Supporting providers: STPs and accountable care | NHS Providers
NHS Providers are working to develop a programme of support that helps provider organisations adapt to the challenges and opportunities presented by the move to accountable care.
The programme, Supporting Providers: STPs and accountable care, will be developed in close collaboration with NHS trusts over the next six weeks. The programme aims to ensure there is the right support and a strong advocate making the case for NHS trusts as they move to accountable care structures that deliver more integrated care for the public.
Elements to support trusts will include:
Developing new and effective relationships with local authorities, primary care and commissioners
Responding to specific challenges such as moving care closer to home, prioritising mental health, workforce strategy and getting the most out of the NHS estate
Exploring new ways to support change, identifying “enablers” including new approaches to contracting, different financial flows, adopting risk stratification and whole population health management approaches, and developing STP level governance arrangements.
Care Quality Commission (CQC) report finds that at the end of its first inspection programme of general practices 4% were rated ‘outstanding’, 86% were ‘good’, 8% were ‘requires improvement’ and 2% were ‘inadequate’.
The state of care in general practice 2014 to 2017 presents findings from CQCs programme of inspections of GP practices. This detailed analysis of the quality and safety of general medical practice in England has found that nearly 90% of general practices in England have been rated as ‘good’, making this the highest performing sector CQC regulates.
Sherwood Forest Hospitals NHS Foundation Trust and County Durham & Darlington NHS Foundation Trust are now processing all of their hospital referral appointments electronically via the NHS e-Referral Service. Patients are also able to change or cancel their appointments through the system with analysis showing that use of electronic referrals has halved the rate of patients missing appointments from 10% to 5%.
The future of the mental health workforce | Centre for Mental Health
This report is based on insights from service users, carers and professionals and outlines a list of recommendations for a sustainable mental health workforce.
It emphasises the importance of prevention, including the role of GPs in supporting people before they reach crisis point. It describes commissioning of mental health services as in “crisis” with a “shrinking workforce, growing expectations and exhausting demands” putting pressure on staff across the country.
The report makes 22 recommendations for policy, practice, education and training, highlighting 4 key calls to action:
For mental health careers to be promoted in schools and colleges: to build on growing awareness and understanding about mental health to encourage young people to aspire to work in the sector when they’re considering their career choices
For all mental health service providers to support the mental health and wellbeing of their staff: to become ‘compassionate organisations’ that care for the people who work in them
For mental health workers to get training in the skills they will need in the future, including in coproduction, community engagement and psychological interventions
For people to be able to build their careers more flexibly, working in a range of different settings and sectors, and taking on new roles as they get older
This paper focuses on the structural barriers to delivering integrated care. It studies issues such as the medical labour market, devolved workforce planning and pay, and professional boundaries | Reform
The Government is rightly committed to a radical reshaping of NHS delivery, based on a shift to new care models and treatment in the community. Its management of the NHS workforce, however, has not delivered with nearly three times more doctors, and four times more nurses in the acute sector than in the community. Since 2009, the number of consultants has risen by nearly a third, whilst the number of GPs has fallen.
Freedom of Information requests made for this report found that, across 61 acute trusts, only 6 per cent of consultants work in the community for at least one session per week.
As the Government and the NHS leadership have repeatedly said, the priority for the NHS is to increase its speed of innovation. To do this, the NHS is rightly seeking to devolve decision-making and to deregulate. For the workforce, however, policy remains highly centralised and tightly regulated. This paper shows how to bring the same reform ideas to the workforce as the NHS is applying to other areas.