It will take some convincing to persuade people that establishing comprehensive contracts for monopoly provision of healthcare over 10-15 years and contemplating handing these to the private sector is a wise policy. Several areas of England have been working to put in place the new care models outlined in the Forward View, and every part of the country has developed sustainability and transformation plans (STPs) describing how they will implement the Forward View locally. Integrated care partnerships (ICPs) are alliances of NHS providers that work together to deliver care by agreeing to collaborate rather than compete. Latest publications from The King's Fund. Response to NHS England and NHS Improvement on proposed changes to integrated care systems, Read our written submission to NHS England and NHS Improvement on the proposed changes to integrated care systems, New NHS Digital data on the state of the NHS estate reveals the backlog maintenance cost has increased. Another world might just be possible............... At the risk of swimming against the tide of the naysayers, I think Chris Ham's long read is an excellent description of what is currently known. systems studied for our report 'A year of integrated care systems: reviewing the journey so far'. Through our series of events, you'll gain expert guidance and practical insights from those leading the way to help you prepare for the transition. The other big risk is the ability of experienced leaders to find the time to develop new ways of working while also tackling the huge operational pressures facing the NHS and social care. What does it mean for the NHS? Drawing on the experience of the north-east Hampshire and Farnham PACS and similar work in Surrey Heath, GP practices have collaborated to provide same-day access to patients requiring urgent appointments, and community services have been aligned more closely with GP practices and adult social care. The Frimley Health and Care system is one of the case studies used in the latest King's Fund report on integrated care systems Key Message from the report: The development of integrated care systems (ICSs) represents a fundamental and far-reaching change in how the NHS works, both between different parts of the service and with external partners. The NHS long-term plan set the ambition that every part of the country should be an integrated care system by 2021. The other thing that needs to be developed with communities is Outcomes measures that have been developed by local people and are measured by them too - again the role of community researchers at Bromley by bow looks terrific. The NHS in England aims to be paperless by 2020. comparing approaches across the different areas to identify learning for others. These teams manage the care of individuals who have been identified as being at high risk of hospital admission. 10.30am Evidence of the impact of new care models . A public debate on the principles underlying it is the last thing they want until or unless they can control the narrative. The evidence of increased efficiencies, both clinical and financial, are beginning to emerge. The importance of demonstrating tangible improvements in health and care while at the same time putting in place the governance, leadership and funding models needed to support integrated care. Commissioning will become more strategic and concerned with the funding and planning of new models of integrated care rather than the annual contract round that has added little value to the NHS in recent years. The aim of this work is to bring together information on how ICSs are developing in England; identify learning for local and national leaders; share examples of good practice; and highlight issues that need to be resolved to support their development. The risk this creates is the possibility of legal challenges from private companies who feel that commissioners are not using competitive procurement as required under the law and instead are keeping contracts within ‘the NHS family’. Our updated long read looks at work under way in these systems and at NHS England’s proposals for an accountable care organisation contract. An example is the way in which the Care Quality Commission (CQC) has put in place local system reviews that assess how well organisations are working together to meet the needs of their populations. It is a truism that the urgent tends to drive out the important and it would be understandable if the development of integrated care were delayed as a consequence. The vestiges of market-based reforms remain, but they have taken a back seat as the need for NHS commissioners and providers to work together to make decisions on the use of resources has been given higher priority. Rather than opening up the NHS to increased privatisation and competition, as some have claimed, these developments are likely to have the opposite effect. An ACO would take responsibility for the health and care of a defined population by managing a budget under a contract with commissioners awarded after competitive procurement. This project aims to bring together information on how integrated care systems are developing in England; to identify. The importance of engaging fully with local authorities and other partners and avoiding an NHS view of the world taking precedence. I would say here that as someone who has spent his last 20 years focusing on the lifelong rehab needs of a much under-diagnosed and under-considered group of people (those with various acquired brain injuries), there is nothing I would welcome more than genuine integration of services. The King's Fund, August 2017 This briefing from The Kings Fund explores the development and implementation of an Accountable Care System (ACS) in Canterbury, New Zealand. This is the raison d'etre of integrated care and why it should be supported. Principia, a partnership of 12 practices that is part of the Nottingham and Nottinghamshire ICS, is also breaking down barriers between hospitals and primary care by moving some specialist services into general practice and by GPs and community nurses reaching into the hospital. I would be pleased if would try answering the questions instead of fobbing me of to different websites. Involving Local Authorities and the network of often small local voluntary sector groups in this will be crucial, not as an afterthought but as integral partners. This must be done at a local level and it takes time and requires sustained commitment. “The King's Fund, an acclaimed British health authority, has published a report on the Canterbury health system – Developing accountable care systems: Lessons from Canterbury. Greater Manchester provides further evidence of progress. From my time in the NHS I couldn't believe that this crucial information wasn't front and centre with every CCG. "Trust" and "collaboration" just won't hack it; long gone are the days of "My word is my bond". Changes in legislation will be needed to align current developments with the statutory framework. In PACS, hospitals often take the lead in joining up acute services with GP, community, mental health and social care services. Partnership working is not easy in the context of the Health and Social Care Act 2012 which was designed primarily to promote competition, but some areas are finding ways of overcoming the obstacles and are improving health and care for their populations. Anna Charles, Chris Ham, Don Berwick, Claire Fuller. once again, so how should new capital funding be prioritised? The update on the Forward View announced that some STPs would evolve into accountable care systems (ACSs) and these have since been rebranded as integrated care systems. Stated, these developments and this can be confusing and potentially misleading to... Ics/Stp setting engagement should also be a means of delivering care and independent and third sector in working these! Partnership rather than compete some of our health and social care and funding. Related funding from NHS England has outlined ambitions for sustainability and transformation partnerships ( ICPs ) alliances. 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