October 3, 2019

Delivering Integrated Care: The ‘What’ and the ‘How’ In Partnership with Sir David Dalton

Date: Thursday 12th September 2019
Venue: Warrington Village Hotel

On Thursday 12th September, Practicus ran a roundtable for CEOs, Accountable Officers and Programme Directors in the North West focused on the challenges of delivering sustainable integrated care. The event was well attended and led by Sir David Dalton, who gave a short presentation of his own experience ahead of chairing the discussion.

INTRODUCTION

Sir David has been an NHS Chief Executive for 25 years and is well known for his time serving at Salford Royal – a CQC ‘outstanding’ Trust and an accredited Global Digital Exemplar. He was involved in the creation of the Northern Care Alliance (NCA) and became its first leader. Hospitals within the NCA, particularly Salford Royal and Rochdale Infirmary, are recognised as having some of the most developed integrated care systems in the country.

Though recently retired, Sir David still invests his considerable passion and energy into the NHS he loves. Not long ago, he was involved in developing new Local Care Organisations – comprising integrated care services across 5 localities. These are ambitious undertakings, hoping to achieve the triple goal of improved health outcomes, better user experience and low cost.

A VIEW FROM SALFORD AND ROCHDALE

Sir David began with a quick overview of the successes at Salford and Rochdale and how more integrated care systems were progressively introduced.

Since 2015/16 new models of care have been presented with the following impact:

David addressed the room:

You will know the objectives that you are wanting to pursue in your systems and the issues that your wanting to give attention to. I am going to ask you to consider the extent to which you are very clear on your design objectives. Perhaps you are just taking the requirements of the long-term plan rather than working with your partners and communities to create something which suits your own local place-based needs? Do you find a template approach helpful or do you as leaders in health and care systems prefer to find your own solutions”

The main design objectives mentioned included:

RESPONSE FROM THE ROOM

DESIGN OBJECTIVES

GOVERNANCE AND LEADERSHIP CHALLENGES

“Can you identify what you are finding is starting to work? What might work in one locality might not work in another, so is there anything you are doing differently which is gaining traction and impact?”

David interjected, “I think the summary is that we recognise we need a framework, but we need also to be able to determine what is needed locally. How are you getting organisations to commit collectively to change?”

MONEY AND THE COST FOR CHANGE

“Are we managing the cost of change by making sure organisations are using services in a cost-effective way? Are there still lessons we can learn?”

TENSIONS WITHIN INTEGRATED CARE SYSTEMS

“Are you experiencing tensions and power and decision-making responsibility shifts within Integrated Care Systems?”

ORGANISATIONAL DEVELOPMENT ISSUES

“What are we doing about investing in our people, particularly those who are inside the organisation, rather than at the top of it? What are your views about the OD issues associated with this major transformation change?”

CONCLUSION

David finished the discussion with ways staff at Salford were helping integration across different sectors.

Thank you to everyone that attended this roundtable discussion. If you would like more details, including an anonymised transcript, please contact emma.whiteley@practicus.com

About Practicus

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