National Context Sample Clauses

National Context. Public Sector Transformation The public sector is re-shaping in a number of areas not least through the transforming rehabilitation agenda. This will see the delivery of probation services split between the National Probation Service and the competitively tendered Community Rehabilitation Companies. Impact will be felt across the community safety and criminal justice landscapes not least in the operation of the prison estates, the relationship with youth justice services, commissioning of un-paid work and the supervision of both statutory and non-statutory offenders. It is essential we both maintain provision through the transition period and develop good working relationships with the new organisations. As a partnership, we must continue to take responsibility to reduce re-offending, both through our commissioning of services and in developing joint initiatives with the new providers. The health economy has also been through considerable re-organisation and we are making steps to ensure that we have a good working relationship with new organisations such as clinical commissioning groups and that we take account of shared priorities through arrangements with Public Health Lancashire and Health and Wellbeing Boards.
AutoNDA by SimpleDocs
National Context. 4.1.1 Three social policies and public sector reform The Scottish Government has three key social policies which link together to try to deliver the best outcomes for Scotland. These are:  Achieving Our Potential1  Early Years Framework 2  Equally Well3 All three documents focus on early intervention and prevention rather than focussing on what to do when a crisis happens. There is currently a shift in culture from dependency to active citizenship, where people should expect less from the state and more from themselves, their families and their communities. The solutions to the problems continuing to hamper society in Scotland are within communities themselves, and it is the role of the public, voluntary and private sector to support people to become more capable, more resilient and better able to deal with crises themselves. Increasingly the roles of Community Capacity Building and Co-production are coming to the fore. Co-production goes well beyond user involvement or citizen engagement. It promotes equal partnership between service workers and those intended to benefit from their services – pooling different kinds of knowledge and skill, and working together. Co-production is nothing new, but is an approach which can secure the best outcomes for people living in areas of multiple deprivation. Models of co-production are around a set of core values:  recognising that people have assets, not just problems  redefining work so that unpaid activities are valued and supported  building reciprocity and mutual exchange  strengthening and extending social networks. By moving to a model of service delivery which involves communities more closely, the Alliance will be helping the people of Inverclyde to secure outcomes for themselves, building success and reducing the cost of failure. The culture change taking place in Scotland is leading to realignment and prioritising of resources toward early intervention (as set out in the Christie Commission report on transforming public services), shifting the focus from crisis management to prevention, early identification and early intervention, whilst realistically recognising that crisis management will still be needed in the short to medium term. The scale of the changes required are massive and complex, but in order to secure the best outcomes for the most vulnerable people, in a time of unprecedented financial challenge, those changes will need to be made. The combination of involving communities in service dev...
National Context. The university’s Widening Participation Strategy has been developed in the context of national policy, funding changes and external drivers for change. These changes will impact, in particular, on funding for widening participation work. The strategy has been framed in the light of a likely reduction in the amount of funding available to support widening participation activity in the future. HEFCE outlined changes to the funding for improving retention, learning, teaching and widening access in Future Support for Teaching Enhancement and Widening Participation (HEFCE Guide 2008/28). These changes have increased funding for widening access and reduced funding for improving retention. The reduction has, in particular, impacted on London HEIs, and the university has made a careful assessment of the future focus of activities designed to support enhancement and retention work within available resources. Much widening participation work has hitherto been funded by special project funding through Aimhigher and Lifelong Learning Networks. Funding for Lifelong Learning Networks will end in 2010 and Aimhigher funding, which is being progressively reduced, is uncertain beyond 2011. HEFCE has advised universities to target their increasingly limited resources where they can have the most impact (HEFCE Guide 2007/12, p7). In order to maximise value for money, over the next five years, outreach activities will focus on specific local communities and groups currently under-represented in higher education. For the first time, both universities and Aimhigher partnerships have to achieve numerical targets, with at least two-thirds of participants in widening participation activities being expected to come from disadvantaged socio-economic backgrounds with no previous parental experience of higher education. The university is also required by HEFCE to produce a comprehensive Widening Participation Strategic Assessment, bringing widening participation and access policies together into a single document (HEFCE Guide 2009/1) with an annual progress report as a condition of payment of the HEFCE allocation for widening participation. In framing its Widening Participation Strategy, and associated activities, the university has thus had to make a careful assessment of the balance between sustained support for learners, and activities which maximise the exposure of young people and adults to higher education.
National Context. NSD acts on behalf of Scottish Government and NHS Boards to plan for and procure national specialist services. NSD supports the National Specialist Services Committee (NSSC). The remit of NSSC is to advise the NHS Board Chief Executives and through them, the Scottish Government Health and Social Care Directorate on designation and provision of specialist services. NSD has delegated authority from NHS Boards to develop and progress operational changes in service provision in partnership with providing NHS Boards to ensure sustainable delivery of high quality efficient and effective services. National funding is top-sliced from NHS Boards’ allocations and is a limited resource. In order to ensure this funding is appropriately utilised, reporting standards as outlined in this agreement are a mandatory requirement for all national designated services. The Provider will deliver services to meet demand and ensure best possible quality and value from the resources invested in the NHS as outlined in A National Clinical Strategy for Scotland (Scottish Government 2016).
National Context. In the UK, there is currently a focus on literacy skills. The Independent reports that this could leave nearly 1.5 million 11-year olds with poor literacy skills by 2025 unless remedied (Milmo et al 2014). This skill gap reportedly “costs the economy
National Context. The Scottish Government’s Purpose is Sustainable Economic Growth1. Success is monitored using the following Purpose Targets: o Economic Growth: To raise the GDP growth rate to the UK level by 2011 To match the GDP growth rate of the small independent EU countries by 2017 o Productivity To rank in the top quartile for productivity against our key trading partners in the OECD by 2017 o Participation To maintain our position on labour market participation as the top performing country in the UK To close the gap with the top five OECD economies by 2017 o Population To match average European (EU15) population growth over the period from 2007 to 2017 Supported by increased healthy life expectancy in Scotland over the period from 2007 to 2017 o Solidarity To increase overall income and the proportion of income earned by the three lowest income deciles as a group by 2017 o Cohesion To narrow the gap in participation between Scotland's best and worst performing regions by 2017 o Sustainability To reduce emissions over the period to 2011 To reduce emissions by 80 percent by 2050 1 To focus Government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth. Delivery of this is set out in the Government Economic Strategy. The Scottish Government’s Five National Strategic Objectives, which describe where the Government will focus action, are: o WEALTHIER & FAIRER - Enable businesses and people to increase their wealth and more people to share fairly in that wealth.
AutoNDA by SimpleDocs
National Context. The newly created People’s Board will bring together the statutory functions of the Health and Wellbeing Board and the Community Safety Partnership, in order that we have an effective collaboration to improve the lives of people in St.Helens The statutory duties for a Health and Wellbeing Board are set out in the Health and Social Care Xxx 0000 and the Community Safety Partnership duties are defined in the Crime and Disorder Xxx 0000. The responsibilities of the Health and Wellbeing Board and Community Safety Partnership are defined below: o To prepare a local Joint Strategic Needs Assessment (JSNA) and a Joint Health and Wellbeing Strategy (which is a duty of local authorities and clinical commissioning groups) o A duty to encourage integrated working between health and social care commissioners o A power to encourage close working between commissioners of health related services (such as housing and other local government services) and commissioners of health and social care services o Any other functions that may be delegated by the Council under section 196(2) of the Health and Social Care Xxx 0000 (e.g. could include certain public health functions) o Develop policies and strategies that: ▪ Reduce reoffending ▪ Tackle crime and disorder ▪ Tackle alcohol and substance misuse ▪ Tackle any other behaviour which has a negative effect on the local environment Within St.Helens we have combined the national requirements of these Boards to ensure that we are more streamlined, do not work in silos and are genuinely working to improve outcomes for people in St.Helens.
National Context. The national context is driven by two key documents, the National Alcohol Strategy 2012 and the National Drug Strategy (2010) ‘Restricting Demand, Restricting Supply and Building Recovery: Supporting People to Live a Drug-Free Life’ which is the process of being reviewed. These overarching documents are underpinned by a guidance published by the Department of Health, National Institute for Health and Care Excellence (NICE), the Advisory Council on the Misuse of Drugs (ACMD) the Department of Health (DoH) and Public Health England (PHE). Key national strategy, policy and guidance references can be found in Appendix A. This list is not exhaustive and will be subject to changes in national policy and other updates during the course of this contract. The provider will be expected to monitor changes in local and national policy, and to adapt the service in consultation with the commissioner. The National Drug Strategy (Home Office, 2010) requires health authorities, local authorities and partners to build on the progress of the last decade and further improve services for people with drug and alcohol dependence so they can fully recover and move on from treatment and reintegrate into society. In this strategy the national emphasis moved from increasing numbers in treatment and retention towards improving successful treatment completions and outcomes for those in treatment. It identified the importance if optimising the recovery window for individuals entering treatment and the process of re-assessment of those individuals already engaged in services for the long-term. The Council advocates this direction of travel and confirms that the successful provider will be one that puts the service user and their recovery at the centre of specialist treatment. The rate of successful completions from treatment must improve locally to rise to this challenge.
National Context. 1.1.1 Overview of commissioning responsibilities c. Local authorities have the lead for improving health and for coordinating efforts to protect public health. Public health teams within local authorities are responsible for commissioning and funding a number of mandated services and other services to improve the health and wellbeing of local populations. d. Local authorities are mandated to commission and fund comprehensive, open-access HIV/STI testing services, STI treatment services (excluding HIV treatment) and contraception services for the benefit of all persons of all ages present in their area. NHS England is responsible for commissioning and funding HIV treatment services. Clinical Commissioning Groups are now responsible for funding abortion services; vasectomies and sterilisation procedures; and for the promotion of opportunistic STI testing and treatment within general practice. 1.1.2
Time is Money Join Law Insider Premium to draft better contracts faster.