionists, as well as shop workers, waiting staff, and the self-employed have earned and then paid to government from their wages.
It is therefore our duty to ensure that this money is spent as well as possible.
Poor performance cannot be tolerated, and good performance must be rewarded.
To achieve this, by the summer, NHS England will start reporting against new productivity metrics, not only at the national level, but also across integrated care boards and trusts.
And I want us to go further - because I’ve listened to you - by introducing new incentives to reward providers that hit productivity targets.
So, I want to see providers retain the surpluses they generate through productivity improvement, and reinvest them in frontline services to support the clinicians who made these savings possible.
Now of course, accountability extends beyond productivity to all of the work that the NHS does.
I have been very honest about my own experiences of the NHS.
I have received great care, but I have also seen some of the darker corners of our health system.
And technology and the data it will produce, can be used by the public, as well as professionals to shine a light on poor performance.
Care will not just be scrutinised by committees of MPs in dusty, ancient committee rooms in the Palace of Westminster, it will also be scrutinised by the public on their phones.
This is what digital natives expect in every other area of their lives, and healthcare should not lag behind.
Now we’re already making progress.
People can find out how their local trust is performing with a few taps on a screen.
Quite rightly, the pubic expect to receive the best care, and that care should not be prescribed by where they happen to live.
And I say this of course as a proud Lincolnshire MP, which is a very different healthcare proposition from central London or central Birmingham.
Postcodes can still determine the speed and quality of care.
This is seen starkly in waiting lists.
The long hangover of the pandemic must be tackled and waiting lists must be cut.
Yet half of the NHS’s longest waits are concentrated in just 15 trusts.
And in those trusts, the longest waits are centred on particular specialities, such as gynaecology or orthopaedics.
Now, we are giving patients who have waited longest the choice to transfer to another provider.
But that cannot be the only solution.
And so, my ministers and I are working with NHS England to support those trusts to improve, but also to hold them to account.
In urgent and emergency care, it’s a similar story.
In January, just 15 trusts made up over half of the hours lost to ambulance handover delays, and just 13 trusts met the interim target to deal with 76 per cent of urgent and emergency patients within four hours.
This can - and must - change.
We have a range of tools to help trusts. From support from NHSE, to lending resources and people as well as peer support.
Because we all recognise that is often the best way to drive up standards.
And there should be rewards for success.
That’s why NHS England will once again offer additional capital funding to Trusts who exceed their emergency targets.
And if I may, I have been concerned when I hear of a few, only a few, ICB leaders who apparently do not consider it part of their job to speak to local Members of Parliament, people who represent local communities, or to explain their funding decisions.
As someone who is - I promise you - very accountable to the public, we have to recognise that as public services are funded by the public, for the public, that attitude is not acceptable and must change.
Now, as part of my focus on spending taxpayers’ money well, I am bringing commercial expertise into the Department of Health and Social Care to help drive results for us as a department.
Steve Rowe, the former CEO of Marks and Spencer, has led a lot of work within the department to streamline our processes.
And today, I’m delighted to announce that Steve is joining the department as one of our Non-Executive Directors, with a remit to accelerate delivery, and ensure the productivity plan, which is fully funded, improves care throughout England.
Conclusion
Now, I started my speech with young people – and the pressures they face – but also the need to meet the future with confidence.
We can do this.
We are standing on the cusp of a medical revolution, here technology, personalised therapies, and better data can transform outcomes for a generation who are more health conscious than any that came before them.
The NHS, and indeed we, must seize this opportunity and look to the future – not restrict ourselves to what has always been done.
In fact, it needs to have, to borrow a phrase, an M&S moment.
This much-loved British brand, a stalwart of our high street for decades, realised change was needed, and embraced modernity.
Pivoting towards the next generation, winning them over, and securing its long-term future.
This is what the NHS needs to do to make sure it’s there for the next 75 years, just as it has been there for us.
And as I’ve seen on visits to hospitals, GPs, dentists, and pharmacies up and down the country, the people working in the NHS have the drive, the dedication, and the determination to build a brighter future, and therefore support a stronger economy for the next generation.
In conclusion, this is because this isn’t just any health service, it’s our National Health Service.
Thank you all very much.
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NHS Resolution publishes business plan for 2023/24
Date published: 22nd June 2023
We’re pleased to announce the publication of our 2023/24 business plan . In it, we set out our focus for the next twelve months, as we enter the middle year of our three-year corporate strategy: Advise, Resolve and Learn: Our Strategy to 2025.
We will continue to focus on progressing our four strategic priorities:
Strategic priority 1: Delivering fair resolution All of our services will focus on achieving fair and timely resolution, keeping patients and healthcare staff out of formal processes wherever possible to minimise distress and cost.
Strategic priority 2: Sharing data and insights as a catalyst for improvement We will ensure that our unique datasets help derive usable insights that benefit patients and the healthcare and justice systems.
Strategic priority 3: Collaborating to improve maternity outcomes We will build on our role as a system integrator in maternity, bringing together key parties to determine what further improvements can be made within our areas of expertise to support the system’s plans in the area of maternity safety.
Strategic priority 4: Investing in our people and systems to transform our business We will develop our services to support the changing needs of the NHS by investing in our people, systems and services to continue delivering best value for public funds. This includes continuing to progress our two change programmes, the Claims Evolution Programme and the Core Systems Programme while continuing to support staff in building their expertise and skills.
In the context of an NHS experiencing acknowledged pressure and structural change, we’re focused on making our interactions with the NHS as easy as possible to aid NHS staff who are facing extreme pressures.
We also continue to remain committed to promoting compassion and fairness when addressing shortcomings within the NHS, whilst remaining dedicated to delivering savings and efficiencies to the overall system.
We thank our partners and colleagues across the NHS and health and care system and will continue to work with them to deliver solutions rapidly across the system as needed. As well as this, we will continue to build our external relationships and partnerships to drive our strategic priorities forward. Now, more than ever, our plans remain flexible so that we can respond quickly to any unforeseen requirements of our organisation. Helen Vernon, Chief Executive, NHS Resolution
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Our 2022/23 business plan. This business plan sets out our work in leading and supporting the NHS to respond to the challenges of the last two years as well as the opportunities to transform the delivery of care and health outcomes through collaborative system working, and the use of data and digital technologies. You can find the web ...
Business Plan. The 2023/24 priorities and operational guidance outlines three key tasks for the NHS. The immediate priority is to recover our core services and productivity. Second, as we recover, we need to make progress in delivering the key ambitions in the NHS Long Term Plan. Third, we need to continue transforming the NHS for the future.
Business Planning Resources: Business plan template. A template to help you strategically plan your department and its services. Key questions when planning. A useful tool to follow at the planning stage. In this section. Shared Practice overview; Accreditation; Business planning. Business planning resources; Commissioning OH services ...
5 | Our 2022/23 business plan 1. Support the NHS to attract and retain more people, working differently in a compassionate and inclusive culture The workforce is at the heart of the NHS. NHS staff showed enormous dedication and resilience during the pandemic, and it is vital that we continue to support their wellbeing
Key points. On 24 December 2021, NHS England and NHS Improvement (NHSEI) released its operational planning guidance for 2022/23, including its nine priorities for the service.The priorities are similar to those outlined for the second half of 2021/22 but do include important differences, which we describe in the overview section below.; One of the most significant points to note is the delayed ...
What are the four priority areas that NHS Resolution aims to achieve in 2021/22? Find out in this PDF document that outlines the key objectives, activities and measures of success for the organisation that supports the NHS to resolve claims fairly and learn from harm.
In addition, existing meeting structures will be used to feed into the planning process e.g.: monthly Performance Review Meetings. The process will be supported by the Trust's Programme Management Office. The outputs from the business planning process will support the development of the Annual Operating Plan for submission to NHS Improvement.
Overview. This course evaluates the approach to business planning in the NHS and how each NHS organisation has a role to play in ensuring that its plans are developed in a joined-up manner and that delivery is managed to the benefit of patients, users and carers and other stakeholders. Once completed, you will be able to understand approaches ...
the NHS. In addition, that it can be moulded to the new and emerging structures for health and social care, building on the progress made with our new schemes for general practice and the pandemic arrangements. Business plan 2022/23 NHS Resolution 4. To go to Part 1: Introduction. Part 2: Our focus for 2022/23. Part 2: Our focus for 2022/23
This document sets out the approach, timetable, responsibilities, and process by which Business Planning will be monitored and managed for the next financial year with the relevant Senior Responsible Officer (SRO) and Programme Manager (PM). The Annual Business Planning and Delivery Process is designed so that clinical
Provider Assurance: We will implement measures to identify and monitor the beneft of controls currently tackling system weakness across NHSBSA during 2022-23. We will educate customers and colleagues with the aim of reducing (and where possible eradicating) NHS fraud and loss during 2022-23.
Support the development of robotic process automation and other technologies that reduce the transactional administrative burden on the NHS. Support delivery of a capital programme across the NHS estate, improve long term planning and drive savings through a reduction in non-clinical space. 8. Build and develop the workforce for now and the future
Our strategic priorities for 2022 to 2025. Our focus to 2025 is on four priorities: Deliver fair resolution. All of our services will focus on achieving fair and timely resolution, wherever possible keeping patients and healthcare staff out of formal processes to minimise distress and cost. Share data and insights as a catalyst for improvement.
Business Planning and CCG Strategy. Sheffield CCG is now in the middle of its business planning process in order to determine how we are going to deliver services and make transformational changes in 2020/21 that aligns to the objectives that we have set ourselves, whilst acknowledging the changes that must happen due to the changing landscape ...
The Business Plan for 2023/24 has: • considered the possible impact of the New NHS England structure on NHS IMAS. The Business Plan will need to be reviewed following the outcome of the consultation process and confirmation of the structure. • included a revised provision for supporting the NHS with any future emergency incidents.
Welcome to the masterclass on creating an effective business plan tailored for the National Health Service (NHS). This masterclass is designed to provide you with essential guidance, best practices, and actionable insights to help you develop a robust and compelling business plan that aligns with NHS priorities and effectively addresses the needs of patients, staff, and other stakeholders.
The 2023/24 priorities and operational planning guidance reconfirms the ongoing need to recover our core services and improve productivity, making progress in delivering the key NHS Long Term Plan ambitions and continuing to transform the NHS for the future. 2023/24 priorities and operational planning guidance.
The Better Business Planning Process. The business plan process includes 6 steps as follows: Do Your Research. Strategize. Calculate Your Financial Forecast. Draft Your Plan. Revise & Proofread. Nail the Business Plan Presentation. We've provided more detail for each of these key business plan steps below.
Welcome to our business plan for 2023/24. This sets out our financial and delivery plans for the second year of Advise, resolve and learn: Our strategy to 2025. Published: April 2022. At NHS Resolution we work hand in hand with the rest of the NHS to resolve claims for compensation fairly and share learning to prevent future incidents.
Third, we need to continue transforming the NHS for the future. This business plan sets out NHS England's work in leading and supporting the NHS to respond to these three key tasks, as well as a fourth task in creating a new organisation following the legal merger of NHS England with NHS Digital on 1 February 2023, and Health Education ...
NHS England has released its business plan for 2023/24, setting out its priorities and commitments for the coming year. The plan identifies "three key tasks" for the NHS, namely; recovering core services and productivity; delivering the key ambitions of the NHS Long Term Plan; and continuing to transform the NHS for the future.. Also included are measures to support the NHS workforce ...
This refresh of the NHS England business case development, assurance and approval process guidance has been developed to enable commissioners, Sustainability and Transformation Partnerships and regional teams to develop and assure business cases, which are properly constructed and have strong local ownership to aid timely and efficient approval decision making.
The productivity plan, along with the Long-Term Workforce Plan, will see productivity grow by 2 per cent per year. Meeting and exceeding the growth we saw in the last decade, and unlocking £35 ...
Date published: 22nd June 2023. We're pleased to announce the publication of our 2023/24 business plan. In it, we set out our focus for the next twelve months, as we enter the middle year of our three-year corporate strategy: Advise, Resolve and Learn: Our Strategy to 2025. We will continue to focus on progressing our four strategic priorities: