Confed19, the popular two-day annual NHS Confederation Conference, saw a host of health and care professionals come together to discuss a range of topical health-related subjects.
The event offers an invaluable opportunity for health professionals to discuss shared challenges, debate topical issues, gain expert insights and expand their professional networks. The theme of this year’s event was the future.
In line with this year’s event theme, SCW thought leaders took to the System Integration Zone theatre to share insights and experiences from our latest programmes on:
- Primary Care Networks
- Speaking the same language – Leading place-based care model transformation
- Digital enablement and integrating to deliver people-centred care
- Developing sustainable systems
Find out more about SCW’s full Confed 2019 programme list here.
Here we reflect on the event and explore some of the key messages and observations raised by SCW in a couple of their sessions.
Theme: Primary Care Networks – making change happen
Led by SCW’s Director of Primary Care, Alison Westmacott, this session explored some of the crucial work SCW is carrying out to support network development.
Alison was joined by Anna Morton, Practice Manager, and Chetal Sheth, GP, both from Sarum North PCN, to deliver a joint presentation on PCN formation and SCW’s pivotal role in enabling a population health approach. Alison was also joined by colleagues from other Commissioning Support Units (CSUs) across the country to discuss elements of their related work in this area.
About the Sarum North PCN formation
Sarum North PCN represents six practices that have been working together since 2013, facilitated by CCG financial support to encourage collaborative working.
Building on the energy for collaborative working across the practices, the PCN identified three initial workstreams, creating strong building blocks to implement change within the following categories:
- Administration – safeguarding, document handling, one standardised IT online platform,
- Clinical pathways – travel, mental health and improved access
- PCN formation – governance framework , organisational structure, quality schedules, quarterly governance reports, financial schedules, data discussions, launch event
Sarum North has successfully implemented administrative consistency across the PCN, including:
- Consistent digital messaging – All patients access a single ‘front page’ to practice websites which supports consistent messaging to the 46,000 patients within the PCN
- Implementation of the same document handling process
- A PCN Safeguarding Organisational Structure, policies and auditing
- Development underway transitioning to the use of one IT online platform - to enable consistent online training across their workforce
Sarum North’s PCN formation is centred on a governance framework based on age and wellbeing, with staff mapping both clinical and administrative ideas over the last three years.
Finding themselves at a crossroads, Sarum North PCN found SCW’s insight through care segmentation pivotal in helping them refocus their attention on the care needs of the population. Discussing this approach, Anna said SCW’s care segmentation model, “re-energised our direction and decision-making collectively about what we do next.”
Care segmentation model
SCW’s unique care segmentation model data provides PCNs, like Sarum North, a wealth of at-scale data, which can offer invaluable insight, such as:
- The ability to pull data on activity across primary and secondary care using practice specific data
- Analysis of data across the PCN and the ability to segment this data across childhood, adulthood and elderly categories
- The identification of the number of patients in each category as well as the cost to the health system in each category
- The ability to illustrate the data at an individual practice level or aggregated up to a PCN level providing actual figures or rate per thousand data to enable comparative analysis
- The provision of data including analysis of patients using healthcare but who have no long term conditions, those with one to three long-term conditions and those with four or more long-term conditions
- Analysis of disease-specific data aligned to the priorities identified in the Long Term Plan
- PCN-specific data on populations and locations of patients within a geography to support the development of new care pathways and solutions
- The location of community assets to support development of collaborative, system-wide solutions to appropriately and effectively manage these patients closer to their home
As illustrated by Sarum North PCN, the use of this data supports changing the conversations and enables:
- The identification of practices and clinicians with experience in areas such as mental health based on needs of their populations and using this experience to support the spread of skills across the PCN.
- The identification of optimal locations for services based on patient residence
- The development of plans addressing the care needs of the population.
- Informed discussions on the care needs of the population supporting PCNs to develop new ways of working
Are you part of a developing Primary Care Network and in need of a clear vision for what you expect to achieve, along with a clear plan? Discover more: One Primary Care Network – One vision.
Discover more about how SCW supports the development of primary care networks.
Theme: Speaking the same language – Leading place-based care model transformation
Chaired by SCW’s Director of Transformation, Richard Smale, this session drew on SCW’s extensive experience of working in partnership, reflected on this and discussed how SCW effectively shared some of the learning.
Richard was joined by Aster Foundation Director, Cameron Kinsella, and SCW’s Connecting Care Programme Lead, Jocelyn Palmer. The session aim was to bring to life some of the real-life practical examples of SCW’s successful partnership work.
Key messages: the quadruple aim
Speaking about the key messages, Richard explained that, “our clients are working at the quadruple aim,” meaning they are looking to achieve the following:
- their actions help to improve the health and wellbeing of the local population;
- that when people need care, the experience is high quality and fully meets the needs of the individual;
- they are able to make the most of every pound spent; and
- they create an environment in which the staff are able to enjoy the experience of delivering care.
Richard described the shift in focus, “we’re getting beyond the perspective that it is all about health.” Increasingly health and care systems are focussing on:
- the wider determinants
- social wellbeing
- the fact that 30% of people turning up in GP surgeries are there for a social reason, not a health-related one
- how public and voluntary sector agencies can work together
Richard described a move away from the past commissioner and
provider model, stressing the need to create the right relationship between the
Primary Care Networks (PCNs) and the Sustainability and Transformation
Partnerships (STPs). “How is the STP making the most of the opportunity and
the leadership potential within PCNs and how is the integrated care partnership
or provider going to function in a way that compliments the role of the PCN?” Richard
Richard also emphasised the importance of establishing an environment of trust between individuals and organisations.
Working in partnership with Aster Group
The key focus of the session was working in partnership and what that takes, with SCW establishing new ways of working.
The Aster Foundation
The Aster Foundation is part of the Aster Group who are a social housing landlord and developer with:
- 1600 colleagues across numerous diverse professions in the sector
- 90,000 customers housed across south, central, west and east
- A passion for the shared vision/ethos of a home for all
Discussing the importance of working in partnership, Aster Foundation Director, Cameron Kinsella, said, “We can’t do everything on our own and we can’t continue to work in silos.”
She also described the challenge relating to the definition of the term ‘partnership’. “Everyone’s got a different definition and a different thought and comes at it from a different angle, how are we meant to create a really strong and mutually beneficial one?
“Partnership in my opinion, is a really great set of relationships, where you work hard to speak the same language and find commonalities. It’s where you really take the time to align yourself with the purpose and values of the organisation,” said Cameron.
Discussion: Practical solutions for the housing association
Cameron explained that among our time-restricted, challenging and busy lives, we focus too much on the ‘transactional side of a partnership’, rather than focusing on people and relationships.
With this in mind and with support from SCW, The Aster Foundation has implemented the Housing and Health Collective.
What is the Housing and Health Collective?
The Housing and Health Collective is a placed-based partnership with the aim of creating systematic change through joining up housing, health and communities.
What is the problem as we see it?
There has been a lack of collaboration and understanding between housing, health and social care agencies due to the effects of extensive and rapid change in recent years.
There have also been several external factors which have formed barriers to effective collaborative working, such as:
- Lack of resource
- Introduction of markets into the provision of social care
- No clear national agenda
- No co-ordination of government programmes
- Over competition between agencies
- Inconsistency of local relationships/postcode lottery of community-based services
- Housing management forced to evolve to account for heightened community needs
What is the purpose of the Housing and Health Collective?
- To create lasting collaboration between housing and health, resulting in empowered, healthier communities
- To reduce the impact on GP services and reduce housing management costs
- To create a supportive learning environment to enable Collective partners to learn about each other
- To build programmes across shared geographies
- To eradicate competition between sectors/organisations
- To ensure sustainability of the models created though working within community infrastructures
Cameron urged the audience to learn about each of the partners and recognise which ones of those could help and have also got a vested interest to help the population’s health.
When creating partnerships, Cameron advised working through the following steps in order to create a successful collaboration and a shared future:
- Work out who to align yourself to and establish who has a vested interest in working out the population health
- Focus on relationships and people first - find those commonalities and speak the same language
- Work out the problem as you see it to give clarity to what you’re trying to fix
- Make sure that everything you do meets the needs of all partners from day one
- Have an idea of what you’re trying to work to improve - set your goals and measure them
Find out more
To find out more about Confed19, the full presentation schedule or to discuss SCW’s range of solutions contact us today.