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Showing results for tags 'Integrated Care Provider (ICP)'.
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Content ArticleNHS England has launched this new policy and supporting assurance framework for integrated care boards and trusts to adopt and adapt, ensuring that any member of staff who has experienced inappropriate and/or harmful sexual behaviours at work is supported by their employer. It will help staff to: understand their rights and responsibilities recognise and report sexual misconduct at work get advice and support. An overview of the policy is also available. Alongside the policy is a new e-learning resource, designed to equip people working and learning in the NHS with the knowledge and skills to recognise and respond to sexual misconduct.
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Content ArticleIn this report, Patient Safety Learning considers the roles and responsibilities of Integrated Care Systems (ICSs) in relation to patient safety, and how this fits in with the wider patient safety landscape in England. This article contains a summary of the report, which can be read in full here or from downloading the attachment below. Action is needed to ensure that ICSs are not ‘patient safety free zones’, says Patient Safety Learning. A year on from ICSs being placed on a statutory footing, a new report, The elephant in the room: Patient Safety and Integrated Care Systems, argues that there needs to be a greater focus on the role that they play in patient safety. The report sets out what we mean by avoidable harm in healthcare, outlining the scale of this problem and the need for a transformation in approach to improving patient safety. It also looks at the landscape of different coordinating groups and organisations in England that have roles and responsibilities to improve patient safety and reduce avoidable harm. What is revealed is a complex and fragmented environment, lacking strong measures for cross-organisational thinking and coordination to address complex systemic threats to patient safety. Considering the creation and initial development of ICSs, the report highlights how there has been little mention of their role in, or impact on, patient safety. It illustrates that although patient safety has not been set as explicit priority for ICSs, the delivery of safe care runs implicitly through each of their main aims. It goes on to consider the potential role that ICSs can potentially play in helping to embed and improve patient safety. Recommendations Considering the steps that could be taken to address the current gap that exists between patient safety and ICSs, and the wider fragmentation of the patient safety landscape in which they operate within, the report makes the following recommendations: The Department of Health and Social Care and NHS England should consider introducing a fifth aim for ICSs making explicit their role in helping to improve patient safety and reduce avoidable harm. NHS England should update the NHS Patient Safety Strategy to account for ICSs being placed on a statutory footing in July 2022 and set out their roles and responsibilities in relation to this. The Department of Health and Social Care and NHS England should consider revising the remit of the National Patient Safety Committee to take on a greater role in coordinating and joining-up the existing patient safety landscape in England. The National Patient Safety Committee should regularly publish agendas, papers and the minutes of its meetings to help inform all bodies that may be impacted by this, such as ICSs and individual healthcare providers, and also patients and the wider public. Patient Safety Learning comment: Patient Safety Learning Chief Executive Helen Hughes said: “ICSs present a significant opportunity to drive improvements in patient safety in local health systems across the NHS. However, we think patient safety remains the ‘elephant in the room’ in the development of ICS roles and responsibilities. Currently there is not clear guidance or support to ensure that ICSs treat patient safety as a core purpose of healthcare. We believe they need to have specific aims for reducing avoidable harm and improving patient safety. There also needs to be clarity on where the patient safety role of ICSs fits into the wider healthcare system. The landscape of organisations with patient safety roles and responsibilities in England is fragmented and lacks coordination, often ill-suited to tackling complex systemic challenges to patient safety. We believe that the Department of Health and Social Care and NHS England need to consider how to better join-up this system, to promote cross-organisational working, coordination and ultimately reduce avoidable harm.”
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Content ArticleThe NHS in England’s annual budget is £161 billion. Yet across the sector there is huge cause for concern, including the still-growing backlog, workforce issues, the state of the estate and the relentless demand on primary care. In this blog, ex-NHS strategic health authority chief executive Mike Farrar and Health Policy Insight editor Andy Cowper look at how these issues can be tackled to provide an NHS that meets the needs of the population. They cover the following subjects: Politics, policy and prevention System working and pivoting to prevention - how to shift resources Building a compelling case for change Moving towards less top-down-ism Being clear about what an ICS is for Culture change and mindsets shifts Resourcing change
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Content ArticleThe Health and Social Care Committee carried out an inquiry to consider how Integrated Care Systems will deliver joined up health and care services to meet the needs of local populations. They have now published the report, together with formal minutes relating to the report.
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Content ArticleGood practice guidance for integrated care boards (commissioners and providers) produced by NHS England. This community rehabilitation and reablement model, published alongside the intermediate care framework, aims to ensure that the individual (and their families) is at the centre of discussions and that any transition points will be as seamless as possible.
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Content ArticleThe ICS Delivery Forum is a series of regional conferences hosted by Public Policy Projects. Each event convenes local ICS leadership, key health and care experts and other stakeholders including industry leaders. A series of panel discussions and case study presentations are given throughout the day. This document summarises the key insights from the Leeds ICS Delivery Forum event held in Leeds on 28 June 2023. The document placed these discussions into the broader context of health and care transformation, both at a local and national level. As such, wider sources and research are used to expand upon the key points.
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Content ArticleThe ICS Delivery Forum is a series of regional conferences hosted by Public Policy Projects. Each event convenes local ICS leadership, key health and care experts and other stakeholders including industry leaders. A series of panel discussions and case study presentations are given throughout the day. This document summarises key insights from the Manchester ICS Delivery Forum event held on 25 May 2023. The document places these discussions into the broader context of health and care transformation, both at a local and national level, so wider sources and research are used to expand upon the key points. It looks at the following aspects of integration in Manchester: Community engagement Working with VCSE organisations Governance
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Content ArticleThis engagement document is focused on the role of integrated care partnerships (ICPs) within statutory arrangements for integrated care systems (ICSs). It has been jointly developed by the Department of Health and Social Care, NHS England and NHS Improvement and the Local Government Association (LGA). This document focuses on the role of ICPs within systems. ICPs are a critical part of ICSs and the journey towards better health and care outcomes for the people they serve. The ICP will provide a forum for NHS leaders and local authorities to come together, as equal partners, with important stakeholders from across the system and community. Together, the ICP will generate an integrated care strategy to improve health and care outcomes and experiences for their populations, for which all partners will be accountable.
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News Article
ICB whistleblowing process ‘not fit for purpose’
Patient Safety Learning posted a news article in News
An integrated care board (ICB) has found its handling of whistleblowing “not fit for purpose”, after a complaint about safety incidents not being properly investigated. A report by North West London ICB, obtained by HSJ, states: “The whistleblowing policy is not fit for purpose and requires immediate updating. The [Freedom to Speak Up] Guardian has been left blank and the policy does not include key components of best practice.” It also found the “whistleblower should have been provided with a substantive response to their concerns within 28 days” but in fact waited 98 working days, “due to delays with starting the whistleblowing component of the grievance”. The ICB reviewed its processes after a complaint from a staff member who raised concerns early last year about “a lack of, or poor, response” to reported patient safety incidents in the system, which are meant to be routinely reviewed by ICBs “prior to closure”. Read full story (paywalled) Source: HSJ, 15 February 2024 -
EventuntilBreaking down the barriers between organisations is key to the successful development of integrated care systems (ICSs), and the underpinning digital transformation that their introduction demands. Digital transformation can become the foundation of partnership working across health, social care, local government, and wider partners – including those in the voluntary, community and social enterprise, and private sectors – as place-based approaches to delivering care develop. This session from The King's Fund will explore what is being done to create collaborative digital strategies at ICS level that enable practical and flexible ways of working between partners. It will discuss how best to harness and use the data the system already holds, and how partnerships can move beyond barriers around data sharing, co-ordination and workforce capacity. Register
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News ArticleProposals for primary care networks to evolve into more collaborative “integrated neighbourhood teams” to improve access to care have been broadly welcomed. A “stocktake” report commissioned by NHS England, published on 26 May, called for urgent same day appointments to be dealt with by “single, urgent care teams” for every neighbourhood with greater use of a range of health and social care professionals. The report, written by Claire Fuller, a general practitioner and chief executive of Surrey Heartlands Integrated Care System, undertaken by Dr Claire Fuller, Chief Executive-designate Surrey Heartlands Integrated Care System and GP on integrated primary care, looks at what is working well, why it’s working well and how we can accelerate the implementation of integrated primary care (incorporating the current 4 pillars of general practice, community pharmacy, dentistry and optometry) across systems. Doctors’ leaders welcomed many of the report’s recommendations but emphasised that they could only work if the government resourced primary care practices better and tackled workforce shortages. Read full story (paywalled) Source: BMJ, 27 May 2022
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Content Article
NHS oversight framework segmentation
Patient Safety Learning posted an article in NHS England
NHS England and NHS Improvement recently consulted on the new NHS system oversight framework (SOF) 2021/22, which introduced a new approach to provide focused assistance to organisations and systems. Following feedback from local leaders and others, the new NHS Oversight Framework is now being implemented. To provide an overview of the level and nature of support required across systems and target support capacity as effectively as possible, NHS England and NHS Improvement have allocated trusts and ICB’s to one of four segments. A segmentation decision indicates the scale and general nature of support needs, from no specific support needs (segment 1) to a requirement for mandated intensive support (segment 4). For ICBs and trusts in segments 1 and 2, overall support needs will be formally reviewed on a quarterly basis by the relevant regional team (in the case of individual organisations this will happen in partnership with the integrated care board). For trusts and ICBs in segment 3, NHS England and NHS Improvement regional teams will work collaboratively with them to undertake a diagnostic stocktake to identify the key drivers of the concerns that need to be resolved. Through this, we aim to better understand their support needs and agree improvement actions. Those in segment 4 enter the new Recovery Support Programme (RSP). The RSP replaces the previous financial and quality special measures programmes and will provide a collaborative, ICB-focused approach for supporting those trusts and ICBs with the toughest challenges. ICBs and trusts will get intensive support to use all their levers to address the often complex, historical problems they face, and embed lasting solutions. NHS System Oversight Framework 2021/22 NHS Oversight Metrics for 2021-22 NHS Oversight Framework Provider Segmentation List NHS Oversight Framework ICB Segmentation Recovery Support Programme -
News Article
Cutting hospital staff won’t help productivity, says ICB chief
Patient Safety Learning posted a news article in News
The leader of an integrated care board has dismissed a “narrative” that the NHS can become more productive by cutting hospital staff numbers. West Yorkshire Integrated Care Board CEO Rob Webster said a whole “system response” was required to improve productivity. Mr Webster made his comments at HSJ’s Patient Safety Congress in Manchester after being asked what his message was to organisations facing increasing demands to cut spending and staffing numbers safely. He said: “This narrative about ‘the NHS is not productive, there’s too many staff in hospitals, [and] therefore cut staff in hospitals, you’re more productive’, it’s not true.” After the session on Monday, he told HSJ: “Just cutting staff in hospitals will not in itself make us more productive. There needs to be a system response that improves flow and has a strong focus on safety and quality. “We also need a much more sophisticated plan for the future, with an eye on the medium term, where our hospitals are supported by all partners to be productive and where people themselves are much better supported in communities.” Read full story (paywalled) Source: HSJ, 17 September 2024 -
News ArticleNHS England — not integrated care boards — will be solely responsible for the performance management of trusts, the chief executive of NHSE has announced. In her speech at the NHS Providers’ annual conference today, Amanda Pritchard clarified the roles of NHSE, ICBs and providers — something many trust leaders had been asking for since the establishment of ICBs. A call for greater clarity in this area was also a recommendation of the Darzi review of NHS performance. Ms Pritchard also told the conference the financial position next year would be even “tighter” than this year, despite local NHS organisations setting unprecedented and often unrealistic savings targets in 2024-25. Explaining how the service would now be run, she said NHSE would carry out “planning, assurance and support”, as well as “intervening quickly, providing expertise, and using our regulatory levers where performance is not acceptable”. ICBs would focus “on strategic commissioning” and “creating the environment for more action on prevention and for the neighbourhood health model”. Providers would have responsibility for “delivery, quality and safety and on joining up pathways”. Read full story (paywalled) Source: HSJ, 12 November 2024
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Content ArticleMajor new reform of the NHS will not work until Government addresses multiple chronic issues in the service, says the Public Accounts Committee (PAC) in a new report. The case has not been made for what improvements Integrated Care Systems (ICSs) will bring to patients, and by when. ICSs are the latest attempt to bring NHS and local government services together to join up services and focus on prevention. But the Committee says the reforms will founder if the major systemic problems in the NHS are not addressed by Government at a national level: the elective care backlog has breached seven million cases for the first time; major workforce issues have hamstrung both the NHS and social care; constantly increasing demand; a crumbling NHS estate; and limits on funding. These challenges require national leadership but there is a worrying lack of oversight in the new system, and crucial national projects like the NHS Workforce Plan and capital funding strategy are repeatedly delayed – what the Committee calls 'paralysis by analysis'. The cost of overdue maintenance has reached £9 billion - £4.5 billion classed as high or significant risk - and there are questions about who gets to keep proceeds of any assets sold under ICSs. Not enough is being done to focus on preventing ill-health, and not enough joint working between government departments to tackle the causes of ill-health. The failure to ensure adequate NHS funded dental care risks creating more acute dental health problems. Read the full report (PDF) Read the report summary
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Content ArticleIntegrated care systems are now legally responsible for leading a localised approach that brings multiple aspects of the healthcare system closer together, and for working better with social care and other public services. However, this is not a new aspiration, so why should it be any different this time? The Nuffield Trust hosted a series of roundtables to discuss concerns with stakeholders and experts to try and understand how to ensure the aims are achieved. This report summarises these findings and offers ways forward as the new era gets underway. The workshops found five main risks to integration that appear to remain unresolved by current reforms. These are: Embedded culture and behaviours and inter-organisational power dynamics Organisational complexity, duplication, and overlapping focus Resource constraints Difficulties in defining, measuring and evaluating integration Integration fatigue. In response, this report offers some suggested approaches to mitigating those risks, which should be the focus of system leaders as partnerships take hold. These include: Ways of building integration into the day job Bringing clarity to the complexity of governance structures Better use of performance management, metrics and data Fostering culture change through greater mutual understanding Rebalancing capacity, including management capacity.
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Content ArticleThis guidance provides further clarity to guide the development of quality governance arrangements in integrated care systems (ICSs), particularly System Quality Groups (SQGs), which all ICSs must have. It sets out the National Quality Board’s requirements for quality governance in ICSs. Provides model terms of reference for SQGs and place-based meetings. Outlines suggested relationships with the integrated care boards (ICBs) and local authority assurance in relation to wider quality governance. Provides advice on administrating SQGs, including conflicts of interest. Sets out key principles for the approach to risk management within SQGs. This will be supplemented by further NHS England and NHS Improvement guidance on risk response and escalation, due in early 2022. See also the National Quality Board's Position Statement: Managing Risks and Improving Quality through Integrated Care Systems
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Content ArticleThis is the final report of the stocktake undertaken by Dr Claire Fuller, Chief Executive-designate Surrey Heartlands Integrated Care System and GP on integrated primary care, looking at what is working well, why it’s working well and how we can accelerate the implementation of integrated primary care (incorporating the current 4 pillars of general practice, community pharmacy, dentistry and optometry) across systems.
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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 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 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. The briefing cover the following topics: How are provider collaboratives being set up and resourced? What are provider collaboratives aiming to achieve? What are the opportunities of collaboration for different trust types? What are the key enablers for provider collaboratives? What are the emerging risks for boards to manage?
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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 ArticleThe NHS in England is about to be reorganised. In April 2022, government passed the Health and Care Act 2022 – the biggest legislative overhaul of the NHS in a decade. The centrepiece of the legislation are integrated care systems (ICSs) – area-based agencies responsible for planning local services to improve health and reduce inequalities. From July 2022, England will be formally divided into 42 ICSs, covering populations of around 500,000 to 3 million people. ICSs have existed informally since 2016, but – until now – lacked formal powers. ICSs face a mammoth task. Staffing shortages in the NHS are chronic, record numbers of people are waiting for routine hospital treatment, and health inequalities in England are wide and growing. But these challenges are not evenly distributed between ICSs – and some systems are better equipped to deal with them than others. Policymakers have allowed some flexibility in how local systems have been developed and organised, which means they vary widely in size, structure, and other characteristics. In this long read, The Health Foundation analyses publicly available data on some of the characteristics of ICSs and context in each area – including the organisational and policy context, health challenges, and capacity within the health care system to address them. It compares areas and discusses implications for policy.
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Content ArticleIntegrated care systems (ICSs) face a difficult task. The health of the population and the scope of some of the major concerns vary considerably across ICSs. As a result, authorities need to examine all aspects to ensure that ICSs run effectively, writes Phoebe Dunn in this HSJ article. A decade after Andrew Lansley’s deeply controversial reforms, the Health and Care Act 2022 passed in April without much fanfare. At the heart of the Act is the idea that collaboration between health and care agencies is the best way to improve services and population health. The centrepiece of the changes is 42 ICSs – area-based agencies covering populations of around 500,000 to 3 million, designed to fill the vacuum in the local leadership of the NHS left by previous reforms. The presence of an intermediate tier in the NHS is nothing new, and ICSs have existed in some form since 2016. But they have lacked any formal powers – until now. ICSs will assume their new role in the health system at a precarious moment: the NHS faces a growing backlog of unmet need, staffing gaps of more than 100,000, and declining public and political satisfaction. An added challenge is that money is in short supply, with rising inflation eating up a share of planned budgets and no new funding on the horizon.
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News ArticleNHS England has launched the first substantive consultation on changes to the NHS provider licence since 2013. Licences set out the requirements providers must meet and are the legal mechanism NHS England can use to take enforcement action. Having a licence has long been mandatory for foundation trusts and independent providers, and will become so for trusts. The intention is for the proposals to take effect from next year. Most of the changes to the licence regime have been made to bring it into line with this year’s Health and Care Act and accompanying policy changes. For example, trusts will be required to collaborate with other providers and work effectively as part of their integrated care system. This extends to trusts delivering agreed financial plans decided at a system level. The aim is to provide “mutual accountability” and ensure each provider does not use “more than their fair share of NHS resources”.' Read full story (paywalled) Source: HSJ, 28 October 2022
