#EXCLUDE#
#EXCLUDE#
#EXCLUDE#
#EXCLUDE#

Find prevention records by subject or service provider/commissioner name

  • Key to icons

    • Journal Prevention service example
    • Book Book
    • Digital media Digital media
    • Journal Journal article
    • Free resource Free resource

Results for 'commissioning'

Results 11 - 20 of 33

Our communities, our mental health: commissioning for better public mental health

MIND
2015

This guide provides a background to public mental health, examining what it is, prevention types and risk factors, why it should be invested in and how to target interventions most effectively. The document sets out a framework of principles and good practice for designing and commissioning public mental health programmes, which include: work in partnership; understand your community and who is at high-risk; monitor and evaluate impacts; commission interventions across the life course; and address both physical and mental health. A range of practical case studies are provided to help commission successful public mental health programmes in local areas.

Building the right support: a national plan to develop community services and close inpatient facilities for people with learning disability...including those with a mental health condition

NHS ENGLAND, LOCAL GOVERNMENT ASSOCIATION, ASSOCIATION OF DIRECTORS OF ADULT SOCIAL SERVICES
2015

Sets out a national plan to enable people with learning disabilities who display behaviour that challenges to be supported to live more independently in their local community and reduce reliance on institutional care and long stay hospitals. The plan looks at the learning from the six 'fast track' areas; describes the new services that will be needed to better support people with learning disabilities to live in the community; and outlines how transforming care partnerships (commissioning collaborations of local authorities, CCGs and NHS England partners) in health and care will need to work together to deliver these changes. Areas discussed include: the need for appropriate local housing, such as schemes where people have their own home but ready access to on-site support staff; an expansion of the use of personal budgets, enabling people and their families to plan their own care, beyond those who already have a legal right to them; for people to have access to a local care and support navigator or key worker; and investment in advocacy and advice services run by local charities and voluntary organisations. To achieve the shift from inpatient to community-based services the plan identifies three key changes: that local councils and NHS bodies will join together to deliver better and more coordinated services; pooled budgets between the NHS and local councils to ensure the right care is provided in the right place; and adoption of a new service model.

Knowledge exchange in health-care commissioning: case studies of the use of commercial, not-for-profit and public sector agencies, 2011-14

WYE Lesley, et al
2015

The aim of this study was to explore how commissioners obtained, modified and used information to inform their decisions, focusing in particular in the knowledge obtained from external organisations such as management consultancies, Public Health and commissioning support units. In eight case studies, researchers interviewed 92 external consultants and their clients, observed 25 meetings and training sessions, and analysed documents such as meeting minutes and reports. Data were analysed within each case study and then across all case studies. Commissioners used many types of information from multiple sources to try to build a cohesive, persuasive case. They obtained information through five channels: interpersonal relationships people placement (e.g. embedding external staff within client teams); governance (e.g. national directives); copy, adapt and paste (e.g. best practice guidance); and product deployment (e.g. software tools). Furthermore, commissioners constantly interpreted (and reinterpreted) the knowledge to fit local circumstances (contextualisation) and involved others in this refinement process (engagement). External organisations that drew on these multiple channels and facilitated contextualisation and engagement were more likely to meet clients’ expectations. Sometimes there was little impact on commissioning decisions because the work of external organisations targeted and benefited the commissioning decision-makers less than the health-care analysts. The long-standing split between health-care analysts and commissioners sometimes limited the impact of external organisations. The paper concludes that to capitalise on the expertise of external providers, wherever possible, contracts should include explicit skills development and knowledge transfer components.

A call to action: commissioning for prevention

NHS ENGLAND
2013

This document sets out a framework intended to help clinical commissioning groups think about how to commission for effective prevention. Commissioning for prevention is one potentially transformative change that CCGs can make, together with Health and Wellbeing Boards and their other local partners. The paper argues that whether on grounds of health need, cost or public expectations the case for developing a wellness rather than solely an illness service is compelling. This can be achieved by effectively commissioning for prevention through the following steps: analysing the most important health problems at population level; working together with partners and the community, setting common goals or priorities; identifying high-impact prevention programmes focused on the top causes of premature mortality and chronic disability; planning the resource profile needed to deliver prevention goals; and measuring impact and experimenting rapidly.

Fit for frailty: part 2: developing, commissioning and managing services for people living with frailty in community settings

BRITISH GERIATRICS SOCIETY, ROYAL COLLEGE OF GENERAL PRACTITIONERS
2015

Provides advice and guidance on the development, commissioning and management of services for people living with frailty in community settings. The first section introduces the concept of frailty and sets out the rationale for developing frailty services. The second section explores the essential characteristics of a good service. The third section considers the issue of performance and outcome measures for frailty services. The appendix to the report includes eight case studies of services which are operating in different parts of the UK. The audience for this guidance comprises GPs, geriatricians, health service managers, social service managers and commissioners of services. It is a companion report to an earlier BGS publication, Fit for Frailty Part 1 which provided advice and guidance on the care of older people living with frailty in community and outpatient settings.

Community-led care and support: a new paradigm

SOCIAL CARE INSTITUTE FOR EXCELLENCE
2015

Reports on the key messages from a roundtable discussion on community-led care. The event was hosted by the Social Care Institute for Excellence (SCIE) and is one of a series of roundtable discussions exploring how to improve care and support at a time of growing demand, demographic change and financial constraint. The discussion aimed to identify, celebrate, support and learn from community-led activity and support and identify practical steps stakeholders can take to support community-led services. The report includes summaries of the presentations from those attending from the organisations: Skillnet Group Community Interest Company, Community Catalysts, Carers UK, Sheffield City Council, and Lloyds Bank Foundation. It also includes views from the round table. Key messages from the event are summarised in four key areas: the positive impact of community-led services; challenges and barriers; building and sustaining community-led services, and enabling community-led services to thrive. The roundtable identified the need to reduce the unnecessary barriers that small, local, user-led services often face in terms of regulations and in building up evidence to support commissioning and investment.

Emerging practice in outcome-based commissioning for social care: discussion paper

BOLTON John
2015

This paper is a progress report exploring the lessons learnt from a variety of approaches taken by councils to outcome-based commissioning in adult social care (sometimes called 'payment by results'). It considers some of the opportunities and risks that arise from taking this approach. The paper puts the emerging practice in social care in a context with other developments within the public sector; explores current practices in social care from a small number of councils and looks at the advantages and risks in taking this approach. It suggests that this approach could deliver better outcomes for people at a lower cost if the transaction costs can be limited. The paper draws on discussions with providers, commissioners and customers receiving services. The development of thinking in local authorities in recent times has shown a new emphasis on interventions that either prevent or reduce someone’s need for longer term care. This is supported by the evidence for the benefits from reablement for older people, the recovery model in mental health and the emerging progression model in learning disability services. Outcomes based commissioning is, in part, a natural evolution of the way in which commissioning might take place when a council is seeking improved outcomes for its customers as a result of the resources it purchases or deploys. The report argues that the overall expectation is that if a provider can produce outcomes for customers that may reduce their need for longer term care they should be rewarded. At the same time if fewer people need longer term care this will reduce the overall costs to the council. The benefits can then be shared between commissioners and providers of services.

MDT development: working toward an effective multidisciplinary/multiagency team

NHS ENGLAND
2015

One of three handbooks to support commissioners, GP practices and community health and care professionals in planning and providing personalised care for people living with long term conditions. The handbook brings together information about multi-disciplinary and integrated teams and looks at the types of teams that need to be in place to deliver integrated healthcare. It provides definitions of multi-disciplinary and multi-agency teams and also sets out a tool, the MDT Continuum, that describes different types of care team functioning. Four models or stages of multidisciplinary teams are presented, ranging from from unidisciplinary to transdisciplinary team working. Good practice examples representing each of the stages or models. The final section provide information to help integrated commissioning. Other handbooks published separately cover risk stratification and case finding and personalised care and support planning.

Commissioning for better outcomes: a route map

UNIVERSITY OF BIRMINGHAM. Health Services Management Centre
2014

Sets out standards for high quality commissioning to support a dynamic process of continuous improvement and, through self-assessment and peer review, to challenge commissioners and their partners, to strengthen and innovate to achieve improved outcomes for adults using social care, their carers, families and communities. There are 12 standards grouped into four domains, including person-centred and outcome-focused commissioning, inclusiveness, effective leadership and promotion of sustainable and diverse market place. They have been developed from a review of the available literature, the engagement of a wide range of stakeholders, the input from a project steering group coordinated by Think Local Act Personal, and an expert review of a final draft of the standards by local authorities and other key organisations. The prototype document will be piloted by a small number of local authorities and will shape and inform a new offer within the Local Government Association peer challenge programme which will become available in April 2015.

LGA Adult social care efficiency programme: the final report

LOCAL GOVERNMENT ASSOCIATION
2014

This is the concluding report from the LGA Adult Social Care Efficiency (ASCE) programme. The programme was launched in 2011 in response to the significant cuts to council budgets and their impact on adult social care. The aim of the programme is to support councils to develop transformational approaches to making the efficiency savings required to meet the challenge of reduced funding. The report shares innovative and transformational examples of how councils are bringing together businesses, public sector partners and communities to develop lower-cost solutions to support the most vulnerable in our society. In particular, it outlines some key lessons around developing a new contract with citizens and communities, managing demand, transformation, commissioning, procurement and contract management, and integration. It looks at efficiency approaches in practice, with specific reference to assessment, advice and information, delivering preventative services, avoiding admissions and reducing costs of residential care, reducing costs in domiciliary care and transforming learning disability services. In addition, it considers local approaches to developing effective internal management, reshaping the service and working with partners, customers and suppliers.

Results 11 - 20 of 33

#EXCLUDE#
Ask about support on integration, STPs and transformation
ENQUIRE
Related SCIE content
Related NICE content
What do you think about SCIE's work?
FEEDBACK
Related external content
Visit Social Care Online, the UK’s largest database of information and research on all aspects of social care and social work.
SEARCH NOW
Submit prevention service example
SUBMIT
#EXCLUDE#
#EXCLUDE#
#EXCLUDE#