Suchergebnisse

Front Cover -- Contents -- Foreword -- Preface -- Chapter 1: International Approach -- Chapter 2: Future Options for Family Medicine -- Chapter 3: The Extended General Practice -- Chapter 4: The Managed Care Enterprise -- Chapter 5: The Reformed Polyclinic -- Chapter 6: The District Health System -- Chapter 7: The Community Development Agency -- Chapter 8: The Outreach Franchise -- Chapter 9: Transferable Learning -- Back Cover

Intro -- Title Page -- Copyright Page -- Contents -- Contributors -- Series Introduction -- Foreword -- Dedication -- Abbreviations -- 1 The British Dilemma -- General Practice: Principle and Organization -- From Strategic Planning to Local Participation -- Primary Care Led Purchasing -- Integrating Health and Social Services in Primary Care -- Summing up -- References -- 2 The International Context -- The Value of International Exchange -- Shared Problems and Challenges -- Demography, Mortality, Morbidity -- Government Intervention -- Devaluation of the Generalist -- Competition -- Other Causes of Stress -- Shared Challenges Summarized -- International Trends in Response -- Variations in Response -- Questions for the Future -- Freedom to Choose -- Personal Care Versus Teamwork -- The Nurse-Practitioner -- The Outward Flow of Ideas -- International Comparisons of Quality -- Appendix -- Acknowledgements -- References -- 3 The Managed Practice -- The Changes -- Amalgamated DHAs and FHSAs -- Establishment of Regional Offices -- A Primary care Led Service -- GPs in a Managed Service -- Independence Versus Salaried Service -- Local Versus National Contracts -- Narrow or Broad Core Services -- Practice or Practitioner -- The Evolving Practice -- References -- 4 The Total Fundholder -- Beginnings -- Benefits -- Pioneers -- Bromsgrove -- Worth Valley -- Berkshire Integrated Purchasing Project -- Castlefields -- Looking to the Future -- Facilitation Support -- Evaluation -- Summing up -- References -- 5 The Preferred Provider -- The Role of the Health Commissions -- Purchasing Strategy -- Monitoring and Support -- Probity and Fairness -- Purchasing Quality Standards -- The Preferred Provider -- Prerequisites for the Devolution of Purchasing to Primary Care -- Accreditation -- Organizational Capacity -- Rationing -- Accountability -- Conclusion

Purpose: In 2019 St Johns Winchester, a CQC-registered charity, launched the Hand in Hand (HiH) Service, a Social Prescribing initiative to alleviate social isolation/loneliness amongst older people via integration between primary care and the third sector. Arising from collaborative stakeholder reflection, this article explicates processes instigated to plan, implement and evaluate the HiH service which has been locally recognised as an exemplar of good practice. It aims to fill a gap in the literature which has hitherto lacked contextual description of the drivers, mechanisms and processes of SP schemes, leading to confusion over what constitutes SP and which models can work. Design: The article defines the context of, drivers for and collaborative process followed to implement and evaluate HiH, reflects on challenges, facilitators and key points for transferable learning. Early evaluation findings are presented. Findings: Key features underpinning the success of the pilot phase were: having clear referral pathways, working collaboratively with health and voluntary sector partners, building relationships based on trust, adherence to high quality standards and governance, a well-trained team of volunteers and access to up-to-date information source. There remains a disparity between the urgent need for rigorous evaluation data and the resources available to produce it. Originality/value: The article offers a novel contribution for those planning SP at the level of practice and policy and for the developing field of SP evaluation.