8. Department of Health’s Objectives pDeliver improved service standards and health and social care outcomes for service users and the public pBuild capacity and demonstrate added value in the NHS pReform the system for managing and regulating health and social services pProvide a high quality service to Ministers and the public in the exercise of the Department's statutory, regulatory, inter- departmental and international responsibilities pDevelop and improve the organisational capability of the Department.

9. Key players in Department of Health Rosie Winterton MS(C) John Reid SoS Melanie Johnson PS(PH) Stephen Ladyman PS(C) John Hutton MS(H) Sir Nigel Crisp Permanent Secretary Sir Liam Donaldson Chief Medical Officer Lord Warner of Brockley PS(L) Simon Stevens Health Adviser to the Prime Minister Paul Corrigan Special Adviser

14. Innovation and ideas MINISTERIAL NEEDS Good strategic analysis Accurate stakeholder mapping Reliable implementation of policy Sound advice on handling problems Excellent communications support Safe and rigorous management of parliamentary interface

22. Public Information: what balance to strike p Fear vs Normality in daily life p Specificity of threat vs General intelligence p Openness vs Security p Advance advice vs After event information p Trust vs Suspicion p Reassurance vs Reality

23. CASE STUDY: PATIENT-CENTRED NHS Key question: What is the Centre’s role in achieving change?

24. Department of Health** 28 Strategic Health Authorities 300 Primary Care Trusts* 318 Hospital Trusts Fund and commission services TAXPAYERS PATIENTS AND PUBLIC Financial Flow Management Accountabilities Note: ** Public Health Regions and * Care Trusts not shown Manage performance Sets policy, strategy and standards ORGANISATIONAL RELATIONSHIPS IN THE NATIONAL HEALTH SERVICE

25. CASE STUDY: NHS REFORM Key issues:  Central control vs local devolution  Changing individual and organisational behaviour  Difficulty in creating values - driven change  Skill in leadership, in change management  Formal and informal mechanisms to engage the public

31. WHAT MAKES A GOOD POLICY, STRATEGY PROGRAMME? 1. Inspires and is credible 2. Well communicated 3. Simple (or at least, not complex) 4. Owned 5. Not over prescriptive (central - local autonomy) 6. Consistent with values 7. Free of perverse incentives 8. Considered (ideally evidence-based) 9. Adequate infrastructure to implement 10. Makes connections and integrates

32. p A healthier population p Reduced health inequalities p Higher quality of care p Better quality of life p Research driving quality p Population well protected p International impact THE VISION