NHS England has published a guide for CCGs and local authorities on the use of integrated personalised commissioning and personal health budgets.
These are designed to enable a more personalised approach to people’s health and social care. NHS England has made a commitment to ensure that 300,000 people benefit from personalised health and care through integrated personal commissioning by 2018/19, which includes 40,000 people with a personal health budget.
This library provides educational resources and guidelines on women’s health that are relevant to GPs and other primary healthcare professionals | RCGP
This Framework brings together national guidance, resources produced and accredited by the RCGP, and resources from the Royal College of Obstetricians and Gynaecologists (RCOG) and the Faculty of Sexual and Reproductive Healthcare (FSRH). These resources will be helpful for those who wish to develop a more specialised interest in women’s health.
To allow quick and easy access to the resources, the library is divided into the following sections, each of which covers a different area of women’s health:
The Better Care Fund will provide financial support for councils and NHS organisations to jointly plan and work together to deliver local services.
This document sets out the story of integration of health, social care and other public services, and provides an overview of related policy initiatives and legislation.
It is intended for use by those responsible for delivering the Better Care Fund at a local level (such as clinical commissioning groups, local authorities, health and wellbeing boards) and NHS England.
It includes the policy framework for the implementation of the statutory Better Care Fund in 2017 to 2019, which was first announced in the government’s Spending Review of 2013 and established in the Care Act 2014.
It also sets out proposals for going beyond the Fund towards further integration by 2020.
Struggling to keep up to date and informed on changes impacting on palliative and end of life care? Not sure where to find the latest resources and improvement examples?
Then you will be pleased to hear we have launched a tailor made national End of Life Care (EoLC) Knowledge Hub providing you with a ‘one stop shop’ of palliative and EoLC information.
This hub provides anyone involved in the commissioning or provision of palliative and end of life care with a quick and easy way to source information, including helpful tools and resources to drive delivery of the Ambitions for Palliative and End of Life Care – a national framework for local action.
In June 2016, NHS England published revised statutory guidance on managing conflicts of interest for CCGs. The guidance has been strengthened to further support CCGs to identify and manage conflicts of interest.
One of the requirements of the revised guidance is that CCGs undertake an annual audit of conflicts of interest management as part of their internal audit plans (see paragraphs 127-130 of the guidance). This will be an important mechanism for CCGs to confirm and obtain assurance that the safeguards set out in the revised statutory guidance have been embedded. The outcome of the audit will need to be reported in the CCG’s annual governance statement, and discussed as part of the annual end-of-year governance meeting with NHS England regional teams.
This document provides a framework to support CCGs to undertake an internal audit of conflicts of interest management, including the scope and approach. This framework has been developed in collaboration with the CCG Audit Chairs Forum and other key stakeholders.
It is strongly recommended that CCGs adopt this framework for their 2016/17 conflicts of interest audit. CCGs should also consider any additional areas of risk, which should be included in the audit. In subsequent years, CCGs may wish to tailor their approach to take account of the findings from previous audit work, and to adopt a risk-based approach to determine the appropriate scope of the work.
In the financial year 2016/17, we recommend that CCGs complete the audit in quarter three or four to give sufficient time for the safeguards set out in the revised guidance to be embedded prior to the audit taking place. In future years, CCGs should decide upon the best time to conduct the audit, although consideration should be given to the fact that completion will need to be reported as part of the CCG’s annual governance statement.
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.