YOUR ACTIONS SHOULD BE GOVERNED BY THE FOLLOWING:-
- Disease management & population health, preventive is the key focus for the NHS
- Competition has gone – collaboration key focus
- One size does not fit all – agility to meet each ICS population needs to strengthen value proposition
- Clinicians (through Clinical networks) will still be at the forefront to drive innovation through the ICSs
- Backlog bonus – £20 million catch up bonus is on offer for ICSs and that can achieve pre-covid activity levels – incentive to innovate!
- Cost is not the focus – streamlining pathways, reducing workforce pressures, improving outcomes will drive adoption. Cost effectiveness still needs to be demonstrated but no longer a strong barrier
- easier to facilitate meetings though potentially less networking opportunities but faster response with access / less travel
Simon Stevens (CEO NHS) developed the 5 year forward view – coming into play now.
Integrated Care Partnerships (ICP) – engine room of change
Timelines – Queens speech on Tuesday outlined ICS will be statutory from April 2022 – some are well established but many are still struggling so there’s some disparity with implementation
CCG (currently budget holders) cease to exit from October 2021 – move into ICS framework
- Neighbourhood (Primary Care Networks) 30-50k populations
- Place (ICP) local authority footprint, connecting PCNs to broader services – 250-500k populations
- Systems – reducing bureaucracy / joined up care – 1-3M populations
There will be 42 ICS created across England (merged from 135 CCG groups)
What is an Health & Care Partnership? – Recent legislation created a 2nd higher level board called Health & Care Partnership to bring together wider set of ‘system’ partners
How do we plan? What’s changed?
- Moving away from a competitive environment, not so focused on revenue generating or capturing patients – more collaborative approach to population healthcare
- Focus on how care is delivered in the NHS
- One size fits all will not work – agile, flexible to meet different regions needs
- Targeted approach will be key to success
- Understanding what are each systems priorities to match and have meaningful conversations – appreciate the variations across different ICPs
- Workforce is the greatest commodity for the NHS – streamlining services key and innovation embraced
- Virtual meetings will become the ‘norm’
Who / what do you need to influence?
- Power of one Trust, one CCG – that’s gone.
- Interested in pathways, holistic views vs. singular product impact
- Agreement needs to be across the whole collaborative ICS
- Therapy areas – Cancer Alliances will sit within but independent
- Clinical advocates are always at the start of driving the need
- Clinical networks – ICS will take their lead in long term plan to identify areas for change. Focus on ‘clinical innovators’
- Building value proposition – competition has gone, collaboration a lot more players in town.
- Focus on ‘pathway’ – how much resource, Length of stay is needed
- Support pathway ‘outcome’ – solution / outcome vs. cost
- Funding – block contracts
- System of blended payments will be implemented – shared risk incentives
- Support from Industry to address the digital health agenda – self management, look at workforce challenges
- Cost is not the key driver – however need to justify cost effectiveness and outcomes – HTA (Acessa ?)
- BACKLOG: 20 million catch up bonus if they can get back to activity levels pre-Covid.
- Key focus on driving down backlog – estimated to take 10 years to catch up
- ‘You can’t solve a problem by throwing money at it’ – innovation is key!
- There will be a period of adjustment and power struggles as all having to work together within regions.
- Change cultural behaviours / ways of working
- Don’t assume that everyone in the NHS understand all the changes – appreciate sales reps informing, educating and providing connections to be the conduit to navigate the processes