subject: Developing Integrated Health and Social Care Strategy [print this page] Developing Integrated Health and Social Care Strategy
The strategy could be gained so that success in one area of the sector spurs changes in other departments and sections. For example, the modernisation of health and social care such as cash for care services that have been established through personalization policy framework; choice and control has driven commercial and marketisation innovation in the sectors and the creation of Self Directed Support (SDS) care. However, ageing, disability, and frailty of the growing older people, the campaign and strategy are the catalyst for health and social care sectors.
This indicated the need to set a target of reducing power balance of assessment and care to patients, service users or their family caregivers in order to cope with the increasing demand for care and funding for health and social care. One poignant strategy that has been ignored despite numerous legislation and policy frameworks is not transferring responsibilities to family members. The professionals are still clinging to power whilst family members are relegated, but to listen rather than doing or hands on to deliver care to their relatives, thus, failing to achieve the objectives of the Big Society dimensions. .
The austerity measures against funding health and social care sectors meant that a strategic review of all services delivery are neededin order to build on the successes of previous years such as collaboration and joint funding initiatives, while also recognising that a sharp reduction in staff means that the organisations have to prioritise activities more effectively. This article has professed nine key objectives and associated targets necessary to reposition health and social care sector to delivering core services to services users in the 21st Century and beyond. That includes: Whole systems approach; Empowerment and participation; Local governance and pool budgets; Collaboration and partnerships; Choice and control; Single assessment process; and Integrated team strategy.
The associated strategies and targets would cover six main areas such as: Transformation; Redesign of services; Commercial; Finance, Operations and stakeholders involvements. The pursuit of these ideological policy frameworks would maximize the ambitions and their Power to sustainability and objectives to measure up with the austerity measures within the macro and micro sub-economy's of the sectors.
