Report from the Mental Health Foundation that identifies that nearly half of all people with a diagnosable mental health problem also have a long-term physical condition such as diabetes, asthma or coronary heart disease. It calls for the development of
Report from The King’s Fund that identifies community services are often fragmented and poorly co-ordinated, and are frequently not well integrated with other services in the community. This results in duplication as well as gaps between teams delivering care. A radical
Schedule 2L (Provisions Applicable to Primary Care Services) can be added to the NHS Standard Contract where a commissioner is placing a contract for integrated secondary and primary medical care services.
This report is an early stage review of the impact of a local, integrated approach to support for long-term unemployed ESA claimants. It aims to identify whether a locally designed and delivered approach to employment support, complemented by integrated local services,
Commonwealth Fund study that at efforts to integrate care in the United States that identifies five common challenges: inadequate strategies to sustain cost-savings, improvement, and funding; lack of accurate and timely measurement of return on investment; lack of mechanisms to share potential
An Accountable Care Organisations (ACO) is a model of healthcare organisation where a provider, or group of providers, takes responsibility for the healthcare provision of an entire population. There is no fixed definition of an ACO, but the organisation usually receives an annual,
Improving health outcomes, preventing serious illness, providing convenient, timely and cost effective care, and avoiding the unnecessary use of acute hospitals, is a shared goal across the NHS, and requires a radical re-think about how and where care is delivered,
Leading Large Scale Change: a practical guide has been produced by the NHS England Sustainable Improvement Team and the Horizons Team, NHS England, to help all those involved in seeking to achieve transformational change in complex health and care environments.
The local system reviews are designed to consider what it is like for older people in the system. In a fragmented system, circumstances can be created (unintentionally) that provide an experience that none of us would want our friends or family to endure.
This best practice framework aims to address two models and the implementation approach that needs to be taken by sustainability and transformation partnerships (STPs) and their provider organisations with ensuing threats to patient safety, during the winter months. In using this
Report from Independent Age about what is required to deliver a social care funding solution for now and the future. It identifies six themes dominating discussions on social care: Demand; Funding and Responsibility Quality Integrated care Technology Sustainability It identifies that integration
With the move towards accountable care, clinical commissioners are starting to take on a more strategic role as they plan and purchase health care for patients – a transition which comes with opportunities but is not without challenge. It identifies lessons
This report draws on published literature about joining up and co-ordinating care homes and health services. It also draws on interviews with a range of providers, local authorities and CCGs. It aims to help care homes and NHS providers (including
This report includes a list of currently proposed metrics, identifying their source, the outcome they relate to, and perceived strengths and weaknesses as a route to measuring progress and success in delivering integrated care. These are based on a developing logic
Report from the Health Foundation that emphasises the value of local co-creation and testing of new care models, and offers useful learning for those seeking to drive the development of new models of care within sustainability and transformation partnerships and
The move from STPs through to accountable care systems responsible for planning and delivering whole population care and onwards to accountable care organisations is now beginning to pick up pace. This publication from NHS Providers sets out eight steps and key
NHS Clinical Commissioners document that summarises discussions held at two events earlier this year that brought together more than 200 CCG lay members and trust non-executive directors (NEDs). This publication looks at attendees’: perspectives on the lay member and NED role insights
This handbook aimed at commissioners, providers and those leading the local transformation of services intends to support local health and care systems to work together to: Better manage rising demand for elective care services; Improve patient experience and access to
An Industry Coalition Group of clinicians, senior leaders in hospitals, primary care, the central bodies, charities and the private sector met earlier this year to take on the challenge of re-energising the NHS approach to handling rising demand, hospital debt, slow
The future of commissioning is moving at pace. The development of integrated delivery models such as accountable are organisations (ACOs), local strategic partnerships such as accountable care systems (ACSs) and larger planning footprints such as sustainability and transformation partnerships (STPs)