At our third Stronger Together event, we brought together families and providers, along with some colleagues from NHS England to look at what makes a difference and what can we do now. It wasn’t about changes in legislation, it was about transforming the way we work and working with what we have.
Let’s be honest, legislation without true accountability is as useful as an ashtray on a motorcycle.
In our recent post, we talked about what the families and providers had to say about when relationships work between families, providers and commissioners. However, in order to be realistic, we also have to talk about when relationships don’t work.
When it didn’t go well.
- When staff and home is 300 miles away, transition is difficult.
- Hospital don’t like home staff being allowed in unit so no way for young person or family to get to work together before discharge.
- No communication with the other Borough’s teams
- Young person was seen as a diagnosis, not as an individual
- Family were seen as the problem
- Family did not get to share their vast knowledge or insight into what helps, works and doesn’t for their child or young person
- Autism seen as a mental health issue
- Not enough understanding of behaviour being a symptom
Source: Relationships between families, providers and commissioners  – Bringing Us Together
How can a focus on equality and human rights improve the quality of care in times of financial constraint?
We often see equality and human rights as a challenge, rarely as a solution.
Yet there is growing evidence that equality and human rights for people using services and staff needs to play a central role in improving the quality of care. We are finding that some of the best providers are doing this successfully – even in times of constraint.
Why pay attention to equality and human rights?
Source: Equally outstanding: Equality and human rights – good practice resource | Care Quality Commission
Original post from Local Government Association
The LGA is calling for more devolution to local areas, which can bring economic, political and social benefits to communities across the country. This publication was commissioned by the LGA to capture the thoughts of councillors, directors of public health, providers, commissioners, academics and other key opinion formers on the challenges and opportunities devolution could bring in terms of improving the public’s health.
Price For Non-Members: FREE
Price For Members: FREE
Reference Code: L15-123
– See more at: http://www.local.gov.uk/web/guest/publications/-/journal_content/56/10180/7327847/PUBLICATION?utm_source=The+King%27s+Fund+newsletters&utm_medium=email&utm_campaign=5713914_HWBB+2015-06-22&dm_i=21A8,3EGVU,JBZ5CO,C63R5,1#sthash.cNLOduNx.dpuf ………….’
Original post from The King’s Fund
‘………..From hospitals to health systems
A core part of the vision in the NHS five year forward view is a fundamentally different role for acute hospitals. Hospitals in England and elsewhere face significant challenges as a result of rising demand and the changing needs of the population, and they will not be able to meet these challenges by continuing to work alone. Instead, acute trust leaders need to embrace a system-wide perspective and work increasingly closely with primary care, community services, social care and others.
In some areas of the country this change is already well under way, with hospital leaders taking a shared responsibility for leadership of a local system. This report describes lessons from five case studies where acute hospitals are working collaboratively with local partners to build integrated models of care – three of these sites have since been chosen as vanguards by NHS England. The report assesses the achievements made so far, distils the lessons learnt for other local health economies, and makes recommendations for national policy-makers.
- The successes seen in the case study sites have only been achieved after several years of sustained effort, with a particular emphasis on building the necessary relationships and trust.
- Whole-system governance structures involving acute hospital providers and other local partners can support the development and rapid implementation of integrated models of care, drawing on resources and expertise from across the local health system.
- A major challenge identified was engaging primary care within these shared governance structures. In cases where progress had been made, acute hospital leaders had invested considerable time and energy in building relationships with general practice.
- There was some evidence that integration of acute and community services within a single organisation can facilitate the implementation of integrated care models, but many of the same benefits can also be achieved through successful partnership working.
- Hospital leaders in the study believed that integrated service models would help to manage growing demand within existing bed capacity, rather than achieving any significant reduction in bed numbers.
- Acute sector leaders should be encouraged and supported to take a leadership role in their local health systems, working with local partners to develop more integrated models of care, and taking greater responsibility for prevention and public health.
- Supporting actions at various levels are needed: including a regulatory model with greater emphasis on whole-system performance; a nuanced approach to competition that does not create barriers to constructive dialogue and partnership working between commissioners and providers; and more flexible contracting models for general practice.
- There is a need for realism regarding the pace of implementation of new models of care. Even in local health economies where integrated working is well advanced, the current situation is a long way from the vision described in the NHS five year forward view.
Print copy: £10.00 | Buy
No. of pages: 92
ISBN: 978 1 909029 47 7…………’