Equipping leaders to build relationships that transform our healthcare system
Individuals and organisations can experience practical difficulties when trying to work collaboratively with others – particularly when that work crosses sector, as well as organisational boundaries.’
Our experience of building health partnerships is that it breaks the usual mould and enables a new and fresh dialogue between statutory organisations/services and the voluntary and community sector.’
– VCSE organisation
Realising the value
A guide to enabling the spread of person- and community-centred approaches for health and wellbeing with a focus on how behavioural science can help increase this. It is aimed at people who champion these approaches in health and social care, in other statutory bodies and in community-based organisations.
The Self-Care social prescribing model … has led to reduced avoidable need for hospitalisations, reduced need for GP practice hours, and reduced levels of physical pain and depression for patients.
To involve volunteers effectively, there needs to be a formal commitment to volunteering in the organisation. A positive volunteering culture plays an important role in embedding volunteering – making it integral to what the organisation does.’
The Social value guide: Implementing the Public Services (Social Value) Act
A guide for commissioners and procurement officials, providing an overview of the Act itself and the policy drivers behind it, as well practical guidance on how social value can be embedded into the commissioning and procurement process.
Inspiring and creating social value in Croydon
London borough of Croydon
This toolkit has been created to support potential providers of services, in any sector – including small to medium enterprises, social enterprises and voluntary sector organisations – to embed social value through procurement processes.
‘Thinking social value’ should shift the focus from the bottom-line price or cost of a service towards the overall value of the outcomes delivered. In order to successfully secure social value and benefit through commissioning and procurement processes, organisations need to think about it from the outset and embed a clear and unambiguous message their intention to do so every time they communicate with the market.’
Almost all social interventions are complex. There are three key reasons for this: issues, people and systems are all complex, but we often pretend otherwise. We need ‘trust based’ funding and alliance contracting to recognise this.’
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