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Showing results for tags 'Integrated Care System (ICS)'.
Found 179 results
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Content ArticleThis animation by The King's Fund explains the changes that are happening to the way the NHS in England is organised and run. It outlines the key organisations that make up the NHS and how they can collaborate to deliver joined-up care. It describes the impact of the Health and Care Act 2022 and talks about how Integrated Care Systems foster collaboration between healthcare and other local services to improve people's experience and health outcomes.
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Content ArticleIntegrated care systems (ICSs) will gain their full statutory footing in July 2021, after years of development. This blog by The King's Fund aims to explain how ICSs will function and includes a diagram showing the main features and interactions within an ICS. It outlines the roles of the integrated care board (ICB) and integrated care partnership (ICP) in each ICS, and describes the different partnership and delivery structures.
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Content ArticleThe formation of Integrated Care Systems (ICS) as part of the Government’s plan to integrate health and social care ought to be an opportunity for a once-in-a-generation improvement in the quality of social care provision. For too long the social care sector has been in crisis due to increasing demands on the system which have not been met with enough funding or a sensible organisational structure. Integration, if done properly, would alleviate many of the current problems and result in a better care experience for those who need care. However if integration is mishandled the Government will miss this unique opportunity and the crisis will continue, and indeed probably become more acute.
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Content ArticleSpecialised services typically care for small numbers of patients with rare or complex conditions. They are commonly overlooked in debates around the future of the NHS. This is despite costs growing by over 50% in eight years, and now exceeding £20bn per year. The spotlight is returning, with proposals from NHS England to change how these services are planned, with power and responsibility being devolved down to new Integrated Care Boards – sub-regional structures across England. This report sets out a series of recommendations which Policy Exchange believe should underpin these reforms, including refinement of the services into more logical groupings, an expanded role for patient and carer input into service design, and stronger ministerial and financial oversight to ensure the sustainability of service delivery for the longer term.
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Content ArticlePresentation from Professor Mark Brinell, Vice Chair and Global Healthcare Expert at KMPG, on lessons we can learn from integrated care systems across the globe.
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Content ArticleThis paper summarises how core NHSEI quality functions are expected to be delivered through Integrated Care Systems from April 2022. The functions covered are not exhaustive and the work is ongoing. This paper is a working draft which represents the current position, based on workshops and engagement with national policy teams, regional teams and systems.
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Content ArticlePEOPLE FIRST is a CQC resource to help system leaders and service providers.
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Content ArticleTo improve their diagnosis and management skills, doctors need consistent, timely and accurate feedback, as it helps them become better calibrated, leading to more appropriate clinical decisions. Despite its benefits, clinicians do not consistently receive information on the subsequent clinical outcomes of patients they have diagnosed and treated, known as patient outcome feedback. This paper discusses challenges faced in developing systems for effective patient outcome feedback. The authors propose applying a sociotechnical approach using health IT to support these systems. The concepts they discuss are applicable not only to fragmented systems of care, but also to integrated health systems that plan to harness the benefits of integration for providing effective clinician feedback.
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Content ArticleThe Health and Care Act 2022 placed Integrated Care Systems (ICSs) on a statutory footing in July 2022, and trusts will play a critical role in delivering the key purposes of ICSs in order to benefit patients and service users. This briefing from NHS Providers: provides a brief overview of how provider collaboratives are developing across England. illustrates some of the emerging benefits that collaboratives are working to realise. explores how trust leaders see the role of provider collaboratives developing within ICSs. identifies some key enablers and risks trust boards need to consider.
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Content ArticleThis document from the Department of Health and Social Care (DHSC) contains guidance for integrated care partnerships on the preparation of integrated care strategies. It contains an introduction, two sections of statutory guidance on the preparation of the integrated care strategy including involvement and content, and a section of non-statutory guidance relating to the publication and review of the integrated care strategy. It also includes case studies that demonstrate some of the innovative approaches taking place throughout England.
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Content ArticleThe establishment of 42 integrated care systems ushers in an unprecedented opportunity to deliver wide ranging improvements in population health and care as well as wider system performance. If that potential is to be realised, digital and analytics will need to play a central role. How can ICS leaders grasp this opportunity?
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Content ArticleIn this blog, Chris Day, Director of Engagement at the Care Quality Commission (CQC) sets out more detail on the CQC’s role in the assessment of Integrated Care Systems (ICSs). He highlights the importance of developing regulation that earns the trust of both people using services and those working in them. He outlines how the CQC will use its new responsibilities under the Health and Care Act 2022 to assess the extent to which each ICS understands the needs of its local population and whether it is working effectively in collaboration, with valued input from all health and care partners.
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Content ArticleThis guidance is for Integrated Care Boards, NHS trusts, foundation trusts and NHS England. It supports effectively partnership working with people and communities to improve services and meet the public involvement legal duties.
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Content ArticleThe bold ambitions of integrated care systems (ICSs) to improve population health and tackle health inequalities, coupled with greater integration of health and care services, should definitely be a golden opportunity to do things differently and better. However, if ICSs want to prove that this is indeed a new era, they will need to act quickly to involve groups experiencing marginalisation and discrimination, including disabled people. Fazilet Hadi, Head of Policy at Disability Rights UK, considers how disabled people’s organisations can harness their power and expertise to improve how health and care services work with disabled people.
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Content ArticleThis article in the HSJ explores the challenges in implementing the Patient Safety Incident Response Framework (PSIRF) and looks at how it will help achieve effective learning and improvement. Liz Hackett, health advisory partner at Hempsons law firm, addresses the following questions: Who does PSIRF apply to? How does PSIRF help achieve effective learning and improvement? What is required? Involving patient safety and addressing inequalities The challenge
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Content ArticleThe aim of integrated care is to improve people’s outcomes and experiences of care by bringing services together around people and communities. This means addressing the fragmentation of services and lack of co-ordination that people often experience by providing person-centred, joined-up care. This practical guide aims to provide partners working in integrated care systems (ICSs) with ideas on how they can ensure they identify and meet the needs of the people they serve.
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Content ArticleIntegrated care systems (ICSs) are partnerships of health and care organisations that come together to plan and deliver joined up services and to improve the health of people who live and work in their area. This guidance outlines how partners in an ICS should agree how to listen consistently to, and collectively act on, the experience and aspirations of local people and communities.
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Content ArticleCompassionate leaders place quality of care at the heart of what they do, and respect and empower people drawing on and delivering care to achieve this together. This article sets out NHS England's vision for developing compassionate, inclusive leadership, highlighting that it results in better outcomes for everyone. It sets out the following four priorities: The NHS Leadership Academy will soon be publishing new NHS Leadership Competency Frameworks for system leaders. We support these frameworks and ask each of our professional bodies, colleges and employers to review their own systems to ensure that our leaders have the skills to lead compassionately today, with curiosity to transform our services for tomorrow. We commit to supporting compassionate, inclusive leadership and doing what we can to create the conditions for it, including addressing issues that stand in the way such as bureaucracy and misaligned policy. This leadership is crucial to developing and maintaining an open and transparent culture committed to learning and continuous improvement, that is responsive and accountable to the public. We will go further to open up the recruitment pool for future leaders and will support the recruitment and development of a diverse talent pipeline with the right skills, behaviours and values to be our leaders of today and tomorrow. We will support those leading ICSs to develop a new kind of system leadership, which inspires collaboration, diversity of thought and experience, and always puts the well-being of people drawing on and delivering services first. ICS implementation guidance on effective clinical and care professional leadership can now be found here. We will lead by example and ensure that our people have the tools to support compassionate behaviours. This will require a continuous approach to lifetime learning and a growth mindset, based on an agile and evolving way of seeing the world.
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Content ArticleIn this position statement, the National Quality Board (NQB) outlines: Key requirements for quality oversight in Integrated Care Systems (ICSs) The role of System Quality Groups (formally Quality Surveillance Groups) NQB work to support quality oversight in ICSs
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Content ArticleThis article by the consultancy firm Carnall Farrar looks at the opportunity the newly established Integrated Care Systems (ICSs) have to improve health outcomes, tackle inequalities, enhance productivity and support broader social and economic development. The relationship between deprivation and health outcomes is well known and evidenced, and by working collaboratively, the NHS, local authorities and Voluntary, Community and Social Enterprise (VCSE) organisations can address the wider determinants of health outcomes, starting with the impact of deprivation.
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Content ArticleThis guidance from NHS England aims to support Integrated Care System (ICS) leaders as they develop their approach to quality management, providing clarity on how quality concerns and risks should be managed through systems. It provides an overarching approach to quality risk response and escalation, including guidance on routine, enhanced and intensive quality assurance and improvement activity.
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Content ArticleIn 2021. the National Quality Board (NQB) refreshed its Shared commitment to quality, which describes what quality is and how it can be delivered in integrated care systems (ICSs). It reflects the ambition set out by the NQB in 2015: "We want improving people’s experiences to be as important as improving clinical outcomes and safety." This document provides an overarching context for work on improving experience of care as a principal and integral part of delivering safe and effective care. It sets out a shared understanding of experience and what the best possible experience of care looks like, and outlines key components for delivering the best possible experience of care: Co-production as default for improvement Using insight and feedback Improving experience of care at the core priority work programmes The NQB was set up in 2009 to promote the importance of quality across health and care on behalf of NHS England and Improvement, NHS Digital, the Care Quality Commission, the Office of Health Promotion and Disparities, the National Institute for Health and Care Excellence, Health Education England, the Department of Health and Social Care and Healthwatch England.
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Content ArticleAccess useful case studies as well as the NHS Confederation's latest reports, blogs, podcasts and the ICS Communications Toolkit.
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Content ArticleThe Healthcare Safety Investigation Branch's (HSIB's) local investigation pilot aimed to evaluate the organisation's ability to carry out effective locality-based patient safety investigations with actions aimed at specific NHS organisations, while still identifying and sharing relevant national learning. It differs from HSIB's usual national investigations, which make safety recommendations to organisations that can make changes at a national level across the NHS in England. The pilot published three investigations focused on cross boundary and multi-agency safety events: Investigation 1: incorrect patient identification Investigation 2: incorrect patient details on handover Investigation 3: transfer of a patient with a stroke to emergency care The report summarises how the HSIB local investigation pilot was undertaken, and shares findings applicable to local healthcare systems including healthcare organisations and Integrated Care Systems.
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Content ArticlePolicymakers are increasingly emphasising the role of health services in addressing social and economic factors that shape health, but guidance on how this should be done in practice is limited. This long read from The Health Foundation outlines a framework to understand potential approaches for NHS organisations to address social factors that shape health, focusing on local and regional action. It describes four categories of potential approaches, from more narrow interventions focused on improving care for individual patients, to broader partnerships to improve health of populations.
