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7% of adults in Wales are not online

They're missing out on opportunities to save money, find work, learn skills and access important services. Many of them are already coping with issues such as loneliness, poverty or unemployment - issues which are being made worse by not being online.

Digital Communities Wales: Digital Confidence, Health and Well-being supports organisations that are working with digitally excluded people. We're helping them deliver digital inclusion activities so they can do it well and make a bigger impact.

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They're missing out on opportunities to save money, find work, learn skills and access important services. Many of them are already coping with issues such as loneliness, poverty or unemployment - issues which are being made worse by not being online. Digital Communities Wales: Digital Confidence, Health and Well-being supports organisations that are working with digitally excluded people.

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2019 - 2023

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Our Customer & Digital Strategy (2019-2023) was agreed and formally adopted by Cabinet on 12 June 2019. Our Customer & Digital Strategy (2019-2023) sets out how our objectives will be achieved through a prioritised action plan. This action plans will identify specific tasks and timescales that will help move us from where we are today to where we want to be.
Customer and Digital Strategy

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Customer & Digital Strategy & Action Plan

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Our Customer & Digital Strategy (2019-2023) was agreed and formally adopted by Cabinet on 12 June 2019. Our Customer & Digital Strategy (2019-2023) sets out how our objectives will be achieved through a prioritised action plan. This action plans will identify specific tasks and timescales that will help move us from where we are today to where we want to be.

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An All-Wales Review of NHS IMTPs for 2019–22

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July 2019

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NHS Wales Informatics Service (NWIS) is the national organisation building and designing digital services for health and care in Wales.

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Can't find dates

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My Neighbourhood

Use your postcode to find local councillors, facilities, school catchment areas and more.

Find facilities in my area

Cardiff Council

www.cardiff.gov.uk

My Neighbourhood

Use your postcode to find local councillors, facilities, school catchment areas and more.

​​​Cardiff Council's Digital Strategy has been created in order to provide guidelines that will support Cardiff Council's ambition to digitalise services.

It contains the principles that will enable Cardiff Council to deliver benefits by exploring new ways of working, increasing service accessibility, and improving customer service.

The strategy document outlines the following:

​

The Digital Strategy Summaries

The Digital Strategy summaries outline the key activities supporting each connected strand in the Digital Strategy.

​​​

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Use your postcode to find local councillors, facilities, school catchment areas and more. Find facilities in my area www.cardiff.gov.uk Use your postcode to find local councillors, facilities, school catchment areas and more. ​​​Cardiff Council's Digital Strategy has been created in order to provide guidelines that will support Cardiff Council's ambition to digitalise services.

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2015 - 2020

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Digital Roadmap for Health in North Wales | 2021-2024

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2020 - 2025

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NHS England

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Key Documents

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The Health Board Committees / Partnerships Key Documents Complaints & Concerns Public Engagement / Consultation FOIA Information Governance Contact Us Making a Donation ABCi Interpretation and Translation Services How are we doing? Information for Staff Gwent NHS Retirement Fellowship

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A Healthier Wales: Our plan for Health and Social Care in Wales

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A healthier Wales: long term plan for health and social care | GOV.WALES

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How we will ensure that people stay healthy and independent for as long as possible.

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2019 - 2022

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A Digital Health and Social Care Strategy for Wales

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How we will use technology and greater access to information to improve health and well-being.

Documents

If you need a more accessible version of this document please email digital@gov.wales. Please tell us the format you need. If you use assistive technology please tell us what this is.

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How we will use technology and greater access to information to improve health and well-being. If you need a more accessible version of this document please email digital@gov.wales. Please tell us the format you need. If you use assistive technology please tell us what this is.

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2019 - 2022

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This is a revised version of our final delivery plan supporting our 10 year plan to improve mental health and well-being.

We have updated the actions within the plan in response to the impact that COVID-19 has had on the mental health and wellbeing of people in Wales.

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Mental health delivery plan 2019 to 2022

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This is a revised version of our final delivery plan supporting our 10 year plan to improve mental health and well-being. We have updated the actions within the plan in response to the impact that COVID-19 has had on the mental health and wellbeing of people in Wales.

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2015

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Legislation, statutory guidance, sustainable development goals, well-being of Wales, national indicators.

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2021 - 2022

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Centre for Digital Public Services Wales (CDPS)

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Centre for Digital Public Services Wales (CDPS)

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We're here to support delivery of better public services in Wales.

We're bringing Welsh public service professionals and digital transformation experts together.

We provide guidance, training, standards and hands-on practical help.

We conducted initial research early in 2020, and found that:

There's no single, concrete understanding of what "digital" means

Not all senior leaders understand how to implement digital transformation

Many public sector staff are keen to help, but are actively seeking help and guidance

It's hard for teams to keep track of best practice and share what they've learned

There's a lack of common technical and service design standards

We've now moved on from research to action.

To keep up with all the latest news, blogs, events and tools, make sure you sign up to our newsletter.

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Centre for Digital Public Services (CDPS) - working with you to deliver better public services for Wales We're here to support delivery of better public services in Wales. We're bringing Welsh public service professionals and digital transformation experts together. We provide guidance, training, standards and hands-on practical help.

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The real difference in the adoption of digital across public services in Wales has to be an uncompromising focus on the needs of service users. The commitment to user centred design and the adoption of a set of digital service standards is essential.

Digital service standards that are common across all public service organisations in Wales will support and embed user centred service design and deliver better services and outcomes for users. We will ensure these standards are designed, adopted, promoted and sustained. They will be used to help organisations consider all the elements that lead to better services for the people of Wales.

Wales is unique in its adoption of the Wellbeing of Future Generations Act 2015 that requires public bodies in Wales to think about the long-term impact of their decisions, to work better with people, communities and each other and to prevent persistent problems such as poverty, health inequalities and climate change. This forward thinking policy is reflected in standards that build our services in Wales.

These service standards and how they can be used to support delivery of better outcomes for users will now be tested and iterated as part of our work.

1. Focus on current and future well-being of people in Wales

2. Promote the Welsh language

3. Understand users and their needs

4. Iterate and improve frequently

5. Use data and user research to make decisions

6. Consider ethics, privacy and security throughout

7. Every service needs an empowered service owner

8. Every service needs a multidisciplinary team

9. Use scalable technology

10. Work in the open

This is a beta that we're testing and sharing in the open for feedback.

This standard takes inspiration from other digital standards around the world (including that published by the Welsh Government). It explains what's expected from new or redesigned digital services, funded by Welsh public sector organisations. We will collaborate with people across Wales to iterate and improve on this version.
In more detail:
1. Focus on current and future well-being of people in Wales

We're here to make a positive difference to the lives of people in Wales. We should be driven by outcomes that benefit them, not by lists of technical specifications or requirements. Digital service design means thinking about the future as much as we think about today. Teams should consider the well-being of future generations, and think about the social, economic, environmental and cultural well-being of Wales. Services should contribute to the 7 well-being goals of Wales.

2. Promote the Welsh language

Services in Wales should meet the needs of people who use the Welsh language in their everyday lives. Teams should design and build services that promote and facilitate the Welsh language, and treat users who speak it equally with those who prefer English.

3. Understand users and their needs

User needs should drive service design, whoever those users are. User needs matter more than the constraints of business structures, organisational silos or technologies.

Teams should aim to address the user journey from start to finish, understanding the different ways and channels people will interact with services, whether that's online, over the phone, or in person. Public services are for everyone, so considering accessibility is essential. Every encounter, online or offline, should move a user closer to their goal.

4. Iterate and improve frequently

We should use an incremental, fast-paced development approach to get working software into users' hands as early as possible, as often as possible. This will help teams rapidly iterate, based on user feedback.

5. Use data and user research to make decisions

We should constantly measure how well services are performing for users. Teams should use performance data to find and prioritise improvements. Where possible, that data should be automated and real-time, to make it as objective and easy to collect as it can be.

Teams should conduct user research on iterative changes to their services. Senior leaders should take part in research on a regular basis, to stay in touch with the work.

6. Consider ethics, privacy and security throughout

Digital services must protect sensitive information and keep data secure. Teams should assess, understand and address ethical issues associated with all digital services at every stage of their development.

7. Every service needs an empowered service owner

There should be a single empowered service owner who has the authority and responsibility to make all business, product, and technical decisions about a service.

The same person is accountable and responsible for how well the service meets the needs of its users, which is how its success will be evaluated.

8. Every service needs a multidisciplinary team

Teams are how we build services for Wales. Each one should be a diverse mix of people, experience, expertise and disciplines.

As well as having the right mix of skills and experience for the current stage of development, the team should be able to explain how the make-up of the team may change over time, and what funding will be needed to support a team responsible for the service's continuous improvement.

9. Use scalable technology

We should make technology decisions that help teams do their work and deliver. We should always aim to use the simplest, most appropriate tool, and avoid vendor lock-in to specific technologies.

Teams should be empowered to use the tools that work for them , and encouraged to consider tools that meet open standards, are cloud-based, and that have widespread adoption and support.

10. Work in the open

We should aim to make the services we build, and the techniques we use to build them, as open as possible.

As they develop a service, teams should communicate in the open about the decisions they're making and what they are learning. They should also share code, patterns and insights as freely as possible to help others seeking to build excellent public services in Wales.

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Digital Service Standards - Digital Public Service Wales

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The real difference in the adoption of digital across public services in Wales has to be an uncompromising focus on the needs of service users. The commitment to user centred design and the adoption of a set of digital service standards is essential.

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2018 - 2022

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A digital revolution is taking place across the world.

We want to make sure that our county borough takes full advantage of the benefits of new technologies.

This strategy sets out the next steps we intend to take to make our county borough smart and connected.

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A digital revolution is taking place across the world. We want to make sure that our county borough takes full advantage of the benefits of new technologies. This strategy sets out the next steps we intend to take to make our county borough smart and connected.

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Our Plans

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2019 - 2022

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2017 - 2020

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2013-2018

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IMTP Hub

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Cwm Taf Morgannwg University Health Board

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Integrated Medium Term Plans ( 3 Year Plans ) - Cwm Taf UHB

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The IMT Plans, describes the entirety of the Health Board's business, describing how its budget and workforce will be deployed over the coming 3 year period

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2019 - 2022

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Welsh Gov_Digital Health  Care Strategy - Group Consultations April 2022 (003)

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Key Documents

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2019 - 2022

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Background Vision and purpose Values and behaviours Strategic objectives Comms and engagement Key facts Key documents HEIW board (Executive) HEIW board (Independent) Senior leadership team Chief Executive updates Board meetings, agendas and standing orders Information governance

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Key Documents

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Background Vision and purpose Values and behaviours Strategic objectives Comms and engagement Key facts Key documents HEIW board (Executive) HEIW board (Independent) Senior leadership team Chief Executive updates Board meetings, agendas and standing orders Information governance

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2019 - 2022

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2021

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NHS Wales eye health care: future approach for optometry services

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How we expect NHS Wales to deliver eye health care services over the next decade.

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2020 - 2023

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2019 - 2022

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Organisational Strategy 2019 - 2030

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Our purpose

At GDS, our mission is to build a simple, joined-up and personalised experience of government for everyone. Using our unique position at the centre of government, we will develop services that just work for the user, however complex the underlying systems.

The journey to today

Ten years ago, the UK government had an organically grown online presence with each government department, agency and arms-length body having their own website. Additional information was available through DirectGov and BusinessLink, early attempts at bringing information together in one place.

Following Martha Lane Fox's report into digital government in 2010, GDS was established to focus on fixing publishing, digitising high-volume transactional services, and building "wholesale" technology platforms. GOV.UK was created, and more than 2,000 other websites were fully migrated to the new single publishing platform. Twenty five of the highest volume services were chosen as "exemplars" of digital transformation, and a programme established to deliver the transformation. While there are lessons to be learned, many of these services remain the gold standard for what excellent digital services can look like.

In the 10 years since GDS was created, departments and agencies have built digital teams of the highest quality, and many of the most important services have been built and designed based on research from real users, and are supported by agile, multidisciplinary teams.

GDS's role in 2021 and beyond

From our position in the centre of government, we are perfectly positioned to look at the work of digital teams across government to identify where there are common needs for products, platforms and services. By building centrally we can do the heavy lifting to allow departments to focus on building services, rather than having to reinvent the wheel.

It is also important to recognise that GDS is no longer in start-up mode. Of our circa £90 million budget this year and with more than 800 people, around 60% are needed to support our existing platforms, services and content. This includes ensuring GOV.UK, which is a vital resource for millions of citizens, is available, reliable and has up to date information.

We therefore have to be selective about where we focus our people, skills and money to make the most difference to the most users of government services. We believe there are 3 main categories that enable this:

services that hide the complexity of government structures from the end user

services that can only be delivered by the centre

services that should be built once, and reused widely

With this in mind, we have 5 main missions for the next 3 years.

Mission 1: GOV.UK as the single and trusted online destination for government information and services

At the heart of everything we do for the next 3 years, we must ensure that GOV.UK remains the single trusted source of information, guidance and services for the public. To do this, we will:

continue to invest and develop our content teams

ensure the technology platforms underpinning GOV.UK are in support, highly available, and secure

iterate the design and operation of key features like navigation and search

move beyond websites and look at how government information, guidance and services can be reached from where users are, rather than where suits us

ensure that the publishing tools we provide to civil servants right across government are simple and clear to use, and encourage the use of emerging design patterns

Mission 2: Joined-up services that solve whole problems and span multiple departments

Some people only need to access government services a few times per year, they complete the forms and move on. However, there are millions of people who have complicated, busy lives and need lots of help from government, sometimes for a few months, and sometimes for years. For these users, our services appear tremendously siloed and difficult to navigate. To fix this, we will:

build GOV.UK account functionality, and make it available to everyone who wants it, while ensuring that there are offline alternatives for those who can't

create a single sign-on for all services that need it

explore developing a personalised view of GOV.UK content based on the users' situation

map and connect data around individuals and agree sharing arrangements with departments

explore "one-click" completion of common forms and services using the information we already know about the user

build a central interface to manage and update the information that government holds on you; for example, you could change your name or your address once and we'll let the rest of government know

develop a series of "whole services" for users from the centre of government to demonstrate how joined-up data and processes can work to make government simpler, clearer and faster. This might include things like having a baby, or preparing to retire, or turning 18. We have already started our first, which is "Starting and sustaining a business", which you can read about on the Inside GOV.UK Blog

Mission 3: A simple digital identity solution that works for everyone

Most government services' existing login and digital identity solutions have been designed, developed and operated in departmental silos, with a focus only on meeting each department's needs. For users, this is a confusing and frustrating picture; for government, this is expensive and leaves the door open for fraud.

We will build on what we have learned from GOV.UK Verify and create a new way for users to sign-on to services from any department, and confirm their identity. The work will follow some basic principles:

the new services will be built in partnership with other government departments

the identity checking service needs to work for everyone in the country, regardless of their socio-economic situation. For example, someone who is a prison leaver and may not have a fixed location, or someone with an address but has a passport that has expired.

we will design-in simplicity and relentlessly test with users

existing services will only be integrated, absorbed or turned off when the new service has been tested thoroughly, and everyone is happy that it works as it needs to

users will have full control over their data from their GOV.UK account, and the connected data we hold

Mission 4: Common tools and expert services

We talk a lot about our successes in digital transformation, from online tax to MOT reminders. However, for many citizens their experience is very different. Perhaps they want to sponsor a visa applicant, or change their name by deed poll, or even adopt a child. For these journeys, and more than 3,000 others, our users still have to rely on printing off a PDF, filling it in by pen, and posting it into a government office. This is bad for users, enormously inefficient for government and the army of people we have processing paper, and misses opportunities for using the data for analysis.

To tackle the long tail of PDF forms and other difficult to navigate services, we want to make it almost effortless for departments and agencies to digitise their services. To help, we plan to:

build a new "Collect information from users" (formerly known as "Submit") service to automatically digitise existing forms, as well as making it simpler for people to automatically create new digital forms rather than PDFs

build a set of components and make them available to everyone - things like address pickers, company lookups and lists of countries

develop or procure a set of lightweight back-office products for case management and other common needs to end-to-end digitise services

We also need to ensure our existing platforms are well maintained, and build and sustain a professional services division to help other parts of government (central and local) where needed. Specifically, we will:

support and enhance the existing GOV.UK Pay, GOV.UK Notify and GOV.UK PaaS services, as well as the GOV.UK Design System

develop a team of expert practitioners who can go out and help teams in other parts of government to digitise their simpler services using the Government as a Platform (GaaP) products - you can read more about GaaP on our blog

continue to work with governments around the world to share learnings on digital transformation patterns and approaches, drawing insights to also help keep GDS at the cutting edge

Mission 5: Joined-up data across departments

To deliver any of the above 4 missions, we need to put data right at the heart of our strategic approach. That means being able to comprehensively understand how people interact with the government online, and being able to use data about people and government (with permission) to provide the level of service that they expect. This mission, delivered in close partnership with the Central Digital and Data Office (CDDO), will focus on:

exploring an events brokerage service that enables departments to share information about users that would be useful for other parts of government to know - some examples might include when someone leaves Higher Education, or becomes a British citizen, or is made redundant

creating the cross-government reference architecture and identifying, enabling and standardising the data registers across government most critical to service delivery

creating the exchange mechanism between the citizen and the state to, in time, finally enable the 'tell us once' principle

building the insight capability of how people interact with the government online to focus where we should prioritise our end-to-end service transformations and to inform policy creation and iteration

How we will achieve this

For GDS, as with any organisation, how we go about delivering this strategy is as important as what is in it. We commit to:

continuing to champion the needs of end users above all else, as we believe that ensuring things work for end users is the only way to realise the efficiencies that come with digital transformation

embedding the highest standards of trust, transparency and equity in everything we do and build

working in close partnership with other parts of government and build through consensus and proven delivery

being bold in our ambition: some of our work to join up government services will result in some difficult questions about ownership, accountability and data sharing; we will listen and react, but will push for the right thing, not the easy thing

we will be humble rather than arrogant, and regularly get out to where services are delivered

working in the open, which involves regular blogging, public speaking and discussions with people inside and outside government

a continued commitment to open-sourcing our code where possible and encouraging reuse in the UK and globally

ensuring that GDS is a safe, fun, and fulfilling place for our people to work, where we will have a zero-tolerance approach to bullying, discrimination, uncomfortable banter and anything in between

working to make our teams more representative of the society we build for: we will be carefully monitoring our diversity in all characteristics, as well as working tirelessly to reduce any pay gaps we discover

building out GDS hubs in Manchester (initial focus) and Bristol to attract more talent, and to be less London-centric in our approach

Where we won't be focusing

Our strategy is meaningless without an overview of what will not be focused on. For GDS, we will not be explicitly focusing on:

government digital and technology strategy and policy, DDaT capability or spend controls: these important missions have moved out of GDS and into the newly-formed CDDO (though we will continue working closely with our CDDO colleagues)

running another big exemplar programme for individual transactional services: most departments and agencies are more than capable of doing these themselves with the right funding and support

legacy technology and cyber risk: our mission focuses on the interaction between end users and government, rather than the technology underpinning government departments. This will be led by CDDO and the strong technology teams across government, with support from the Government Security Group.

shared services and Enterprise Resource Planning (ERP) solutions: this sits in another part of the Cabinet Office called Business Services

end-user technology (laptops, productivity tools and similar) for civil servants, which will be led by departments with coordination coming from CDDO

This strategy is a moment in time, and we fully expect it to change and adapt based on what we discover. Some of this work covers uncharted territory, and we may find there is limited value in what we're building. If so, we will stop and focus on something else.

As we progress over the coming months and years, we will work in the open and blog regularly about what we are doing, so we'd love to hear your feedback.

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Government Digital Service: Our strategy for 2021-2024

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At GDS, our mission is to build a simple, joined-up and personalised experience of government for everyone. Using our unique position at the centre of government, we will develop services that just work for the user, however complex the underlying systems. Ten years ago, the UK government had an organically grown online presence with each government department, agency and arms-length body having their own website.

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September 2020

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Strategies and Plans

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This page provides the Health Board's main Strategies and Plans.

Powys Teaching Health Board Integrated Medium Term Plan 2020-2021 to 2022-2023

Integrated Medium Term Plan 2020-2021 to 2022-2023 (Appendices)

Powys Teaching Health Board Integrated Medium Term Plan 2019-22 (Everyday Version)

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This page provides the Health Board's main Strategies and Plans. Powys Teaching Health Board Integrated Medium Term Plan 2020-2021 to 2022-2023 Integrated Medium Term Plan 2020-2021 to 2022-2023 (Appendices) Powys Teaching Health Board Integrated Medium Term Plan 2019-22 (Everyday Version)

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2019 - 2022

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Long Term Strategies

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81 new cases of Delta variant since 3 June, as localised community transmission occurs Coping strategies made a difference to young people's mental well-being during pandemic Over 1,300 lateral flow test packs distributed in five days in Conwy cluster investigation Talking about childhood experiences with health visitor enriches relationships and gives health improvement for whole family Learning lessons from pandemic could see long term reduction in urban air pollution 'Get Tested Now.'

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2019 - 2025

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Some of these cookies are essential, while others help us to improve your experience by providing insights into how the site is being used.

For more detailed information, please see the List of cookies used on this website.

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Read our Digital Strategy - it's interactive! - Powys County Council

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Some of these cookies are essential, while others help us to improve your experience by providing insights into how the site is being used. For more detailed information, please see the List of cookies used on this website.

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Publications

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Each quarter, we publish our bilingual external magazine 'In Partnership'. This publication aims to highlight the achievements that the NHS Wales Shared Services Partnership has delivered on behalf of Health Boards and NHS Trusts across Wales.

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2018 - 2020

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Plans

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Swansea Bay UHB plans, policies and reports

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Swansea Bay UHB Contact Us Key Documents/Meetings Partnerships Complaints/Feedback Public Engagement/Consultation FOIA Staff info

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NHS Wales planning framework 2020 to 2023

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Guidance to help health boards and trusts complete their integrated medium term plans (IMTPs) for 2020 to 2023.

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The Trust produces publications that are key to the development of services provided by the Trust.

We also support a number of external publications that influence the nature and business undertaken by the Trust. These key publications are posted here.

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The Trust produces publications that are key to the development of services provided by the Trust. We also support a number of external publications that influence the nature and business undertaken by the Trust. These key publications are posted here.

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Nov 2020

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7% of adults in Wales are not online

They're missing out on opportunities to save money, find work, learn skills and access important services. Many of them are already coping with issues such as loneliness, poverty or unemployment - issues which are being made worse by not being online.

Digital Communities Wales: Digital Confidence, Health and Well-being supports organisations that are working with digitally excluded people. We're helping them deliver digital inclusion activities so they can do it well and make a bigger impact.

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They're missing out on opportunities to save money, find work, learn skills and access important services. Many of them are already coping with issues such as loneliness, poverty or unemployment - issues which are being made worse by not being online. Digital Communities Wales: Digital Confidence, Health and Well-being supports organisations that are working with digitally excluded people.

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Whether you're an innovator, clinician, entrepreneur or company visit our How We Can Help page to help you get to the next stage of development or scale up.

You can also visit our library of information, set out by topic or sector, that features information on digital health topics, explainer articles and podcasts, information on key organisations and more.

Don't forget to take a look at the leading digital health programmes in Wales Digital Health Ecosystem Wales, Technology Enabled Care Cymru and National Data Resource.

We're also home to a range of Care Home Cymru resources that aim to help people working in health and social care.

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Whether you're an innovator, clinician, entrepreneur or company visit our How We Can Help page to help you get to the next stage of development or scale up. You can also visit our library of information , set out by topic or sector, that features information on digital health topics, explainer articles and podcasts, information on key organisations and more.

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The National Data Resource (NDR) programme is a strategic imperative for health and care in Wales and an essential component of the Digital Architecture Review. It underpins delivery of the commitments made in A Healthier Wales with goals to deliver a more joined up approach to health and care data across Wales.

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The National Data Resource (NDR) programme is a strategic imperative for health and care in Wales and an essential component of the Digital Architecture Review. It underpins delivery of the commitments made in A Healthier Wales with goals to deliver a more joined up approach to health and care data across Wales.

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The Welsh Ambulance Service produces a number of publications every year.

For older documents please see the Publications Archive in the related pages section.

Please click on this link to view the Efficiency Review of The Welsh Ambulance Services NHS Trust undertaken by Lightfoot Solutions in association with Lis Nixon Associates And Baker Tilly on behalf of Health Commission Wales and The Welsh Ambulance Services NHS Trust.

Please click on the link to view the Public Services Ombudsman for Wales Report concerning a joint investigation into two separate complaints by Mr S and Mrs B against the Welsh Ambulance Services NHS Trust.

Information on expenditure over £25,000 is available on request by emailing: WAST.AR@wales.nhs.uk

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Welsh Ambulance Service NHS Trust - Publications, The Welsh Ambulance Service produces a number of publications every year. Final Clinical Strategy 2020 Digital Strategy November 2020 Environment Strategy 2020-2025 Welsh Language Standards Annual Report 2019-20 Sustainability Report 2019-20 Annual Report 2019-20 Long Term Strategic

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2020

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2017 - 2020

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Welcome to the Value in Health National Programme

Value in Health is a national programme of work striving towards achieving a Value-Based Health Care approach across NHS Wales in support of Prudent Healthcare principles.

Our vision is to work collaboratively with organisations to improve the health outcomes that matter most to the people of Wales.

We will support this by asking people about their health outcomes and by creating a data-driven system that seeks to provide timely and relevant information to citizens, clinical teams, and organisations. This should inform patient-centered decision-making and improve patient outcomes in a way that is financially sustainable.

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Value in Health is a national programme of work striving towards achieving a Value-Based Health Care approach across NHS Wales in support of Prudent Healthcare principles. Our vision is to work collaboratively with organisations to improve the health outcomes that matter most to the people of Wales.

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2019 - 2022

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What is Value-Based Health Care? COVID-19 National Action Plan Meet the Team Contact Us

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Bristol City Council has a digital inclusion team working with care in community - they started focussing on "tech" matching to patient requests  and made fantastic progress when switching to "understanding needs" and then being tech agnostic - more "service" vs "digital" transformation.

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NHS Confederation England

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A practical guide to help people working in mental health to build their digital confidence and skills.

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2020 - 2023

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2021

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User research to explore the needs for digital skills knowledge - FINAL REPORT 29.03.21

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Development of a digital competency framework for UK Allied Health Professionals

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Development of a digital competency framework for UK Allied Health Professionals

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Health Education England

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Digital literacies are the capabilities which fit someone for living, learning, working, participating and thriving in a digital society.

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Digital identity, well-being and safety: Managing personal and professional identities - digital footprint - recognizing online bullying - managing time online effectively

Information, data and media literacies: Support citizens + patients find reliable information - help them use Electronic Patient Health Records and portals - using technology to co-ordinate care - identify information needed to improve clinical decision making - understanding how data is structured within health record systems - complying with legal, professional requirements when using and sharing information

Teaching, learning and self-development: Participating in learning using digital media such as online learning and social networking - using digital tools to plan and reflect on learning - understanding professional behaviours in social media spaces

Communication, collaboration and participation: Using appropriate forms of communication - acknowledging points of view and cultural differences - online therapeutic relationships - developing professional networks

Technical proficiency: Using devices, applications and software for a range of nursing tasks - stay up-to-date with evolving technology - ability to provide feedback on technology - articulating benefits and risks

Digital creation, innovation and scholarship: Ability to work with patients + citizens to co-design and co-develop digitally enabled ways of working - shaping research agenda for digital innovation

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Digital skills | eHealth | Royal College of Nursing

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Digital identity, well-being and safety: Managing personal and professional identities - digital footprint - recognizing online bullying - managing time online effectively Information, data and media literacies: Support citizens + patients find reliable information - help them use Electronic Patient Health Records and portals - using technology to co-ordinate care

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ABUHB Digital Inclusion Support Officer Job Description

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Social Service and Well-being Act 2014 (Essentials)

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Social Service and Well-being Act 2014 (Essentials)

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Social Service and Well-being Act (Full)

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Social Service and Well-being Act (Full)

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WG Learning Disability Improving Lives Programme June 2018

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WG Learning Disability Improving Lives Programme June 2018

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NHS Digital - Digital Inclusion Guide for Health and Social Care

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NHS Digital - Digital Inclusion Guide for Health and Social Care

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The NHS, and the wider health and care system, is committed to delivering information and services digitally wherever appropriate.

For patients, digital health can mean better access to information and care, increased convenience, and more opportunities for greater control of their own health and shared care.

For the health and care system digital health can mean more effective delivery of care, better outcomes and reduced costs.

However many of the people who could most benefit from digital services are the least likely to be online.

Eleven million people (20% of the population of the UK) lack basic digital skills, or do not use digital technology at all. These are likely to be older, less educated and in poorer health than the rest of the population.

Local health and care services should take into account the needs of people who may be digitally excluded.

There is a strong business case for the benefits of improving digital inclusion.

Health and care organisations can work with a range of community partners to improve digital inclusion.

This guide includes a range of resources which can help commissioners and providers to take action locally.

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Digital inclusion for health and social care - NHS Digital

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An outline of what digital inclusion means for health and social care. Introduction to a guide which provides practical ways for local health and care organisations to support digital inclusion, and an overview of who the guide is for and how it can help.