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All research records related prevention examples and research

Results 151 - 160 of 334

Peer support for people with dementia resource pack: promoting peer support opportunities for people with dementia

HEALTH INNOVATION NETWORK SOUTH LONDON
2015

Bringing together examples of good practice and evidence-based guidance, the pack aims to help groups and organisations better support people with dementia in their communities. The pack was developed in partnership with leading dementia and older people charities, with contributions from Innovations in Dementia, The Alzheimer’s Society, AGE UK and Mental Health Foundation. The Health Innovation Network dementia team worked with people with dementia across south London to provide case studies and contribute to the films within the pack. The guide includes: information about what peer support is and how different types of groups can support people with dementia; why peer support can help people with dementia stay connected with their communities; guidance and resources to help people who want to run groups for or including people with dementia; and some ideas for how to tell if the group is doing well.

How do we develop a person-centred, community-centred workforce, to support people with long-term conditions?

COALITION FOR COLLABORATIVE CARE
2015

This discussion paper explores how to plan, develop and support an integrated workforce that routinely works in a person-centred, community-centred way. The paper focuses in four areas, looking at: mind-set challenges for person and community-centred care; the specific knowledge and skills that are needed; the importance of supportive working environments; and capacity, roles and workforce planning. The paper is intended to stimulate discussion. It briefly sets out some ideas on: the context and what we mean by person-centred, community-centred care; the workforce challenge; what is needed to create change at the local and national levels; and what action the C4CC partnership might take.

Quick guide: improving hospital discharge into the care sector

NHS ENGLAND, et al
2015

This quick guide provides ideas and practical tips to commissioners and providers on how to improve hospital discharge for people with care home places or packages of care at home. The guide identifies areas for improvement, setting out checklist actions for local health economies to consider and examples of practical solutions and links to resources. The areas identified are: culture of collaboration between care sector, NHS and social care; improving communication; clarity on information sharing and information governance; difficulties with achieving the ‘home before lunch’ ambition; assessments undertaken in hospital leading to ‘deconditioning’ and longer, unnecessary hospital stays; delays to discharge due to awaiting for assessment; capacity of community-based services; and patient experience and involvement.

Quick guide: technology in care homes

NHS ENGLAND, et al
2015

This quick guide highlights a number of case studies from around the country where technology is being used successfully to enhance the delivery of care to support independent living (telecare), to enhance the health and wellbeing information exchange between patients and professionals (telehealth) and to enhance the information exchange between professionals (telemedicine). It also includes information about secure email and collaboration. Drawing on the case studies, the guide sets out a series of top tips for developing and implementing successful technological initiatives.

Quick guide: better use of care at home

NHS ENGLAND, et al
2015

This quick guide provides case studies, ideas and practical tips to commissioners, health professionals and care providers on how to improve the relationships, processes and use of homecare and housing support to help people home from hospital. Care at home and housing support enables people to live independently and well in their preferred environment for longer, providing continuity and familiarity through frequent close contact. It plays an essential role in helping people return home, which should always be seen as the default option. The guide identifies common problems experienced and highlights good solutions which are already being implemented, that can be instigated quickly and effectively, focusing on three elements of a patient’s pathway: 1) planning for discharge home on arrival at hospital; 2) enabling people to go home with appropriate support; 3) and helping people to stay at home.

A shared life is a healthy life: how the Shared Lives model of care can improve health outcomes and support the NHS

SHARED LIVES PLUS
2015

Explains how Shared Lives schemes support people with health needs, making use of community based solutions which can be more cost effective than traditional institutional care. In Shared Lives, an adult (and sometimes a 16/17 year old) who needs support and/or accommodation moves in with or regularly visits an approved Shared Lives carer, after they have been matched for compatibility. Together they share family and community life. Half of the 12,000 UK citizens using Shared Lives are living with their carer as part of a supportive household; half visit their carer for day support or overnight breaks. Shared Lives is also used as a stepping stone for an individual to possibly become fully independent. The report demonstrates that this approach can provide care at lower cost; improves people’s health; reduces pressure on health services; and reduces inequalities in health service provision.

Building contingent capacity: shifting power in organisations to become more responsive to the people they serve

KAUR-STUBBS Sukhvinder
2015

This paper sets out research to understand and work within the emerging landscape in which organisations find that the people they serve acquire greater prominence among their multiple stakeholders and power gradients have to adjust accordingly. Respect for the dignity of people and how organisations respond to their needs, wishes, gifts and aspirations are becoming pivotal. Drawing on a survey and participation of 20 sector leaders at a roundtable hosted by the University of Birmingham and funded by the Barrow Cadbury Trust, the research proposes a framework for organisations to review and, if necessary, restate the priority given to people (commonly called users), develop practice that encourages reciprocity in the design and delivery of products and services, and establish processes that are pervious and accountable to people and their networks. At the core of the framework is the concept of contingent capacity. Contingent capacity is purposeful, distributive and empowers workers (staff and volunteers), to listen to and respect people and, inspire their participation. The approach comprises three stages, which include: Purpose and Power – against a backdrop of more assertive citizens and a changing socio-economic environment, reviewing how the organisation continues to respect the dignity of the people it serves and ensures they are able to contribute to decisions that affect them; Reciprocal Engagement – recalibrating practice and culture to give greater priority to people and encourage deep and iterative engagement; and Outcome Plus – ensuring processes optimise value, not just to the organisation but, also, to the people and the wider communities around them.

Community capital: the value of connected communities

PARSFIELD Matthew, et al
2015

The final report of the Connected Communities for Mental Wellbeing and Social Inclusion programme, which looked at how different interventions can contribute to the development of resilient, inclusive communities with higher wellbeing. This report examines how interventions affect relationships and attitudes, and how relationships and attitudes affect individuals' and communities' ability to develop social value. The programme involved a survey residents in seven ward-sized localities, an analysis of the data for insight into local social networks and wellbeing, and work with local people to develop projects to support social connections. Results found that community-led action and targeted interventions can strengthen local communities and lead to substantial benefits. It is argued that by investing in interventions which build and strengthen networks of social relationships, four kinds of social value or ‘dividend’ shared by people in the community will develop: wellbeing, citizenship, capacity, and an economic dividend through improved employability and health.

Putting older people first: our vision for the next five years. A whole system approach to meeting housing, health and wellbeing outcomes for our older populations in South West England

OXFORD BROOKES UNIVERSITY. Institute of Public Care
2015

This document by the South West Housing LIN leadership sets out a vision for a whole system approach to meeting housing, health and wellbeing outcomes for the older population in South West England over the next 5 years. It highlights: the aims and objectives of the group; specific issues facing the sector in the region; and examples of innovative practice and the group’s priorities over the next 5 years. These include: supporting initiatives which contribute to more integrated approaches to service design and delivery; promoting the development of new models of care based in and around the housing services, taking the opportunities these present to develop community based, local services and highlight the benefits of taking co-productive and inclusive approaches to service design; building an evidence base which shows how housing and housing related services contribute to the wider health and social care agenda, through prevention, as well as supporting the management of long term conditions; raising awareness around dementia, including how housing organisations can enable people living with dementia, and their carers, to live independently within the community; and raising awareness about the potential that technologies offer in supporting older people to live independently, and seeking to address the barriers to wider adoption.

Collaboration readiness: why it matters, how to build it, and where to start

KIPPIN Henry, BILLIALD Sarah
2015

Examines the role of cross-sector collaboration in ensuring the sustainability of public services, focusing on building readiness to deliver collaborative services to the public. The report introduces a Collaboration Readiness Index, bringing together lessons from work with local, national and international public service agencies that are trying to work differently with others to manage future demand and improve social outcomes on the ground. The index comprises six categories, designed to capture and measure the readiness and capacity of: collaborative citizens; collaborative systems; collaborative services; collaborative places; collaborative markets; and collaborative behaviours. This conceptual framework is supported through a more granular focus on 12 collaborative indicators, developed from a practice base and illustrated through case studies. The indicators are: readiness to engage; service user influence; collaborative outcomes; system risk and resilience; cross-sector delivery; demand management capability; place-based insight; civic and community collaboration; collaborative commissioning; provider-side innovation; cross-sector leadership; and behaviour change.

Results 151 - 160 of 334

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