Results for 'decision making'
Results 1 - 5 of 5
Commissioning is now a key task for health and social care. While commissioning was important under New Labour, it seems set to be even more fundamental now as commissioners have to make decisions about future services in an era of austerity. This book explores what commissioning is, where it has come from, and where it might be going. It comprises a compilation of separate papers from a wide range of experts from fields including health care, social care, and local government. The book starts with an overview of policy and the history of commissioning. The next group of chapters takes the reader through key stages of the commissioning cycle, considering issues such as decision making and priority setting, procurement and market management, commissioning for service resilience, and commissioning for quality and outcomes. The final 4 chapters pick up on cross-cutting themes, such as the economics of commissioning, user involvement, joint commissioning and commissioning in an era of personalisation. The book is likely to be of interest to everyone involved in the planning and delivery of health and social care including social policy students, health and social care practitioners, managers and policy makers.
MILLER Robin, et al
English adult social care commissioners are expected to make ‘evidence based’ decisions on how best to invest public sector funding. This study explores the types of evidence that commissioners use in relation to prevention services for older people and the other factors that influence their investment decisions. A study of local authority Directors of Adult Social Services (DASSs) was used to identify three local prevention interventions. Semi-structured interviews with leads for these interventions explored the evidence and other factors that influenced the investment process. Commissioners drew on a variety of published evidence, in particular that deriving from central government and its regional representative bodies, and third sector organizations with specialist knowledge. Local evidence was also generated through the undertaking of pilots and gathering of performance data. Alongside these ‘rational’ decision-making processes were strong political, personal, and relational dimensions related primarily to the influence of elected members and the hierarchical power of DASSs. Capturing experiential evidence and knowledge of service users and frontline practitioners, being clear about expected impacts and monitoring accordingly, and using recognized evaluation tools would provide further local evidence and enable better comparison and sharing across local authorities.
SOCIAL CARE INSTITUTE FOR EXCELLENCE, NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE
This quick guide will help care home and home care managers to ensure that decisions about giving medicines covertly are made in the person’s best interests. It covers: capacity and consent; making a decision to give medicines covertly; urgent decisions; and involving others. It has been co-produced by NICE and SCIE and is based on NICE’s guidelines and quality standards.
BROWN Helen, ADBALLAH Saamah, TOWNSELY Ruth
This report presents a new Local Wellbeing Indicator set for local authorities, public health leaders and Health and Wellbeing boards to help local decision-makers better understand the wellbeing of their local populations, and how they can act to improve it. The set is the product of a six-month scoping project co-commissioned by the Office for National Statistics (ON) and Public Health England (PHE), in collaboration with the What Works Centre for Wellbeing and Happy City. The report outlines the rationale for the selection of indicators, details the methodology used, and presents the indicators. The final framework consists of an ‘ideal’ set and a ‘currently available’ set of Local Wellbeing indicators, recognising that some of the indicators proposed in the ideal set are not yet available at the local authority level. The ‘ideal’ set is based on a core of 26 indicators of individual wellbeing and its determinants. The ‘currently available’ set contains 23 indicators. Both the ‘ideal’ and ‘currently available’ sets are built around seven domains: personal wellbeing, economy, education and childhood, equality, health, place and social relationships. The report also includes recommendations for additional ‘deeper dive’ support indicators that provide more detailed insight in specific areas and contexts. The indicators aim to meet the need for a practical local translation of the Measuring National Wellbeing programme Office, introduced by the Office for National Statistics (ONS) in 2011.
WYE Lesley, et al
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.
Results 1 - 5 of 5