chieved real outcomes for residents and significant progress for partnership delivery, and that we have been able to understand what works and what we could do differently, looking to target strengths to where they can have the most impact by formalising ways of working.
The Executive were asked to consider the benefits of working differently, for organisations, individuals and communities, and what stops us operating like this every day, at a local and system level.
Key learning from year one has been that:
· Multi-disciplinary teams can enhance and accelerate joint working, shared intelligence and system learning;
· Physically bringing people together is the only way to overcome entrenched cultural differences, trust and data sharing challenges quickly;
· Digital enhancement is essential; and
· Coordination and shared intelligence function needed to build system view.
Strengths from the work have been that we have a track record of moving from strategy, to agreement and implementation; focussed programme and scale to allow pace and agility; and have shown real benefits for local residents, by being able to access better, more joined-up services.
Limitations were noted as needing to have better engagement with the public and accountability, having ability to measure impact of activity, and be in a good position to increase scale and influence
Looking forward to the next year of the programme, the findings of the evaluation propose that activity to be centred on:
• A true test of colocation
• Development of work with primary care at scale
• Community resilience
• Supporting system transformation, including Integrated Community Wellbeing Service, and Our Health, Our Care Programme
Also including enabling activity, such as workforce development, digital opportunities and building on connectivity established in year one.
Comments from the Executive on the findings and proposals included:
· Year one has tested principles of public service reform, which now need to develop to support real system change, complimenting larger spatial areas;
· Collocation focus to consider increasing support across a wider area and build on year one;
· A place based structure is welcome and fits with a number of organisational strategies;
· Resources needed to build at scale need to be sustainable;
· Evidence found in year one is useful to support wider programme transformation;
· Consideration of hospital services in communities and how this can be built into case management e.g. mental health
· How we increase case finding to support at earlier points needs to be flexible, and have the ability to scale up;
· Opportunity to testbed some activity for wider programmes in the Chorley partnership;
· Opportunity to link with other local testbeds e.g. South Ribble Pilot/Preston Panel;
· Value of activity needs to be clear, showing clarity of costs of work against the savings to be gained;
· Involvement of third sector is key, in particular on optimising health provision
The Executive approved the findings from the Year One evaluation, and recommendations which were to:
1. Establish a collocated Integrated Action Team as a joint response team to target vulnerable and high risk individuals to reduce duplication and demand for emergency and acute services
2. Develop a primary care community hub function to take a proactive approach to GP frequent flyers, bringing together non clinical support services with a primary care focus, extending GP collaboration across 4 practices and 42,000 population, with a view to future models.
3. Continue to progress activity to strengthen the resilience of communities through the development of asset and community based solutions to priority issues and increasing connectivity between teams, services, residents and businesses.
4. Establish the wellbeing workforce by developing shared and joint organisational development priorities. This could include:
· Rolling out ‘Making Every Contact Count’ training to all frontline staff
· Delivering a joint management development programme for ‘emerging leaders’ of public services in Chorley
· Undertake a study of key public service behaviours and community interaction
5. Collectively support and influence change at a system level by providing test beds for activity and using our learning and insight to lobby system wide transformation programmes.
Implementation Group to develop proposals on workstreams and present this back to the Executive in November, utilising TCA funding to fast track relevant activity in line with funding objectives.
Executive members to communicate support for evaluation findings and recommendations back to respective members of Implementation Group and facilitate mobilisation of resources to deliver year 2.