1. All-Party Parliamentary Health Group – Case Study from Solihull Care Economy (ICASS)
Tuesday 15th November 2016

2. ICASS aims & objectives
Over the next five years, we’ll make the kind of changes that will really make a difference to people living in Solihull:
We will support you and your family so that you are better able to look after yourselves
We will work with you to make sure you’re getting the right care and support
We will provide you with care where it’s best for you
We will reduce the number of people who end up in hospital unnecessarily, or find themselves in a home for long-term care

3. A supplier perspective
Andrew Young

4. Background
Supported a Population Health Management company to identify opportunities for integrating care across the NHS and Social Care. Contract came to an end in January 2016.
Met with ICASS Board to agree a pilot across Solihull Health and Social Care Economy
Confirmed a project working with Integrated Community Team and Discharge to Assess Team
Memorandum of Understanding signed with system leaders in June 2015 to deliver a pilot

5. Successes
Good relationships built across the various stakeholders at a system leadership level
Consistent involvement of front line staff in developing statement of works
Focus on business and clinical issues not technical specifications
Part of Solihull’s bid to win Vanguard status for Urgent and Emergency Care

6. Failures (up to January 2016)
Difficulty in gaining access to data in a key system
Information Governance issues were on-going
Could have been more emphasis placed on outcomes
Lines of accountability across stakeholders blurred at times
Not easy to maintain senior level commitment to the pilot

7. Lessons Learnt Data – needs to be made available
Budgets – helpful if they are jointly agreed
Workforce – must be kept involved at all levels
Governance – should have clear lines of accountability
Return on Investment – be clear what outcomes are expected

8. An acute hospital perspective
Prof Matthew Cooke

9. Background Increasing demand; people living longer with more illnesses
“Congested” hospitals
People deteriorating whilst waiting in hospital
Isolated improvement projects not achieving change required in outcome or scale
Moving the problem around the system not solving it
Local history of collaboration

10. Successes Staff working together at patient level
Understanding the local population rather than “patients”
Population health not illness
Earlier discharge
Whole system solutions focussing on people
Moving care closer to home

11. Failures Fit with other national initiatives, priorities & systems
Financial systems limiting creativity
Process change faster than cultural change
Creating cross professional working of individuals
Radical long term solutions
Not sufficiently resilient to withstand organisational change

12. Lessons Learnt Focus on delivery, ensure governance
Focus on individuals not organisations
Delivering at pace but with sustainable solutions
Trust and allegiances of senior leaders are essential
Local people at the heart of decision making

13. A social care perspetive
Ian James

14. Background
Demography, Austerity, Local Government and Local Communities
Staff across Health and Care working their socks off in a failing system
Empowerment v. Paternalism
Local Political Leadership key to achieving Health Transformation

15. Successes Alignment of Political, Professional and People Aspirations
Health and Care as part of a wider People and Place and Public Sector Agenda
Staff Empowerment (HSJ Secondary Care Redesign Award 2014)
Low admission rates to RC and NC, reduced hospital readmissions for over 65’s

16. Failures
Lack of engagement with wider NHS commissioning and regulatory system
Governance and senior relationships not robust enough to withstand significant senior Leadership changes
Cultural and workforce changes not embedded

17. Lessons Learnt Governance v Delivery – It’s not a trade-off, it’s both
Need to deliver immediate impact but recognise sustainable change is a long-haul
Senior Leader Relationship really are Key
Politics, professionals and Local people

18. All-Party Parliamentary Health Group – Case Study from Solihull Care Economy (ICASS)
Tuesday 15th November 2016