This publication is available at https://www.gov.uk/government/publications/2010-to-2015-government-policy-health-and-social-care-integration/2010-to-2015-government-policy-health-and-social-care-integration
This is a copy of a document that stated a policy of the 2010 to 2015 Conservative and Liberal Democrat coalition government. The previous URL of this page was https://www.gov.uk/government/policies/making-sure-health-and-social-care-services-work-together. Current policies can be found at the GOV.UK policies list.
But these services often don’t work together very well. For example, people are sent to hospital, or they stay in hospital too long, when it would have been better for them to get care at home. Sometimes people get the same service twice - from the NHS and social care organisations - or an important part of their care is missing.
This means patients do not get the joined-up services they need, leaving them at increased risk of harm. Health and care staff may miss opportunities to make things better for patients and service users, and taxpayers’ money is not being used as effectively as possible.
We want everybody who uses both health and social care services to have integrated care – services that work together to give the best care based on a person’s personal circumstances.
We want local councils to help health and social care organisations to work together to meet people’s needs, for example by making sure that care services know what help somebody needs in their home when they leave hospital.
on top of this funding, giving local authorities an extra £100 million in 2013 to 2014 and an extra £200 million in 2014 to 2015
It is more efficient for people to have control over their own budget for health and social care, because they are less likely to duplicate services or choose services that aren’t right for them.
giving people personal health budgets – an amount of money that people get with their care plan so that they can make informed choices about which services to spend it on
making it easy for people to combine their personal health budget and their social care budget, if they have one.
In the care and support white paper, we committed to working with other organisations to make evidence-based integrated care and support the norm over the next 5 years.
co-producing Integrated Care and Support: our shared commitment - a document setting out how local areas can use existing structures for integrating care
inviting and supporting local areas to act as pioneers and examplars, to develop and demonstrate the use of innovative approaches to efficiently deliver integrated care.
Sometimes people find it difficult to understand the care system, particularly if they have complex needs. We want everyone with a care plan to be allocated a named professional who oversees their case (care co-ordination) and who can answer questions they have.
changing the NHS Constitution, which tells people what they can expect from the NHS, to include a pledge to provide care co-ordination
For health and social care staff to work together, they must be able to share information about a person’s assessments, treatment and care.
We will create an electronic database that will provide information about what a person’s care needs are and what treatment they are getting. So staff will be able to share information easily, and patients and service users will be able to make decisions about the types of health and social care that are right for them.
It is important that people don’t lose support when moving from one service to another, for example moving from children’s to adult’s services or moving from hospital to home.
developing a new assessment process for people from birth to 25 that will include education, health and social care needs
spending £1 billion between 2010 and 2015 on making sure that old people returning home after hospital have a temporary care plan
In 2010, the government set out its plans for reforming the NHS in ‘Equity and excellence: Liberating the NHS’. We stated that the primary purpose of the NHS is to improve the outcomes of healthcare for all: to deliver care that is safer, more effective, and that provides a better experience for patients.
In 2012, our mandate to NHS England set out a requirement to provide ‘care which feels more joined-up to the users of services’ and which ‘ensures people experience smooth transitions between care settings and organisations.’
Also in 2012, the care and support white paper set out more detailed proposals for integrating health and care services.
The Health and Social Care Act 2012 sets out specific obligations for the health system and its relationship with care and support services. It gives a duty to NHS England, clinical commissioning groups, Monitor and health and wellbeing boards to make it easier for health and social care services to work together. This will improve the quality of services and people’s experiences of them.
The Act also allows us to set the standards needed to create an electronic database of people’s care assessments, and their care and treatment needs.
Travel expenses: travel for necessary attendance: safeguards against abuse: journeys treated as ordinary commuting: example
An employee is a production manager. He normally drives to a permanent workplace 18 miles from his home. One day he has to visit a client to discuss in detail the specifications for a new product. The client’s office is 3 miles along his ordinary commuting route. After he has seen the client he drives the remaining 15 miles along his ordinary commuting route to his permanent workplace.
The client’s office is a temporary workplace. The journey to that workplace is on the same route as the employee’s ordinary commuting journey but it is much shorter. So it is not substantially ordinary commuting, see EIM32300. The employee is entitled to mileage allowance relief, see EIM31626.
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Budget cuts are impacting two long-time Cincinnati area public and education cable television channels with one forced to close and the other not expecting to last into next year.
Princeton Instructional Media, the former education channel for the Princeton City School District, has been eliminated from the school system’s budget. PIM was a production studio that streamed its programs over the Inter-Community Cable Regulatory Commission, a PEG cooperative operating in the suburbs of Cincinnati.
When the school district eliminated funding for PIM, all the studio production staff was laid off, says an ICCR official. “The school couldn’t afford the production studio anymore,” the official said.
In addition, Media Bridges, the studio that manages Cincinnati’s PEG channels, is expected to close by the end of 2013 because the municipal government ended funding for its PEG channels.
The chances that Media Bridges will survive into 2014 are “slim and none,” said Tom Bishop, the studio’s director. “Cincinnati is going through a huge budget crisis, police and fire fighters are being laid off, we were informed that as part of the 2013 budget process we would not be funded in 2014,” he said.
Ohio has statewide franchising, which includes a provision to eliminate funding above the franchise fee, Bishop says. In Cincinnati the government channel is funded by the franchise fee, but it is funding above the franchise fee that supports public and educational access channels, and that money went away about 18 months ago, he says.
Because of the reduction in appropriations by the city, Media Bridges undertook a fundraising effort, but the money produced by that effort is not enough to sustain a full-fledged operation, Bishop says. Therefore, in mid-June Media Bridges’ board will meet and “make some final decisions” on the channel and radio station, he says. “I’ll then be able to talk about what our future is going to be.”