The author highlights the role people management plays in successful integrated care by drawing on the experience of integration work at Greenwich Community Health Services - which covered integration in end of life care, long term conditions, intermediate care and reablement. The article discusses the factors that contributed to improved efficiency, and productivity and looks at the benefits of using joint health and social care performance measures and those focusing on patient related outcomes. The work at Greenwich won the engagement category at the 2011 HSJ Awards.
The author highlights the role people management plays in successful integrated care by drawing on the experience of integration work at Greenwich Community Health Services - which covered integration in end of life care, long term conditions, intermediate care and reablement. The article discusses the factors that contributed to improved efficiency, and productivity and looks at the benefits of using joint health and social care performance measures and those focusing on patient related outcomes. The work at Greenwich won the engagement category at the 2011 HSJ Awards.
Subject terms:
integrated services, older people, social care provision, staff management, community health care;
Care Services Improvement Partnership. Housing Learning and Improvement Network
Publication year:
2008
Pagination:
6p.
Place of publication:
London
This case study describes Barton Mews, a private development in partnership with a Primary Care Trust that provides extra care housing with a community hospital and GP practice. This approach of private engagement with extra care housing is currently relatively uncommon but is likely to become more prevalent as a way of meeting demand, particularly in the light of the projected increase in home ownership among older people. The case study outlines the facilities and highlights key learning points.
This case study describes Barton Mews, a private development in partnership with a Primary Care Trust that provides extra care housing with a community hospital and GP practice. This approach of private engagement with extra care housing is currently relatively uncommon but is likely to become more prevalent as a way of meeting demand, particularly in the light of the projected increase in home ownership among older people. The case study outlines the facilities and highlights key learning points.
Subject terms:
older people, private sector, primary care, primary care trusts, case studies, community health care, extra care housing;
A unique multi-agency teams has set up a service that reduces pressure on hospital beds by allowing older people to receive medical treatment in their own home. This article at the Welsh initiative operated by Torfaen Intermediate Care Services.
A unique multi-agency teams has set up a service that reduces pressure on hospital beds by allowing older people to receive medical treatment in their own home. This article at the Welsh initiative operated by Torfaen Intermediate Care Services.
Subject terms:
intermediate care, intervention, medical treatment, multidisciplinary services, older people, community health care;
South Warwickshire Foundation Trust has transformed its acute and community services to meet the needs of older people. A review of evidence about interventions to improve productivity and outcomes in older people's health and care led the Trust to focus on four main principles: get in early; invest in alternatives to acute hospital care; provide acute care by old age specialists; and discharge to assess. The principles have been put into practice in a number of linked projects. These include: using a single assessment instrument. EASY-Care, to be used by the health, social care and the third sector; close partnership working with adult social care and primary care services to provide alternatives to hospital care; and expansion of old-age specialist care teams.
South Warwickshire Foundation Trust has transformed its acute and community services to meet the needs of older people. A review of evidence about interventions to improve productivity and outcomes in older people's health and care led the Trust to focus on four main principles: get in early; invest in alternatives to acute hospital care; provide acute care by old age specialists; and discharge to assess. The principles have been put into practice in a number of linked projects. These include: using a single assessment instrument. EASY-Care, to be used by the health, social care and the third sector; close partnership working with adult social care and primary care services to provide alternatives to hospital care; and expansion of old-age specialist care teams.
Subject terms:
integrated services, joint working, older people, hospital discharge, adult social care, assessment, case studies, community health care, early intervention, health care;
Eldercare is an innovative model of delivering primary care services for housebound and vulnerable patients, most of whom are over 65. The service provides specialist GP services patients where they live (either at home or in residential care), and helps to reduce health inequalities and delivering greater choice in services. By improving access to primary care services Eldercare has reduced hospital admissions by 40 percent and reduced length of stay by 80 per cent overall. This has resulted in both improved levels of care and cost savings. The service is owned and run by three local Liverpool University training practices.
Eldercare is an innovative model of delivering primary care services for housebound and vulnerable patients, most of whom are over 65. The service provides specialist GP services patients where they live (either at home or in residential care), and helps to reduce health inequalities and delivering greater choice in services. By improving access to primary care services Eldercare has reduced hospital admissions by 40 percent and reduced length of stay by 80 per cent overall. This has resulted in both improved levels of care and cost savings. The service is owned and run by three local Liverpool University training practices.
Subject terms:
older people, patients, palliative care, primary care, access to services, community health care, general practitioners, health care;
The Excellence Network is Community Care's new honours programme which recognises innovative practice. This article profiles six teams that judges felt demonstrated excellence in partnership working. The teams are: The Bridge Substance Misuse Service in Birmingham; Gateway in Poole, which aims to bridge the gap between social and mental health services; East Cambridgeshire Children's Team; Aberdeenshire Autism Service; the Reprovisioning Project Team in Melrose, Scotland which developed a new community based service to meet the needs of former nursing home residents with physical and complex disabilities; and the Meadows Centre for Excellence which joins social care rehabilitation, primary care trust intermediate care and voluntary sector services to provide seamless support for people over 50 in Stoke on Trent.
The Excellence Network is Community Care's new honours programme which recognises innovative practice. This article profiles six teams that judges felt demonstrated excellence in partnership working. The teams are: The Bridge Substance Misuse Service in Birmingham; Gateway in Poole, which aims to bridge the gap between social and mental health services; East Cambridgeshire Children's Team; Aberdeenshire Autism Service; the Reprovisioning Project Team in Melrose, Scotland which developed a new community based service to meet the needs of former nursing home residents with physical and complex disabilities; and the Meadows Centre for Excellence which joins social care rehabilitation, primary care trust intermediate care and voluntary sector services to provide seamless support for people over 50 in Stoke on Trent.
Subject terms:
joint working, mental health services, older people, primary care, social care provision, substance misuse, autism, community health care;
Case study reporting on an innovative service partnership in North Tyneside, between housing, health and adult social care, for the delivery of a preventative and enabling sheltered housing service. The case study outlines the process for redesigning the sheltered housing service, provides a description of the service delivery model, and details selected outcomes achieved during the pilot implementation. Areas of the sheltered housing service identified for redevelopment were: prevention, reablement and early intervention; services to support and promote the well-being of tenants (social, community and leisure activities); and workforce development. The service delivery model provides aimed to support for all aspects of a rich and satisfying life, from nurturing and/or maintaining social engagement and activities, to promoting good physical health, or supporting people to manage their chronic conditions and disabilities. Evidence suggests that this new model promotes prevention and brings services to older tenants. As well as being cost effective in monetary terms, tenants also indicate that it improves their quality of life.
(Edited publisher abstract)
Case study reporting on an innovative service partnership in North Tyneside, between housing, health and adult social care, for the delivery of a preventative and enabling sheltered housing service. The case study outlines the process for redesigning the sheltered housing service, provides a description of the service delivery model, and details selected outcomes achieved during the pilot implementation. Areas of the sheltered housing service identified for redevelopment were: prevention, reablement and early intervention; services to support and promote the well-being of tenants (social, community and leisure activities); and workforce development. The service delivery model provides aimed to support for all aspects of a rich and satisfying life, from nurturing and/or maintaining social engagement and activities, to promoting good physical health, or supporting people to manage their chronic conditions and disabilities. Evidence suggests that this new model promotes prevention and brings services to older tenants. As well as being cost effective in monetary terms, tenants also indicate that it improves their quality of life.
(Edited publisher abstract)
Subject terms:
sheltered housing, models, quality of life, prevention, reablement, early intervention, joint working, community health care, housing departments, older people, integrated services;
Journal of Integrated Care, 18(5), October 2010, pp.4-14.
Publisher:
Emerald
Nine councils in the Innovation Forum for high performing local authorities voluntarily set a target of reducing unscheduled hospital bed days for people aged over 75 years by 20% over the 3 years to 2006/07. The aim was to reduce their hospital stays so that they could retain their independence and experience a better quality of life. The prospectus for the project ‘improving the future for older people’ (IFOP) was drawn up by Kent County Council and the Department of Health with inputs from other participating councils. It adopted a whole-systems perspective on needs and outcomes. The councils were required to use their commissioning expertise and their local networks to promote community health and well-being, to maintain independent living and to improve care and treatment services. Each council and its partners initiated the service developments they judged necessary to achieve the headline target. Progress was assessed for the group as a whole. Five types of project accounted for more than half the total: expansion of intermediate care services; case management of chronic conditions; falls prevention; improving care pathways from hospital to community; and supporting care homes with health staff. The headline target was exceeded by all the councils and their partners. The authors comment that this success supports the new NHS White Paper’s proposed transfer of functions and responsibilities from Primary Care Trusts (PCTs) to councils. It suggests that councils can successfully adopt, in appropriate circumstances, the lead responsibility for ensuring strategic coordination of place-based commissioning in health and well-being.
Nine councils in the Innovation Forum for high performing local authorities voluntarily set a target of reducing unscheduled hospital bed days for people aged over 75 years by 20% over the 3 years to 2006/07. The aim was to reduce their hospital stays so that they could retain their independence and experience a better quality of life. The prospectus for the project ‘improving the future for older people’ (IFOP) was drawn up by Kent County Council and the Department of Health with inputs from other participating councils. It adopted a whole-systems perspective on needs and outcomes. The councils were required to use their commissioning expertise and their local networks to promote community health and well-being, to maintain independent living and to improve care and treatment services. Each council and its partners initiated the service developments they judged necessary to achieve the headline target. Progress was assessed for the group as a whole. Five types of project accounted for more than half the total: expansion of intermediate care services; case management of chronic conditions; falls prevention; improving care pathways from hospital to community; and supporting care homes with health staff. The headline target was exceeded by all the councils and their partners. The authors comment that this success supports the new NHS White Paper’s proposed transfer of functions and responsibilities from Primary Care Trusts (PCTs) to councils. It suggests that councils can successfully adopt, in appropriate circumstances, the lead responsibility for ensuring strategic coordination of place-based commissioning in health and well-being.
Subject terms:
hospitals, integrated services, joint commissioning, local authorities, older people, hospital admission, social care provision, care pathways, community health care, emergency health services, place-based approach;