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All research records related prevention examples and research

Results 151 - 160 of 313

Making it better together: a call to action on the future of health and wellbeing boards

LOCAL GOVERNMENT ASSOCIATION
2015

This publication is a call to action to local commissioners, Government and national bodies to support health and wellbeing boards in bringing about a radical transformation in the health of local communities. It has been prepared by the Local Government Association (LGA) and NHS Clinical Commissioners (NHSCC) working jointly in consultation with members of health and wellbeing boards (HWBs) across the country. Among the essential characteristics of effective place-based boards this document highlights: shared leadership; a strategic approach; engaging with communities; and collaborative ways of working. It proposes: a national five-year funding settlement across health and care; freedom for HWBs to determine local priorities; development of a new payment system; enhanced information governance and data sharing; commitment to the principle of subsidiarity in commissioning decisions; a single national outcomes framework for health, public health and social care; and a national strategy for coordinated workforce planning and integrated workforce development across health, public health and social care.

Evaluation of Redcar and Cleveland Community Agents Project: outputs and outcomes summary report

WATSON Pat, SHUCKSMITH Janet
2015

The Community Agents Project, a programme jointly funded through health and adult social care services, is an innovative approach to meeting the social needs of the elderly and vulnerable population. Community agents act as a one-stop shop, signposting people to the appropriate service that meets their needs. This could be an organisation or voluntary group that can help with shopping, arrange transport to the GP surgery or hospital appointments, help to complete forms, offer encouragement to maintain a care plan, organise a befriender, accompany to a local social activity or signposting to other agencies. The project has received a total of 486 referrals across the borough of Redcar & Cleveland for the period September 2014-September 2015, generating positive outcomes in the following areas: maintaining independence; faster discharge from hospital; reducing admissions to hospital; reducing isolation; improved financial status; appropriate use of health and social services; cost saving; and increases in community capacity. The report estimates a social return on investment of £3.29 for every £1 invested in the Community Agents Project.

Going round the houses: how can health and social housing sector professionals forge better links and what might the benefits be?

YAXLEY Njoki
2015

This booklet by the Clore Social Leadership Programme identifies key emerging trends that are impacting on social housing and health professionals. These are: a shift from health care provision in the hospital setting to the home; an increasing need for caseworkers to know more about navigating both health and social housing systems than their clients; the rise of people with long-term complex multi-faceted problems including physical and mental health issues; introspective performance management targets which make driving collaboration increasingly difficult on the frontline; and funding cuts impacting on both sectors – but an acute awareness that the client should still be centre stage. The paper suggests a need to widen the networks of frontline social housing professionals with health sector counterparts in order to increase efficiency and productivity in both sectors and provide people with better levels of care at home.

Assessing social care market and provider sustainability: part A: a guide for local authorities

CORDIS BRIGHT
2015

The Care Act 2014 introduces a regime to oversee the financial stability of the hardest-to-replace care providers, and sets out measures to ensure people’s care is not interrupted if any social care or support providers fail. This guidance aims to help local authorities to fulfil their responsibilities in the event of provider failure by: helping them identify whether the failure of a provider will leave people at risk of being without a means of having their care and support needs met; where there is a risk, identifying those providers who are most important to meeting those needs, and; where the critical or hardest to replace providers are not within the Care Quality Commission Market Oversight Regime, assessing and taking action to reduce the risk of failure or the impact of a failure should one occur. The document begins looking at care markets and providers, introducing a suggested approach to categorising and segmenting care markets, as well as outlining the main reasons for provider failure. It then considers how to identify indicators of market sustainability and how to monitor hard-to-replace providers.

Assessing social care market and provider sustainability: part B: toolkit

CORDIS BRIGHT
2015

Provides a framework to help local authorities implement a test of care market sustainability, and offers insights about when a provider requires further monitoring. Many local authorities have developed highly effective systems for gathering local market intelligence in relation to the part of the market with which they contract for services. This intelligence may be gathered both formally and informally and involve a broad range of approaches. This toolkit is designed to complement such approaches by providing a clear structure for local authorities to consider the totality of the local market, only a proportion of which they will directly contract with. There are five phases to the application of the toolkit: determining local market segmentation; evaluation of external indicators; evaluation of sub market composition indicators; forming a judgement on sustainability and deciding which ‘hard to replace’ providers to monitor; and understanding and monitoring the sustainability of ’hard to replace’ providers.

Assessing social care market and provider sustainability: project report

CORDIS BRIGHT
2015

Summarises the methods and approach, discusses the learning and shares knowledge arising from the ‘Assessing social care market and provider sustainability’ project, which has developed guidance and a toolkit for the Department of Health, the Local Government Association, and the Association of Directors of Adult Social Services. These resources are designed to support implementation of the Care Act 2014 and help local authorities fulfil their responsibilities in the event of a care provider failure.

Creating a better care system: setting out key considerations for a reformed, sustainable health, wellbeing and care system of the future

ERNST AND YOUNG
2015

In this report, commissioned by the Local Government Association, a journey towards better health and care for individuals is set out; driven by local system leaders and supported by a more empowering and enabling system. The report has been developed through: a review of existing literature published by partners, charities and research organisations; four workshops with the LGA and partners to define the vision, understand the system barriers from a range of perspectives and describe the required changes; and further discussion with regional contacts and the Health Transformation Task Group to sense check that barriers and key considerations are locally relevant and reflect the experience in local areas. Section 1 sets out a vision for better care and support, arguing that a reformed system needs to deliver: better health and wellbeing more equally enjoyed; better choice and control for all; better quality care, tailored for each person; and better outcomes for each pound spent. Section 2 focuses on key barriers preventing the achievement of a reformed system. These include: creating dependency through the way treatment is provided; chronic underfunding of the system and a lack of capacity to transform; fragmented commissioning incentivising treatment over demand management; and national regulations that disempower local areas. Section 3 sets out four steps to better care, which are: put people in control; fund services adequately and in an aligned way; devolve power to join up care, support and wellbeing; and free the system from national constraints. The report concludes that collectively these steps will enable localities to address challenges, deliver a better system and ultimately drive better outcomes and greater sustainability for all.

Beyond fighting fires: the role of the fire and rescue service in improving the public's health

LOCAL GOVERNMENT ASSOCIATION
2015

The case studies contained within this publication explore the activities of fire and rescue service to help the most vulnerable individuals and families in their communities. The trust placed in these services and the comprehensive access to the public that this provides means they have a unique ability to provide critical interventions, promote health messages and refer to appropriate services. These case studies include programmes spread across England, covering both rural and urban environments and with varying levels of deprivation and affluence. They show a range of ways in which the fire and rescue service supports prevention and contributes to tackling health inequalities by: supporting people with dementia; using firefighters to be ‘health champions’; tackling child obesity; reaching out to the most vulnerable; looking out for babies and toddlers; getting people active; working with others to save lives; and reducing falls in the home.

Away from the past and to a sustainable future: how the UK's health and social care systems can be reformed to better align with the needs of today’s society

SMITH Ian R., SMITH Stephen K.
2015

This paper explores the nature of the crisis affecting the health and social care systems, suggesting that they are badly misaligned with the needs of the society they serve, its ageing population, the prevalence of chronic ill health, rising demand and fall in funding. The paper diagnoses the reasons behind this misalignment and posits a solution: the introduction of integrated care organisations (ICOs) closely aligned to academic health and science centres (AHSCs). It argues that ICOs will remove the artificial and unhelpful boundaries between different parts of the healthcare service, and between health and social care. They will meet the needs of a population which is living longer and with more chronic conditions, move care away from hospitals, and promote prevention and parity of esteem between mental and physical health. Through alignment of these organisations with academic health and science centres, meanwhile, it will be possible to improve clinical outcomes and deliver precision medicine – and to sustain the UK’s position as one of the world leaders in genetic medicine. The paper also identifies the barriers to instituting such a change and explains how they can be overcome. It concludes with a step by step route map to a better care system, through ICOs and AHSCs.

Is integration or fragmentation the starting point to improve prevention?

MILLER Robin
2014

The importance of health, social care and other sectors working together has been recognised for many decades by governments of all political persuasion. This is true within the current policy environment, in which integration has been proposed as the binding force to connect an increasingly diverse range of providers around individual patients and their families. Initiatives to promote integration are being introduced at all levels of the system, with a patient experience based narrative setting the standard against which success should be judged. This integration is being encouraged not only in respect of statutorily funded clinical, public health and social care services but also with other policy areas such as housing and leisure and other sectors (in particular the third sector). Despite this continued belief in policy that integration will lead to a more preventative focus, there is not a strong research base to support this view. However, accepting the limitations of the evidence base, this Policy Paper looks at five key lessons which can still be drawn for national policy makers with responsibility for promoting integration and prevention. These are to: start with what is fragmented; be clear what is meant (by integration); know what success looks like; understand the impact; and be wary of further change. The paper draws attention to key findings from reviews of integrated care; and notes that the interventions that have been most effective have been those with more preventative approaches. It concludes that patients and service users have to integrate support from statutory services, community resources and their personal networks to improve their quality of life and maintain their health and independence. To understand how and when to integrate, we first need to be clear what links are required and how they could operate in practice. That is why fragmentation rather than integration should be the starting point to achieve a prevention orientated health and social care system. This policy paper is based on a discussion paper which was commissioned by the Institute for Social Change at Manchester University as part of a series of Knowledge Exchange Trials workshops which brought together academics, policy makers and programme stakeholders to facilitate exchange of ideas, expertise and research.

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