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CCN Annual Conference

CCN Annual Conference. Health & Social Care Integration workshop “breaking borders, improving outcomes”. Why bother?. Current model is unsustainable Legislation and Government policy drivers Cost and demand pressures Not enough prevention and early intervention

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CCN Annual Conference

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  1. CCN Annual Conference Health & Social Care Integration workshop “breaking borders, improving outcomes”

  2. Why bother? • Current model is unsustainable • Legislation and Government policy drivers • Cost and demand pressures • Not enough prevention and early intervention • Overreliance on hospitals and residential care • Reduced commissioning and service delivery costs • Reduced care home admissions • Reduced bureaucracy and duplication • Reduction in bed days • Reduced emergency admissions • Reduction in readmissions • Improved job satisfaction • Improved user and carer experience • Improved clinical and social outcomes • Ageing population, people are living longer • More people are living with chronic long-term health conditions and co-morbidities • Services are variable and not always well coordinated

  3. The unique role of local government • Countywide leadership role with democratic accountability • Stability – with changing NHS architecture • Strong history of engagement with the public/VCS • Integrating public health and ASC • Leadership role of HWB – and Integration Transformation fund

  4. Worcestershire case study

  5. What does our local experience say for the wider issue?

  6. Essex case study • How? • Key elements of our joint Integration Programme: • A Whole system plural approach: • Different models of integration e.g. Care Trust, bundles of care, Year of Care • Integrating commissioning as enabler of integrated provision • 2013/14 priorities: • Older people/ frailty and learning disabilities • Focus on outcomes and quality • Managing escalating demand • Enablers Programme • Work streams on governance, data sharing • Focus on cultural change and relationships • Empowering individuals and communities • Building a deeper understanding of patient/ user experience Why? • Scale: Health and social care services in Essex collectively spend £3.1bn per annum • Complexity: 5 CCG’s, 1 ECC, 12 districts • Pressures: • Older population expected to grow 28% by 2033 • ECC needs to save £235M by 2016/17 • Essex CCGs need to save £354M by 2017

  7. Wider Essex learning Who Will Care? Commission (chaired by Sir Thomas Hughes-Hallet)

  8. Our lessons learnt • First health and social system wide transformation in a generation. • Different relationships are required between partners and with our citizens. • Don’t under estimate how hard it will be and expose those difficult issues. • Need to spend time on building genuine relationships, trust and ownership across partners • Need to address enablers • Value in co-design, locally and nationally • Evidence base on efficiencies may not yet be proven but the opportunities may outweigh the risks of doing nothing • The system is dynamic so new ways of working must be flexible and responsive

  9. Contribution to Public Sector Reform

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