Innovative Commissioning 06-10-16: How to put the fizz back into commissioning
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Dave Sweeney, Deputy Chief Officer, Halton CCG talks 'probatunities' at Innovative Commissioning event 6th October 2016.
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Innovative Commissioning 06-10-16: How to put the fizz back into commissioning
- 1. Probatunities The glue that binds innovation and partnership. ‘The Halton Journey’ Cliff
- 2. Cliff
- 3. Chief Officer or Positive Deviant • Urgent Care Centres • Well Being Practice • Primary Care Strategy • One Halton • Well North • C&M Vanguard • Healthy New Towns
- 5. Health and Social Care Pooled Budget Sue • Why pool budgets • Relationships • Value for money • Outcomes • Quality/risks • Framework for integration Sue
- 6. Common agenda – People and Community Why it works so well here… • Completely equal relationship – two-way – 3rd sector at start of the conversation • Taking seriously market making and shaping. • Using procurement rules to advantage. • Keeping in touch with budgets – but people are key. • Being creative – ideas are key. • Real people who want change and know how to make it happen. Cath • Creating • Innovating • Trying • Failing • Having fun
- 7. Widnes Vikings and Halton CCG • Working together to use the ‘Power of Sport’ to tackle health inequalities in Halton. • Key partnership principles and the impact they have on the community. • https://www.youtube.com/watch?v=wCnCZjYIKzw • Embedding the Vikings into ‘One Halton’ through the ‘First Tackle’ scheme.
- 8. “If you go the extra mile you will find the traffic less busy”
- 9. Dementors
- 10. Widnes Vikings and Halton CCG • Integrating Innovation into the System: – The ‘Game Changer’ project: The challenge to tackle childhood obesity in Halton. – ‘Stadium Hub’: Fusing Health, Education and Enterprise within the Community Anchor. – The ‘Rugby League Vanguard’: 11 Super League Clubs coming together to tackle key health agendas.
- 12. Probatunities! • Creative conversations • Joint vision • Relationships • Trust • Avoiding major structural upheaval • Identifying the fizzy people • Bending the rules • Taking a punt.
Notas do Editor
- Why pool budgets- flexibility, provision of services, place of care- not organisational boundaries Relationships- trust, honesty, open and transparent VFM- prior to pooling organisations (yes us) tend to demonstrate VFM for their own individual organisations rather than the public purse- a vicious circle of cost shunting- with no overall gain Outcomes- its only worth pooling if we truly commit to improving outcomes for individuals-the pooling of CHC AND SOCIAL CARE in particular has supported a change in culture on the frontline- by removing the barriers and supporting true holistic assessment of individuals- care needs first and foremost-with decisions on funding being secondary Quality and risks- a shared agenda as we are equal partners- we have demonstrated improvements in quality, which we couldn’t of achieved before as we are able to share the risks and fund upfront changes eg additional staffing in care homes- which previously we funded separately additional support for an individual which cost us more and didn’t improve quality Framework for integration- the journey from the initial decision to pool the budget has seen us go from strength to strength to deliver integrated services for the benefit of individuals in Halton- without pooled budgets I believe you cannot have true integration- the pain is definitely worth it/however it will only be a true success if we forget whose bit of money it is and ensure we utilise the funding to improve services and outcomes for individuals- as it is public money and as such belongs to the individuals in Halton not the organisations
- Completely equal relationship – two-way – 3rd sector at the start of the conversation I have always been delighted at the way Halton CCG and Local Authority know how we, as a large provider of services, can add to the community. But they understand the challenges we face. Taking seriously market shaping and making Dare I say it, many LA areas are ignoring this key element of the care act – it’s difficult to market shape and make when independent providers are making their own business decisions – organisations delivering care have a duty to stay sustainable so will and are making tough decisions. LA’s cannot be King Canute and stop this happening without intervening with tangible ideas Using procurement to advantage Where we can we can use these rules properly – but never forget we are tying our own hands if we treat them at face value. Halton will dig underneath the rules and then come up with a solution – e.g. block funding for St Luke’s. Keeping in touch with budgets – but people are key. Yes money is important, that’s the big picture. But in taking a purely financial decision somewhere else in the system people and communities suffer – and by the way this costs more money. So closing down a 56 bed complex dementia home, would have overloaded the Hospital and actually cost millions more £££ Not anal about the ‘market’ – competitors. I know Halton constantly ask themselves about the extent to which they are seen to be ‘favouring’ Community Integrated Care – they aren’t. It’s a relationship, we will work with Halton to accept risk. This year alone we have helped to support people leaving closing care homes, stepped in when other providers are refusing to deliver. Our relationship is two way and not adversarial. Being creative – ideas are key. Let’s look at two key things, (a) capital to carry out the refurbishment and (b) BCF for staffing funding. Real people who want change and know how to make it happen. Of course we each have operational teams who are delivering the bulk of this, but at the very highest level we speak and meet regularly – and debate how some thig can happen not whether.