SaHF DMBC Volume 1 Edition 1.1.pdf - Shaping a healthier future

Improved empowerment - specifically, 80% of those with a care plan felt that they
were appropriately involved in the care planning processes (compared to 13% of
those without a care plan), and 71% said that they had an increased feeling that
health professionals were talking to each other (compared to 45% without a care
plan). Of those with a care plan, 86% said they had a clear understanding of how
care plans worked.
The pilot also introduced appropriate integrated organisational structures and incentives to
build upon:
Effective governance structures - the pilot rapidly established workable
governance and financial arrangements
Well-aligned financial incentives - the report notes that “the financial arrangements
within the ICP had been carefully designed to create aligned incentives” and that the
“symbolism of the savings arrangements…. have been critical in overcoming initial
fears” [within acute trusts and primary care].
The report also highlighted areas which need to be improved:
Streamlining and improving governance at an integrated management board level
Improving the accountability and emphasis on quality outcomes at multi-disciplinary
group level
Placing more priority on patient involvement in the care planning process
IT infrastructure and information should be exploited further
Education has an important role in cultural change and should be a focus
Innovation funding should be used effectively and fully utilised
The ICP would benefit from further alignment, engagement and communication with
partners.
The evaluation also looked at the impact that the ICP was having on overall reduction on
care in acute settings. The evaluation reflected the analysis undertaken internally and
mirrored national and international evidence in recognising most significantly that any
sustainable impacts integrated care will achieve need to be measured over a three to five
year period and need to encompass the range of initiatives contributing to improved
integration of care.
These findings and other emergent priorities have been developed through engagement with
the CCG Chairs, the IMB, and the wider Health and Social care community of
commissioners and providers all of whom will ultimately govern the approach to developing
the ICP further. Three umbrella priorities emerge and are integral to the development of the
INWL ICP in 2013/14:
Development and embedding a locally led and accountable ICP governance
structure which facilitates a more business as usual approach to the pilot, and
allows the ICP to support each CCG‟s Out of Hospital Strategy more proactively
Building on the current integrated platform to further embed and develop the
potential of the Multidisciplinary Groups
Supporting the transition to the next phase of integration: the whole systems focus.
Outer North West London: achievements in 2012/13
For the Outer NW London ICP, the primary achievement of 2012/13 was the mobilisation of
the pilot. The process of implementing the ICP commenced in April 2012, and the model of
8e. Delivering out of hospital care 263