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Making best use of
the Better Care Fund
Richard Humphries
Assistant Director of Policy, The King’s Fund
Laura Bennett
Research Assistant, The King’s Fund
What is the Better Care Fund?
› £3.8 billion pooled budget for health and social care
› £1.9 billion from clinical commissioning group allocations
› Aim - to promote integrated care closer to home
› Reduced hospital activity and income

› Tough national conditions
› Protection for social care services, seven day services, data
sharing, joint assessments and care planning, impacts on acute
sector, patient and public engagement

› Tight timescales
› First cut plan required by 14 February
› Final plans by 4 April
A resource for decision-makers
›

Health and care leaders are faced with the necessity of making
decisions based on the best available knowledge and evidence

›

Understanding of key local challenges and issues

›

Balance use of evidence with willingness to innovate and try
different approaches
1. The sources of need and demand
Targeting interventions where they can have most impact:
›

Increasing number of people with multiple long-term conditions
means patients’ needs are cut across multiple health and social
care services

›

Small number of patients can consume a large proportion of
services

›

Knowing who these people are is essential
2. Primary prevention
Enabling people to enjoy a healthy and active life within their
communities:
›

Individual and community level interventions (advice, education,
regulations)

›

Supporting people to maintain their independence (housing,
preparing for winter, preventing isolation and loneliness)
3. Self-care
Supporting patients to manage their own condition:
›

Tailored interventions

›

Personalised self-management plan

›

Behavioural change programmes

›

Support for carers
4. Ambulatory care-sensitive conditions
Active management of ambulatory care-sensitive conditions:
›

Early identification (risk stratification)

›

Continuity of care with a GP

›

Early senior review and structured discharge planning
5. Risk stratification
Identifying individuals at high risk of future hospital admission:
›

Choose an appropriate predictive model and include GP data

›

Identify patients most likely to benefit from preventive care

›

Base catchment areas on distribution of high risk patients and
consider local needs for staff mix

›

Organise around GP practices
6. Falls prevention
Screening, assessment and individualised intervention for those
at risk of falling:
›

Strength and balance training

›

Home hazards

›

Vision

›

Medication review
7. Care co-ordination
Bringing services together around the needs of service users:
›

Holistic focus

›

Single entry point

›

Shared electronic health record - ‘high-touch, low-tech’ approach

›

Neighbourhood level

›

Engagement with GPs and secondary care
8. Case management
Community-based, proactive approach to care:
›

Early action and prevention

›

Single point of access, shared assessment and access to clinical
records

›

Multi-professional teams based around GP practices

›

Holistic personal care plan

›

Case managers
9. Intermediate care
Rehabilitation and re-ablement to facilitate a stepped pathway
out of hospital or prevent deterioration that could lead to a
hospital stay:
›

Shared assessment and personalised plan to address
physical, social and psychological needs

›

Appropriate skill-mix
10. Emergency activity
Managing emergency activity, discharge planning and postdischarge support:
›

Capacity in the community

›

Structured individualised discharge plan

›

Early supported discharge
11. Medicines management
Managing the complexities and risks of polypharmacy:
›

Educational information and outreach services

›

Use of IT and decision-making support tools

›

Longer GP consultations for patients with multiple long-term
conditions

›

Improved systems for transfer of patient medication details at
admission and discharge

›

Patient perspectives and challenges in managing their medications
12. Mental and physical health needs
Meeting the mental and physical health needs of patients and
service users:
›

Liaison services

›

Improved identification and support of mental health needs
among people with long-term conditions

›

Strengthened disease management and rehabilitation

›

Collaborative care models

›

Training
13. End-of-life care
Identifying and co-ordinating care for people who are at the end
of life:
›

Adequate capacity outside acute hospitals to facilitate discharge

›

Rapid response services in the community to prevent emergency
admissions
14. Delivering integrated care
Well-developed, integrated services to provide a good patient
experience and reduce use of hospital beds:
›

Find common cause, develop a shared narrative and a persuasive vision

›

Establish a shared leadership and create time and space to develop understanding of
new ways of working

›

Identify service users and groups where potential benefits are greatest

›

Build integrated care from the bottom up and the top down

›

Pool resources to enable commissioners and integrated teams to use resources
flexibly

›

Innovate in the use of commissioning, contracting and payment mechanisms and the
use of the independent sector

›

Recognise that there is no ‘best way’ of integrating care

›

Support and empower users to take more control over their health and wellbeing

›

Share information about users with appropriate information governance

›

Use the workforce effectively and be open to innovations in skill-mix
(Ham and Walsh 2013)
More resources…
›

The house of care model (Coulter et al 2013)
www.kingsfund.org.uk/houseofcare

›

Sam’s story www.kingsfund.org.uk/carestory

›

Integrated care map www.kingsfund.org.uk/caremap

›

Publications www.kingsfund.org.uk/publications

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Richard Humphries and Laura Bennett: Making best use of the Better Care Fund

  • 1. Making best use of the Better Care Fund Richard Humphries Assistant Director of Policy, The King’s Fund Laura Bennett Research Assistant, The King’s Fund
  • 2. What is the Better Care Fund? › £3.8 billion pooled budget for health and social care › £1.9 billion from clinical commissioning group allocations › Aim - to promote integrated care closer to home › Reduced hospital activity and income › Tough national conditions › Protection for social care services, seven day services, data sharing, joint assessments and care planning, impacts on acute sector, patient and public engagement › Tight timescales › First cut plan required by 14 February › Final plans by 4 April
  • 3. A resource for decision-makers › Health and care leaders are faced with the necessity of making decisions based on the best available knowledge and evidence › Understanding of key local challenges and issues › Balance use of evidence with willingness to innovate and try different approaches
  • 4. 1. The sources of need and demand Targeting interventions where they can have most impact: › Increasing number of people with multiple long-term conditions means patients’ needs are cut across multiple health and social care services › Small number of patients can consume a large proportion of services › Knowing who these people are is essential
  • 5. 2. Primary prevention Enabling people to enjoy a healthy and active life within their communities: › Individual and community level interventions (advice, education, regulations) › Supporting people to maintain their independence (housing, preparing for winter, preventing isolation and loneliness)
  • 6. 3. Self-care Supporting patients to manage their own condition: › Tailored interventions › Personalised self-management plan › Behavioural change programmes › Support for carers
  • 7. 4. Ambulatory care-sensitive conditions Active management of ambulatory care-sensitive conditions: › Early identification (risk stratification) › Continuity of care with a GP › Early senior review and structured discharge planning
  • 8. 5. Risk stratification Identifying individuals at high risk of future hospital admission: › Choose an appropriate predictive model and include GP data › Identify patients most likely to benefit from preventive care › Base catchment areas on distribution of high risk patients and consider local needs for staff mix › Organise around GP practices
  • 9. 6. Falls prevention Screening, assessment and individualised intervention for those at risk of falling: › Strength and balance training › Home hazards › Vision › Medication review
  • 10. 7. Care co-ordination Bringing services together around the needs of service users: › Holistic focus › Single entry point › Shared electronic health record - ‘high-touch, low-tech’ approach › Neighbourhood level › Engagement with GPs and secondary care
  • 11. 8. Case management Community-based, proactive approach to care: › Early action and prevention › Single point of access, shared assessment and access to clinical records › Multi-professional teams based around GP practices › Holistic personal care plan › Case managers
  • 12. 9. Intermediate care Rehabilitation and re-ablement to facilitate a stepped pathway out of hospital or prevent deterioration that could lead to a hospital stay: › Shared assessment and personalised plan to address physical, social and psychological needs › Appropriate skill-mix
  • 13. 10. Emergency activity Managing emergency activity, discharge planning and postdischarge support: › Capacity in the community › Structured individualised discharge plan › Early supported discharge
  • 14. 11. Medicines management Managing the complexities and risks of polypharmacy: › Educational information and outreach services › Use of IT and decision-making support tools › Longer GP consultations for patients with multiple long-term conditions › Improved systems for transfer of patient medication details at admission and discharge › Patient perspectives and challenges in managing their medications
  • 15. 12. Mental and physical health needs Meeting the mental and physical health needs of patients and service users: › Liaison services › Improved identification and support of mental health needs among people with long-term conditions › Strengthened disease management and rehabilitation › Collaborative care models › Training
  • 16. 13. End-of-life care Identifying and co-ordinating care for people who are at the end of life: › Adequate capacity outside acute hospitals to facilitate discharge › Rapid response services in the community to prevent emergency admissions
  • 17. 14. Delivering integrated care Well-developed, integrated services to provide a good patient experience and reduce use of hospital beds: › Find common cause, develop a shared narrative and a persuasive vision › Establish a shared leadership and create time and space to develop understanding of new ways of working › Identify service users and groups where potential benefits are greatest › Build integrated care from the bottom up and the top down › Pool resources to enable commissioners and integrated teams to use resources flexibly › Innovate in the use of commissioning, contracting and payment mechanisms and the use of the independent sector › Recognise that there is no ‘best way’ of integrating care › Support and empower users to take more control over their health and wellbeing › Share information about users with appropriate information governance › Use the workforce effectively and be open to innovations in skill-mix (Ham and Walsh 2013)
  • 18. More resources… › The house of care model (Coulter et al 2013) www.kingsfund.org.uk/houseofcare › Sam’s story www.kingsfund.org.uk/carestory › Integrated care map www.kingsfund.org.uk/caremap › Publications www.kingsfund.org.uk/publications