Family Values

The world we’re in

The case for reform in the health service is well known:

  • £30bn funding gap to fill by 20/21 which = an average of £85m for each CCG
  • Rising demand from an ageing and growing population
  • Strong political pressure, including No10 and the Treasury
  • A rigorous new performance regime for CCGs
  • Sustainability and Transformation planning linked to conditional funding

By 2020/21 the local NHS will need to find £18bn in savings to ensure financial sustainability. That means an average of £85m for each health economy. Social care budgets remain under pressure.

This leads to 5 big questions:

  • How will you answer the £85m savings challenge, whilst delivering better outcomes?
  • Do you know where the big opportunities for savings are?
  • What is your plan to deliver better outcomes and your savings?
  • How can you ensure a positive rating from NHS England when you are assessed in 2016/17 and the assessments are publicly reported in April 2017?
  • How will you work with your acute and local authority to address sustainability across the whole health and care economy?

How we see it

“The Five Year Forward View is about creating a radically new preventative, personalised and affordable health and care system. Local areas risk taking the wrong path if they focus on structures without a sharp focus on spend, prevention and personalisation.” – Kieran Brett, Director

Health economies need to deliver great integrated care models that help people to have much better health outcomes and at much lower cost.

However, integration fails as much as it succeeds. Done well, integration can deliver incredible results. Done badly, it leads to (dis)integration.

In our experience:

  • There is limited emphasis on understanding and planning capacity, especially where new services are needed.
  • Integration is first and foremost about people. Need to invest a lot of time up-front (and throughout) to get relationships, engagement and buy-in right.
  • Local partners need to be heavily involved in the co-design rather than just consulted.

How we help health clients

Bending the Curve is iMPOWER’s model to help organisations to avoid the perils of integration and secure great results for people in their communities.

The approach draws heavily on the work that iMPOWER’s Director of Health, Kieran Brett, led in partnership with Age UK in his previous role as a Partner at Improving Care. The model was developed in Cornwall with Kernow CCG and Newquay GP practice. It is rooted in international best ­practice from large ­scale systems which have delivered impressive improvements in outcomes and cost savings:

  • 30% reduction in non­elective admission cost
  • 40% drop in acute admissions for long term conditions
  • 23% improvement in peoples self-reported wellbeing
  • 87% of practitioners say integration is working very well and their work is meaningful

In 2013, it won the HSJ Award for the Management of Long term Conditions (under the banner of Kernowm CCG) and attracted significant Ministerial and Media attention.

Our approach

Our preferred approach is to develop strategic long-term partnerships to support our clients to really deliver better health outcomes and big savings.

We work with STPs, CCGs, vanguards and councils to design and deliver new models of care. This includes:

  • Diagnosis, modelling and analysis
  • Service co-design
  • Service co-build
  • Service operation support and performance management

We work closely with our colleagues in adult social care and children’s transformation to deliver integrated models of care. We also work with local government advisory to support health and care strategies and budget setting.

Get in touch

For further information on our work in health, please contact Kieran Brett at kbrett@impower.co.uk