catherine wilton c4cc deputy director. a partnership of organisations across health and social care,...
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Catherine WiltonC4CC Deputy Director
• A partnership of organisations across health and social care, community and voluntary sector
• Hosted by NHS England
• Our origins are in the Year of Care for Diabetes, initiated by the last Labour government, and Nesta’s People Powered Health
• Launched in November 2014 with about 20 partners
• Now have 47 partners, 1800 members, 29 copreoduction group members and a ‘hub’ team of 6 WTE staff
About C4CC – who are we?
Biggest health challenges, and areas of spend, are around managing long-term conditionsAround 15m peopleAbout 70% of NHS budget
So… an opportunity for new ideas and different ways of working…
Social model of disabilityCo-productionA key focus on building communuity capacityPersonalisation/ self-directed supportA greater focus on supporting self-management
Why we need C4CC
Our vision for the future
We want to see a better deal for people with long-term conditions through:
• Better conversations between people and the professionals who support them
• Growing and nurturing strong communities and social support which are vital for wellbeing
• Co-production being embedded at every level within the NHS – a truly people-powered system
• Direct support to pioneering programmes e.g. IPC, the Vanguards
• Advice to places wanting to make change – where there is mutual benefit
• Regional work to spread the word and spread good practice – like this; more to follow
• Specific work – e.g. a regional leadership programme
• Connecting people and initiatives – encouraging partnership, helping to align agendas of our partners, creating a movement through mass membership
Supporting people and practice
Creating the conditions
• Workforce development – bringing partners together to think about role of workforce, training needs et around person-centred care, community capacity bulding, co-production and commissioning
• Providing powerful evidence – bringing together, influencing research, promoting, building stories or what’s possible
• Identifying and pulling system levers to drive positive change in practice – national incentives, targets, barriers.
How you can get involved
For deep, large-scale, sustainable change to happen we need to creative a collective, powerful movement.
Join us by visiting our website at:
www.coalitionforcollaborativecare.org.uk
Share your stories with us
Engage with our partners at a regional and local level
Help us spread the word
November 2015
Integrated Personal Commissioning
Integration – people not organisations
• People themselves have the biggest interest in getting things right• Too often fail to harness energy, expertise and motivation of individuals, networks and
communities to address our greatest challenges.• Evidence shows that with the right support, people themselves are the best integrators
of care*• Integration for complex needs cannot succeed without personalisation
*Forder et al (2012) Evaluation of Personal Health Budget Pilot Programme, University of Kent. Showed significantly improved quality of life for individuals and carers, benefits higher for more complex needs, more flexible services & reduced hospital admissions
Policy context
“There is broad consensus on what the future needs to be. It is a future that empowers patients to take much more control over their own care and treatment. It is a future that dissolves the classic divide, set almost in stone since 1948, between family doctors and hospitals, between physical and mental health, between health and social care, between prevention and treatment.”
Five Year Forward View, 2014
Who is IPC for?• Children and young people with complex needs, including those eligible for
education, health and care plans.• People with multiple long-term conditions, particularly older people with frailty.• People with learning disabilities with high support needs, including those who
are in institutional settings or at risk of being placed in these settings.• People with significant mental health needs, such as those eligible for the Care
Programme Approach or those who use high levels of unplanned care.
Aims of the programme • Better quality of life for people with complex needs and their carers through
greater involvement in their care, and being able to design support around their needs and circumstances.
• Prevention of crises that lead to unplanned hospital and institutional care by keeping them well and supporting self-management – better outcomes and better use of resources
• A better experience and higher quality of care, through more integrated services and supports.
The individual experience
A proactive approach to
improving your experience of care
and preventing crises
A different conversation with the people involved
in your care focussed on what’s
important to you
A shift in control over the resources available to you, your carers and
family
A community and peer focus to build your knowledge, confidence, and
connections
A wider range of care and support options tailored to
your needs and preferences
What might good look like?
What might good look like?
Think Local Act Personal Care and Support planning tool
http://www.thinklocalactpersonal.org.uk/personalised-care-and-support-planning-tool/
• Barnsley• Cheshire W & Chester• Luton• Hampshire• Portsmouth• South West• Stockton-on-Tees• Tower Hamlets• Lincolnshire
Lincolnshire
The IPC sites
Focus of the demonstrator sitesBarnsley People with complex diabetesCheshire West & Chester
Children & adults with learning disabilities
Hampshire Children & adults with learning disabilitiesLuton People with dementiaPortsmouth Older people with multiple long term conditionsSouth West All three groups identified in the prospectusStockton People with long term conditions Tower Hamlets People with significant mental health & social care needs
Children with complex needsLincolnshire People with dementia, then people with learning disabilities
Questions being considered How do we build a person-
centred care model at scale and what does it look like?
How do we agree and deliver a joined up approach to personal
budgets across health and social care ?
How do we lead this change to genuinely shift the relationship between people and services?
How do we change commissioning and funding
flows to enable real choice and control?
And… how do we know we are achieving this change?
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What you will see• Standard ‘replicable’ models on key components of Integrated Personal Commissioning • Broader expertise on the active ingredients necessary for local and national success• Evidence of impact through a robust national evaluation• A cohort of leaders from across the system who can share and influence• Stories that clearly show the benefits and what can be achieved told by people and the
professionals that support them• Clearly identified policy and legislative issues being addressed• A delivery programme to support roll-out
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‘We stand on the cusp of a revolution in the role that patients – and also communities – will play in their own health and care. Harnessing…this renewable energy is potentially the make it or break-it difference between the NHS being sustainable or not.’
Simon Stevens
