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Welcome and Introduction Ceri Jones Head of Policy and Research Social Enterprise UK . Housekeeping Fire Alarm Mobile Phones Exhibition Workshops Support & Information. Welcome and Introduction Rebecca Howard CEO Sensevents. Video Message Mike Farrar Chief Executive
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Welcome and Introduction Ceri Jones Head of Policy and Research Social Enterprise UK
Housekeeping • Fire Alarm • Mobile Phones • Exhibition • Workshops • Support & Information
Welcome and Introduction Rebecca Howard CEO Sensevents
Video Message Mike Farrar Chief Executive NHS Confederation
The Future of the Health & Care in England and the Unique Role of Social Enterprise Bob Ricketts Director of System Management & new Enterprise Department of Health
The future of health & care and the unique role of social enterprise Bob Ricketts CBE, Director of Provider Transition SEUK Fit for the Future 17 May 2012
The future of health & care and the unique role of social enterprise • Strategic drivers • Policy & commitments • The unique contribution of social enterprises 4. Social enterprises – opportunities & threats 5. What we need to sort together ...
The future of health & care and the unique role of social enterprise 1. Strategic drivers: Demand: • An ageing population – ‘living longer, but not healthier’ • Rising incidence of long-term conditions • Effective earlier prevention– alcohol, exercise, obesity, mental wellbeing - general population - social exclusion & high users • Increasing expectations of services – quality, choice & control, personalisation, co-production, integration • Commissioning for outcomes, not inputs
The future of health & care and the unique role of social enterprise 1.Strategic drivers: Supply-side: • Variations in access & practice • Failure to roll-out proven innovation • Constrained & costly workforce • Excess & costly institutional capacity • Efficiency - stepped changes essential = £15bn-£20bn
The future of health & care and the unique role of social enterprise 1. Strategic drivers: Resources – ‘tight & tightening’ • The economy • Efficiency challenge in health care £15bn-£20bn (demand, medical inflation, staffing costs) • Funding pressures on partners – local authorities • Voluntary sector • Individuals & families Must get best value & social return
The future of health & care and the unique role of social enterprise 2. Policy & commitments: Framework: • The Health & Social Care Bill is now an Act • 2012/13 is a transitional year – to build capacity, capability & momentum • Much of the implementation also depends on secondary legislation - procurement • April 2013 - NHS CB, CCGs & Monitor • Managed regulated markets – fair & transparent competition
The future of health & care and the unique role of social enterprise 2. Policy & commitments: Key commitments have been given about choice & competition: • No decision about me without me – commitment to patient choice & control • Competition as a means, not an end – as a tool for commissioners • Competition on quality, not price • Commissioners will decide when, where, how & if to use competition • Continuity of key services is protected • Providers will be regulated – fairly & proportionately
The future of health & care and the unique role of social enterprise2. Policy & commitments - Competition: • Commissioners decide • when, where, how & if to • use competition, based • on: • Needs & priorities • Scope for improving quality & patient feedback • Sustainability and impact on other services • Suitability, clinical risk and continuity • Scope for patient choice and control
The future of health & care and the unique role of social enterprise 2. Policy & commitments: Patient choice & control & personalisation: • We know that many patients want greater choice & control over their health & healthcare • Clear cross-party commitment to greater patient choice & control • Choice is notjust about choice of provider – choice should include treatment, setting, lead clinicians • Guiding principle - No decision about me without me • Clear link to greater personalisation • Broader canvas of transparent quality, shared decision-making, personal budgets & direct payment
The future of health & care and the unique role of social enterprise 2. Policy & commitments: Integration • Presumption in favour of integration around the needs of individuals • Can be commissioner-led (e.g. prime contractor) or provider-led structural or virtual • Key enablers: > Needs assessment > Incentives > Tariffs & currencies > Procurement & contracting > Licensing > Individual care plans & co-production > Information & navigation
The future of health & care and the unique role of social enterprise 2. Policy & commitments: Integration - Contribution of SEs? • Informing needs assessment & commissioning • As collaborative providers under AQP • In new partnerships supporting new models • As sub-contractors within prime contractor arrangements
The future of health & care and the unique role of social enterprise 2. Policy & commitments: Commitment to: • Diversity of provision • A fair playing field – review • Simplifying procurement & contracts • Supporting ‘spin-outs’ – R2R & R2R • Building capability • Access to investment – SEIF • Social value & SROI
The future of health & care and the unique role of social enterprise 3. The unique contribution of social enterprises: • Inclusion – SEs can reach-out much more effectively • Catalysing improvements in quality • Innovation – show-casing & challenging incumbents • Cost-effective ‘lean’ provision • Social return • Building social capital • Empowering staff to innovate - Right to Request/Provide • Creating new partnerships to enable integration/’joined-up services’ Plus a broader contribution to … • Reforming public services • Enabling a ‘Big Society’
Opportunities: NHS efficiency challenge Direct payments & personalised budgets Choice of AQP Social value & SROI Prime contractor & sub-contracting Commissioning & payment for outcomes New investment vehicles ‘Mutualism’ Spin-outs Threats: Funding constraints - LAs New commissioning architecture New commissioners Licensing regime Procurement practices & law Prime contractor & sub-contracting Commissioning & payment for outcomes Investment market failure ‘Mutualism’? TU opposition Commercial skills ‘Founder syndrome’ The future of health & care and the unique role of social enterprise 4. Opportunities & threats
The future of health & care and the unique role of social enterprise 5. What we need to sort together ... • Public & TU perceptions • The regulatory framework – licensing, procurement regulations • Commissioner understanding & attitudes (& their advisors) • Commissioning & procuring social value • Economies & efficiencies of scale • Commercial awareness & capability – ‘spin-outs’ & start-ups & partnering • Evidence base
A Care Model for the Future Geoff Walker CEO Sandwell CCT
Question & Answer Session Ceri Jones Head of Policy and Research Social Enterprise UK
Refreshments & Marketplace Please check your badge for workshop allocation Ground Floor Workshop A - Main Room Workshop B - G2 First Floor Workshop C - F1 Workshop D - F3 Workshop E - F7
Leadership Masterclass Des Benjamin CEO Simplyhealth
Leadership Live – Q&A Panel Lyn Bacon CEO, Nottingham CityCare Partnership Des Benjamin CEO, Simplyhealth Jo Pritchard Co-Director, Central Surrey Health
Summary Ceri Jones Head of Policy and Research Social Enterprise UK