Social Care Institute for Excellence, August 2018
Report that finds multidisciplinary team (MDTs) are likely to remain an important component of health and social care. It is important that those who create, lead and work in them are aware of both the pitfalls and opportunities of MDTs. The current integrated care developments in England and internationally should provide considerable evidence about their deployment within different populations. Learning from this evidence will enable us to understand when and how MDTs should be used in the future. Key messages are:
- Multidisciplinary teams (MDTs) have been shown to be an effective tool to facilitate collaboration between professionals and hence improve care outcomes.
- Successful working requires at minimum an identified manager or coordinator, regular joint meetings and the effective sharing of electronic records.
- Teams do not necessarily have to be located in the same premises to work successfully.
- Multidisciplinary working can be approached in more than one way as the case studies in this briefing demonstrate.
- The success of the MDT approach is not guaranteed: without strong organisation the impact may be negative rather than positive.
- Ongoing integrated care developments should provide further evidence to enable development of an understanding how MDTs should be used in the future.
Click here to view the full report.
Social Care Institute for Excellence, January 2018
Briefing that identifies that innovation is needed more than ever as challenges grow. Innovation does not only mean technological breakthroughs or large restructures. New and better ways of delivering
relationship-based care are needed, and already exist, but are inconsistently implemented or poorly scaled. It identifies the following requirements for innovation to flourish:
- a shared ambition to ‘embed person- and community-centred ways of working across the system, using the best available tools and evidence’
- co-production: planning with the people who have the greatest stake in our services from the beginning
- a new model of leadership which is collaborative and convening
- investment and commissioning approaches which transfer resources from low quality, low outcomes into approaches which work effectively
- effective outcomes monitoring and use of data to drive change
- a willingness to learn from experience.
Click here to view the full report.
Social Prescribing Network, September 2017
This document provides an overview of various aspects of social prescribing such as: What is social prescribing; why do social prescribing; what do different models look like; what makes a good link worker; what makes a good referral; governance and risk management; evaluation.
Click here to view the document.
National Confidential Enquiry into Patient Outcome and Death, January 2017
This report finds that failure by general hospitals to integrate physical and mental healthcare services is leading to poor care for patients with a physical illness who also happen to have a mental health condition. The report calls on general hospitals to integrate physical and mental healthcare services as a matter of urgency and makes recommendations for improvements.
Click here to read the full report.
Hospitals find it difficult to integrate physical and mental healthcare in people with mental health conditions who are admitted with a physical illness, an inquiry has found…
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