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Making devolution deals work
- Authors:
- RANDALL Joe, CASEBOURNE Jo
- Publisher:
- Institute for Government
- Publication year:
- 2016
- Pagination:
- 26
- Place of publication:
- London
Looks at the current devolution deals process in England – discussing its history and analysing the opportunities and challenges that it presents for achieving more effective government. The report sets out the challenges and highlights the three opportunities that form the basis of most arguments in favour of the devolution process: boosting economic growth and productivity; joining up and reforming public services, including employment, health, skills, education, transport and social care; and increasing innovation and experimentation in public services. The document then presents a practical tool – developed from a recent project which looked closely at devolution in one particular policy area – which aims to help guide decision makers across different policy areas as well to consider what, and how, to devolve. The guide comprises four sections: setting up a devolution deal-making process; assessing local area readiness for devolution; assessing central government readiness for devolution; and ‘sense checking’ and understanding the implications for the system that result from the devolution proposals. (Edited publisher abstract)
Still a fine mess? Local government and the NHS 1962 to 2012
- Author:
- WISTOW Gerald
- Journal article citation:
- Journal of Integrated Care, 20(2), 2012, pp.101-114.
- Publisher:
- Emerald
This article examines initiatives taken to promote integration between local government and the NHS, aiming to understand why they have achieved consistently disappointing results. Based on an historical overview drawn from official documents and empirical research from the time of the creation of the NHS in 1948, it focuses on the principles shaping the reorganisations of 1974. The author suggests that the fundamental sources of integration barriers today lie in the foundational principles of basing their responsibilities on the skills of providers rather than the needs of service users and their organisational forms on separation rather than interdependence. In conclusion, a thorough analysis should be conducted of whether a free-standing national organisation still provides the most appropriate structure for delivering health services in light of changing needs, care models, and resources.
Get in on the Act: the Care Act 2014
- Author:
- LOCAL GOVERNMENT ASSOCIATION
- Publisher:
- Local Government Association
- Publication year:
- 2014
- Pagination:
- 12
- Place of publication:
- London
This document sets out a brief analysis of the key features of the Care Act 2014 and provides an account of the role played by the Local Government Association in influencing the legislation. (Edited publisher abstract)
Advancing the transformation of local services in Staffordshire
- Authors:
- ELLIS Matthew, CURRY Kim, WATSON Jenny
- Journal article citation:
- Journal of Integrated Care, 21(1), 2013, pp.34-41.
- Publisher:
- Emerald
This article describes the work between statutory sector partners in Staffordshire to establish a transformational health and well being board and its approach to resource allocation. It outlines the principles and process of achieving a shared ambition for Staffordshire, and the practical and strategic considerations of taking a broader and more ambitious approach than current guidance recommends. The article suggests that supporting individual organisations to achieve their statutory requirements within the context of the shared vision, and using customer insight intelligently to influence the decision-making process, are critical to success. The challenge of moving resources in times of financial hardship and organisational flux should not be underestimated. The process of moving resources into prevention and early intervention cannot be done in a “one size fits all” way and has to be considered as part of a differentiated approach. In addition, organisations must be willing to cede influence and resources to support the vision, thus challenging culture and traditional organisational boundaries and structures.
The care trust pilgrims
- Authors:
- MILLER Robin, DICKINSON Helen, GLASBY Jon
- Journal article citation:
- Journal of Integrated Care, 19(4), 2011, pp.14-21.
- Publisher:
- Emerald
Using the analogy of the pilgrim fathers and their journey into new territory based on hope, this article reflects on the development and work of English care trusts, the first of which were launched in 2002. The introduction of care trusts was designed to improve partnership working between health and social care by integrating health and social care into a single organisation. Current care trust chief executives were invited to participate in semi-structured interviews exploring their experiences, and the article brings together themes from the interviews with findings from literature and policy review. It summarises the background to care trusts and lists pilots and trusts. It discusses the strengths and weaknesses of the care trust model and looks at future directions in the light of the restructuring of the health care system in England.
Different models of health and social care in Devon - observations and implications for commissioners and providers
- Authors:
- PEARSON Virginia, CHANT Simon
- Journal article citation:
- Journal of Integrated Care, 19(4), 2011, pp.22-26.
- Publisher:
- Emerald
Organisation of health and social care in Devon (including the primary care trusts of Devon, Torbay and Plymouth) has developed over the last few years with different approaches and organisational structures. This paper describes a study in which routine information was analysed to explore what was known about the different organisational models of health and social care in Devon and the impact of integration on health and social care systems. It presents data on average emergency length of stay, 28-day emergency readmissions following initial non-elective admission, and percentage of patients fit to leave current care setting by registered primary care trust. The authors report that the analysis of routine data, local audit information and local case studies of a qualitative nature indicated that more highly integrated models of care have demonstrable benefits for users and for local health and social care economies. They discuss the importance of understanding the evidence base for different organisational models.
A problem shared
- Author:
- CLAYTON Chris
- Journal article citation:
- Health Service Journal, 19.1.12, 2012, pp.26-27.
- Publisher:
- Emap Healthcare
Government health reforms call for councils to manage public health in their communities. Areas across the UK have been looking at ways to integrate health and social care commissioning and manage the transition of public health into local government. The benefits gained from an approach adopted in Blackburn with Darwen are outlined. Through links with local authorities they have been able to invest in local authority housig support and tackle the issues of poor housing; the Get Our Active Lifestyles Started (GOALS) weight management programme lets families manage their weight together.
Integration this time?: liberating the NHS and the role of local government
- Author:
- WISTOW Gerald
- Publisher:
- Local Government Association
- Publication year:
- 2011
- Pagination:
- 24p., bibliog.
- Place of publication:
- London
Drawing on a historical overview of the arrangements and experiences of joint working between local government and the NHS since the foundation of the NHS in 1948, this discussion paper asks whether government policy for new arrangements for integration set out in the Health and Social Care Bill 2011 will be more successful than previous ones. The overview generates ten ‘principles of integration’ which are then used as a framework for analysing the relevant provisions of the government’s current proposals. The results demonstrate a relatively good fit between the principles and proposals. The risks to the successful application of the emerging framework which arise from the implementation of the wider arrangements for commissioning and accountability in the NHS are then discussed.
History and hindrance: the impact of change and churn on integrating health and social care
- Author:
- JONES Ray
- Journal article citation:
- Research Policy and Planning, 28(3), 2011, pp.199-206.
- Publisher:
- Social Services Research Group
Over the last 40 years progressive UK governments have sought to close the divide between health and social care services. This divide has existed since the 1940s when the welfare state was first being developed. Since the 1970s, various mechanisms have been introduced to get these services working better together. Since the late 1990s, there have been moves to integrate the services organisationally, but in 2010, this still remains a largely unachieved ambition for all political parties. This article suggests that existing government-demanded NHS and local government reorganisations have been major hurdles to this integration. They have disrupted local commitment to bring health and social care services together. The author concludes that centrally-imposed organisational change have undermined local health and social care integration, and this failing must be addressed.
Integrated multi-agency teams: framework for evaluation toolkit
- Author:
- IMPROVEMENT AND DEVELOPMENT AGENCY
- Publisher:
- Improvement and Development Agency
- Publication year:
- 2009
- Pagination:
- 51p.
- Place of publication:
- London
This toolkit has been designed to help multi-agency teams to evaluate their progress and to assist them in planning for the next stage. The toolkit is organised in a series of components which have been designed to enable individual teams to adapt the toolkit to meet their individual needs and circumstances. The five components are: team audit; senior managers’ and/or leadership audit; key indicators; service users’ views; case study evaluation. The key issue when using all or part of the toolkit is that it should prompt and inform action by the team when completed. Assessment should not be an end in itself - no matter how good the findings there is always something that can be done better.