Local Government Agency & NHS Clinical Commissioners | April 2018 | Integrated Commissioning for Better Outcomes: a commissioning framework 2018
Local Government Agency (LGA) and NHS Clinical Commissioners have updated Integrated Commissioning for Better Outcomes (ICBO) to better reflect the changing commissioning landscape. The purpose of the framework is to support the general integration agenda across health and local government and promote consensus on good practice.
Although, the standards are primarily designed for use by commissioners in adult social care and the NHS, it is hoped that providers of services, people with personal budgets and other stakeholders are also engaged with locally when the standards are used to drive improvement. (Local Government Agency and NHS Clinical Commissioners)
It covers four areas:
building the foundations;
taking a person-centred, place-based and outcomes-focused approach;
shaping provision to support people, places and populations;
and continuously raising the ambition
The standards are intended:
to support cross-organisational reflection and dialogue on how well integration in local commissioning arrangements are working
as a benchmarking diagnostic tool in critical self-assessment by system partners
in a peer to peer review or peer challenge to promote sector led improvement.
(Local Government Agency and NHS Clinical Commissioners )
CCGs in the UK should move towards strategic commissioning if the healthcare system is to embrace a move toward integrated local care, claims a new briefing from NHS Clinical Commissioners (NHSCC).
The publication brings out lessons based on evidence from the UK and health systems abroad. These are drawn from the perspectives of those implementing and developing policy around the new care models and from research of international models, primarily of high performing place-based systems of care that have developed in New Zealand, Sweden, Spain and the United States.
The patient must be placed at the centre with a focus on quality – targets, payment incentives and prescriptive regulation have proved largely unsuccessful in driving system improvement and ensuring financial sustainability.
Clinical commissioning leadership and engagement must be retained – the evidence shows that success of population level planning is reliant on the engagement of clinicians in primary, secondary and community care, as well as the wider workforce.
National clarity on the ‘end state’ is essential – while local areas must lead the development of models for integrated health and care delivery, internationally, no system has been implemented without clear political consensus and a legislative framework to support it on an ongoing basis. In the UK, this could mean a national framework is needed – provided this is not too prescriptive to limit local development.
NHS Providers has launched a new publication series “Provider Voices” which promotes the views of leaders from a range of trusts and other parts of the service on some of the key issues facing the NHS.
The first report Where next for commissioning? includes eight interviews that address concerns including the role of Sustainability and Transformation Partnerships (STPs) and accountable care systems (ACSs), the challenge of integrating health and care commissioning, and the future of the purchaser-provider split.
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.
This new paper, an update to ‘From the Ground Up’, captures some of the learning and experience from our work on developing integrated practice | IPC
As local authorities and health organisations undergo significant periods of transformation, IPC has supported the cultural and organisational changes needed to deliver outcome-focused care, as well as operational design, from the start of the process through to implementation and evaluation.
The need to integrate care has long been a key issue and people’s understanding of what it takes to successfully implement it has evolved over time. There has been a shift of focus from co-location and organisational structures towards working with teams to clarify and consolidate the professional roles and relationships which will make integration work in practice.
Here, we explore ‘what works’, offering guidance to those embarking on a significant period of change and integration on what they may need to consider. It draws on IPC’s practice-based experience of integration across a range of different organisational set-ups and cultures.
It’s easy to dismiss those who say people ‘have had enough of experts’, particularly if you work for a think tank. But in health and care, we’ve long known that expertise is not the sole territory of the professional | The King’s Fund Blog
A lot has happened since the Forward View was published, including the development of the new care models programme, further devolution and most recently, the initial stages of developing sustainability and transformation plans (STPs). These initiatives have often focused on how different organisations can work better together in place-based systems of care. But as our recent research into STPs has shown, efforts to engage service users and the public in developing these system-level plans have often been lacking.
In contrast, the Integrated Personal Commissioning (IPC) programme – a partnership between the Local Government Association and NHS England – has been working to integrate health, care and education services around people rather than organisations.
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.