Agenda item

Year 1 Programme Update and headline findings


Vicky Willett provided an update on work progressed this year through the Implementation Group and task group.  This was acknowledged as a busy and extensive phase of delivery, based on the principles of the strategy agreed last year.


The update presented headline findings and identified key themes to indicate the direction of the full evaluation and prepare the Executive for some of the decisions that will need to be made in when the full evaluation is presented in September.


Key themes included early intervention and prevention, colocation, data and intelligence and organisational culture and workforce, as those present across all reform programmes at both a system and local level.


Delivery of work through the partnership has enabled us to test principles and concepts and apply them in a local context to support rapid development. 


This has included three areas of focus:

Place based service integration - how do we work differently in a place, based on local intelligence? This has been supported by delivering events in the community including a public awareness event, and service collaboration hub in Chorley East, supported by a well-represented cross sector Task Group.

Outcomes from this include understanding what we need to know to support joint delivery, how we can develop frontline services to support early intervention, how we can better understand communities and support cultural change in services.


Effective MDT – how do we strengthen MDT working to manage complex and difficult cases in a sustainable way?  This has been supported by delivering a testbed of primary care joint working across surgeries and partners, with a focus on vulnerability and early intervention.

Outcomes from this include better proactive management of high intensity users, testing ways of sharing information across services, reducing duplication and demand, with critical integration of the Lancashire Wellbeing Service.


Resilient communities - how do we work differently and change our relationship with communities so that they are better able to help themselves and others?  This has been supported by progressing a tender process to identify a provider, SPICE, to deliver engagement activity, assessment of community capacity and befriending services. This work is in the early stages and expected to bring outcomes which will include proposals on approaches and models to encourage and build resilience in communities.


From the learning gathered from the work so far, there are opportunities to test integrating services in a variety of settings, develop workforce, and manage and support high level users of services.


The Executive were asked for comments on the work completed so far, and overall agreed that the work fits with the wider strategies which are being developed to ensure they also fit across services and priorities. Other comments included:

·         Linking into existing structures e.g. INTs and sharing learning across teams

·         Proposals of how the learning and benefits can become sustainable, as part of the everyday approach

·         Understanding of how this links with the Integrated Wellbeing Service, as we move to Year Two of programme, testing integration further.

·         Involvement of education provider early on to understand the “worker” of the future and what skills would be required across Chorley

·         Link between next set of activity to “top down change” and how this can be flexible to respond to wider programmes, facilitated by Exec members as system leaders.

·         Consider “conical” model of what a locality looks like and how resource can be placed in the area

·         Understand when formal structure is required to support work, and when a more flexible approach can be applied, which may then inform how structures develop in future

·         Maintain activity in localities, keeping the development simple to deliver, with opportunities to influence the wider system

·         Have an awareness of estate strategies and how this will impact on front facing delivery

·         Acknowledge the ability and willingness of agencies to come together to communicate, which did not require changes to structure or major resource investment.

·         Consider wider models e.g. West Lancs, Preston East which also have multi-agency input with a focus on improving health and wellbeing

·         Have the right level of focus, not starting too large, with risk of scaling back


The Executive supported the elements of evaluation presented which is planned to include, case studies, profiles, proposed next steps, detailed findings, including how these are communicated, and also a dashboard with key data.


Action – Executive to consider the outcomes of the work so far, and consider how this needs to moved forward, and what needs to be shown in each organisation.


Action – PMO to arrange discussions across each organisation ahead of evaluation in September, to understand needs and roles in the work going forward, and ensure that all partners support the work being proposed.


Steve Winterson acknowledged that the challenge tasked to the Implementation Group by the Executive to move from planning to the delivery of activity had been met, and thanked the Executive for the support to resource involvement of staff at various phases.