By Jon Glasby
This ebook explores the Care belief suggestion promoted through vital executive for making improvements to partnership operating among health and wellbeing and social care. utilizing case experiences and examples to elevate present concerns concerning partnership operating, it explains how Care Trusts are bridging the space among overall healthiness and social care, and considers how they're supplying extra co-ordinated companies and more suitable results. All healthcare and social care execs with accountability for, considering or plagued by the recent partnership operating preparations will locate this e-book worthwhile studying.
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Additional resources for Care Trusts: Partnership Working in Action
In recognition of the social care responsibilities of the Trust, a director of social care filled the discretionary position on the Trust board. At the outset, the major priorities of the Trust were: to introduce locality management arrangements; to integrate care management and the care programme approach (CPA); and to colocate health and social care staff. At the same time, the Trust had to address an annual financial deficit of approximately £500 000. By 1999, many localities in England had adopted joint commissioning between health and social services, and the DoH had issued guidance on the topic in the mid-1990s.
DHSS, 1975), and community mental health teams (CMHTs) becoming common in England during the 1980s (Sayce, 1989), members of staff appeared to associate more with members of their own profession than the national sample, perhaps partially as a consequence of CMHTs not having been created across most of Somerset. Before the introduction of the changes, senior managers and members of the JCB were positive about the envisaged impact of the integration. They suggested that it had the potential to bridge the cultural divide between health and social services staff members, and create a seamless service for service users.
They decided to introduce joint commissioning through the establishment of the Joint Commissioning Board (JCB) and integrated provision through the creation of the Somerset Partnerships Health and Social Care NHS Trust (the Trust) simultaneously on 1 April 1999. Almost as unusually, the two agencies also commissioned an evaluation of the impact of these innovations during the first 30 months from the Centre for Mental Health Services Development, Kings College London. This chapter summarises and then reflects upon the findings of this evaluation.