Unit 5 - Meeting Individual Care and Support Needs
Institution
PEARSON (PEARSON)
I have received a triple D* in this course. I have received a distinction for unit 5. My assignments are top quality. This is for learning aim D and the case study I have used in my assignment is Brenda Grey.
Unit 5 - Meeting Individual Care and Support Needs
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MULTIDISCIPLINARY TEAM WORKING
P6: Explain why meeting the needs of the individuals require the involvement of different
agencies.
Teamwork can be defined as the way toward working together with a group of individuals in order
to accomplish a goal. Team working urges and encourages teams to succeed. Teamwork is a pivotal
part of health and social care since it is fundamental for partners and colleagues to work successfully
together to guarantee individuals utilising the service obtain the help and care they require.
ROLE OF ORGANISATIONS RESPONSIBLE FOR COMMISSIONING HEALTHCARE SERVICES:
There are various organisations that can be involved in the provision of care. There are a number of
key healthcare services commissioning organisations. NHS England formed Clinical Commissioning
Groups (CCGs) in April 2013. They were formed to undertake greater responsibilities for delegated
commissioning of GP services. They were created to give patients, communities and clinicians more
choice in determining how local services are established and more influence over the extensive NHS
budget. Commissioning comprises determining what services are required for various local
populations, and make sure that they are delivered. They commission majority of the hospital and
community NHS services in their local area, comprising most planned hospital care, rehabilitative
care, urgent and emergency care (including out-of-hours); most community health services, mental
health services and learning disability services and they are managed by NHS England. The members
of this organisation consist of GP practices and other health professionals such as practice nurses.
Clinical Commissioning Groups (CCGs) and NHS England have a crucial role to play in ensuring that
providers make individuals’ personal contribution in their health and care a reality. In 2018/19 NHS
England allocated an overall of £74.2 billion across 195 CCGs in England. The entire funding equates
to £1,254 per recorded patient in England. Funding per head increased in real terms between
2013/14 and 2018/19. The average yearly increase from 2013/14 to 2018/19 was 2%. NHS England is
accountable for determining the distributions of financial resources to Clinical Commissioning
Groups (CCGs). CCGs were developed in 2013/14 and are accountable for approximately 60% of the
NHS budget. The initial point for deciding the target distribution for each CCG is the population of
the CCG area. If all CCG populations had equivalent needs, and costs didn’t differ across the country,
funding could merely be allotted on a per person basis. In reality, health needs fluctuate based on
age, health status and deprivation levels of the local population. The way they determine how they
are going to spend the money differs across dissimilar geographical areas: for instance, staff, land
and building expenditures are greater in London. Funding distributions are weighted to take these
factors into consideration. The effect of the weighting implies that, generally, CCGs with more
elderly populations, those in urban areas or those in more underprivileged areas will have higher
target allocations than they would under a simple population-based formula.
ROLE OF ORGANISATIONS RESPONSIBLE FOR COMMISSIONING SOCIAL CARE SERVICES:
Local authorities commission social services to attain modified, community-based support that helps
health and wellbeing by utilising evidence, local knowledge, skills and resources as best they can.
Local authorities commission care and support services and have a new responsibility to safeguard
and enhance health and wellbeing. They utilise their understanding of their communities to
, undertake challenges for instance smoking, alcohol and drug abuse and obesity. Working together
with health and care providers, community groups and other agencies, will avert ill health by
persuading people to live healthier lives. Local authorities work in close partnership with other
organisations, for example housing and NHS partners, utilising guidance such as the Adult Social Care
Outcomes Framework, Making it Real statements and the Public Health Outcomes Framework. Local
authorities are accountable for commissioning publicly financed social care services. This comprises
services delivered to individuals in their own homes in addition to residential care services. In
2016/17, local authorities expended approximately £15 billion on adult social care. Since 2013, local
authorities have likewise been accountable for commissioning numerous public health services
comprising sexual health services, health visitors, and school nursing and addiction services (as
stated above, some public health services are commissioned by NHS England). Since 2013, funding
assigned to local authorities for public health services has been restricted, and this is fixed to remain
until 2019.In 2017/18, the public health funding to local authorities was £3.3 billion. Local
government spending accounts for approximately a quarter of all public expenditure in England.
Local authorities are financed through a mixture of business rates, central government grants and
council tax. They likewise produce income through rentals, payments and charges, sales,
investments and contributions. The three key areas of local authority spending in England are:
spending on projects such as roads or school buildings; revenue spending on council housing; and
revenue expenses, primarily on pay and further expenses of running services and facilities excluding
council housing. Furthermore, health and wellbeing boards, formal committees of local authorities
that bring together local authority and NHS representatives, are accountable for implementing a
joint needs assessment with CCGs and establishing a joint health and wellbeing strategy for their
local population.
ROLE OF BODIES RESPONSIBLE FOR INTEGRATING HEALTH AND SOCIAL CARE- HEALTH AND
WELLBEING BOARDS (HWB):
The Health and Social Care Act 2012 introduced Health and Wellbeing Boards to be a forum for local
health and social care leaders. The purpose of the boards is to incorporate public services for health
and social care. Health and wellbeing boards are an official committee of the local authority charged
with encouraging greater integration and partnership amid bodies from the NHS, public health and
local government. They have a legal duty, with clinical commissioning groups (CCGs), to create a
joint strategic needs assessment and a joint health and wellbeing strategy for their local population.
The boards have very restricted official control.
They are established as a partnership forum instead of an executive decision-making organisation. In
most cases, health and wellbeing boards are led by a senior local authority designated member. The
board must comprise a representative of each appropriate CCG and local Health watch, in addition
to local authority representatives. They are given the responsibility of: evaluating the requirements
of their local population, decreasing disparities in care, setting out plans and shared methods for
local authorities, CCGs and NHS England to utilise to enhance their commission choices and
encouraging better integration and more partnership working, such as joint commissioning,
integrated provision and shared budgets and management. These boards are at the centre of the
Care and Health Improvement Programme established in April 2015, which intends to assist HWBs
advance their management and improved provision of the integration of services. The boards are
developed of key leaders from the health and social care system. HWBs have no official powers; as
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