One in seven people aged 85 or over is living permanently in a care home. The evidence suggests that many of these people are not having their needs properly assessed and addressed. As a result, they often experience unnecessary, unplanned and avoidable admissions to hospital, and sub-optimal medication.
The enhanced health care homes model lays out a clear vision for providing joined up primary, community and secondary, social care to residents of care and nursing homes, via a range of services.
Seven key components and eighteen sub-components which define the care homes model are put forward, with practical guidance explaining how organisations and providers can make the transition and implement the whole model.
These plans can help transform the way care is delivered, with staff from across health and social care organisations working together as part of multidisciplinary teams to deliver high quality and financially sustainable care.
A PACS can be defined as a population-based accountable care model, with general practice at its core. It is organised around patients’ needs and aims to improve the physical, mental and social health and wellbeing of its local population.
However, it will also include most hospital based care, as well as primary, community, mental health and social care services. By aligning the goals and incentives of hospitals with other health and care providers, it offers the potential for a radical new approach to population health.
The integrated (PACS) Framework outlines the next steps required to set up the model – including the need to develop new contractual, funding and organisational form. It sets out three contractual options that will help make a phased transition towards a fully-fledged PACS – a single provider with a single contract for all local health and care services.
This puts clinicians in the driving seat by pooling and allocating resources to areas that will have the greatest impact on the health of their local community and creates a shared responsibility towards the most vulnerable patients.
NHS England has published further information to support GP practices, CCGs and NHS trusts with the effective promotion of online services to patients, including ordering of repeat prescriptions, booking of appointments and viewing of GP records.
The packs consist of templates for web copy, press releases, social media and newsletters as well as instructions on how to order the new range of promotional materials. The name of the programme has been changed from Patient Online to GP Online.
People are rarely told how to become patient representatives. They are just expected to get on with it. No wonder CCGs sometimes struggle to get the most out of patient groups they set up.
Worse still, groups established to meet the statutory requirement to involve patients and the public in commissioning can become difficult to manage.
This article, in the latest edition of Commissioning Excellence, describes how these problems can be overcome by giving patient groups a basic understanding of the NHS and the role of commissioning supported by training on how to work as an effective team.
This series of slides highlights the work done by PHE and partners, and makes the case for the steps to be taken around prevention in the future.
This publication brings together Public Health England’s (PHE’s) broad-ranging work in addressing cardiovascular disease, the second leading cause of premature death and ill health. It sets out the main programmes already underway and the next steps in tackling cardiovascular disease going forward.
The publication is intended for those involved in the commissioning and provision of services for cardiovascular disease and its prevention, including:
This report aims to support CCGs in making decisions about prioritisation of resources and changes to local services. It sets out factors that can enable CCGs to successfully command the confidence of the public, patients, local politicians and other key stakeholders when making changes.
The report contains tips from academic research and insight from those interviewed during the report, including commissioners, patient groups and NHS England. These tips are:
Identify opportunities for improvement and safe and cost-effective change in service provision.
Plan the change management process in advance.
Base decision-making on robust data where available.
Manage stakeholder perceptions through active engagement, consultation and nurturing trustworthy relationships.
Recognise that local community, clinician and political support is vital, and engage these interests early.
Develop an integrated communication and engagement strategy from the start
Read Making Difficult Decisions.
This paper reviews the latest evidence on the demographic and non-demographic determinants of health spending in the UK and its implications for the Office for Budget Responsbility’s long-term health spending projection.
It finds that demographic effects have explained only a small part of the increase in health spending over past decades and that they are likely to remain a relatively small, although growing, driver of spending in the future.