SaHF DMBC Volume 1 Edition 1.1.pdf - Shaping a healthier future

elief: that health and social care resources should be matched to the risk of the
individual patient.
If we matched resources to needs, we could give providers more flexibility to adapt their
service and organisational model so it became more effective. For example we are exploring
how we can align incentives within the system and incentivise providers using a „capitated
reimbursement model‟ of funding per patient.
Delivering this requires a new commissioning model that pools health and social care
budgets and commissions based on outcomes. Alongside this, we also want to explore the
appetite amongst providers for taking a risk-share approach.
In 2013/14, we will explore how we can accelerate integration within NW London and
develop whole systems integrated care across all eight CCGs in NW London. The NW
London Collaboration of CCGs has agreed that there is value in working together as one
large-scale integration programme, with localisation where appropriate, both in relation to
commissioning outcomes and provider response.
In the coming months, these plans will be developed further to provide the basis for
developing integrated care in 2013/14.
8.20.3. CCG commissioning intentions 2013/14
In addition to the NW London-wide initiatives outlined above, each CCG plans to
commission a range of out of hospital services in 2013/14. These plans are detailed in each
CCG‟s commissioning intentions (see Appendix J).
Figures 8.29 and 8.30 summarises the commissioning intentions across NW London.
Chapter 16 has details for each CCG.
8e. Delivering out of hospital care 266