Simon Ketteridge, Director of Business Growth & Strategy ... folder/NFA... · the market’ Devolution New CCG ratings system Identified areas of overspend and poor performance ...

How can we speak a different language?

Simon Ketteridge, Director of Business Growth &

Strategy

Sally Nicholson, Head of Health & Care

National Federation of ALMOs Conference 2016

@RiversideUK

#HealthAndHousing

Who are Riverside?

National housing association with over 80,000 social

and shared ownership tenants; managing social rented,

supported, retirement living & extra care.

Riverside Care and Support is our specialist support division, providing 337

accommodation-based, floating support and outreach services across 70 local authorities,

and managing approximately 9,559 tenancies.

Our Health and Care work

Health funding vs. health spending over the next 10 years

“The NHS needs to adapt to take advantage of the opportunities and innovate, harnessing all that science and technology has to offer.” - Simon Stevens NHS England Chief Executive –

Five year Forward View (2014)

The predicted NHS funding gap

The King’s Fund ‘Alternative Guide to the new NHS in England’ (2013)

The Five Year Forward View and new models of care

NHSE Five year forward View (5YFV) – A key strategic driver of change – NHS England response to

increased demand and constraints on supply.

Vanguard sites and healthy new towns

The factors driving NHS commissioning

7

Commissioning decisions

Pressure to introduce new models of care

Changing demographics, most notably

an ageing population

An increasing need to ‘test the market’

Devolution

New CCG ratings system

Identified areas of overspend

and poor performance

Data and outcomes

Where is the ‘new money’?

Sustainability and Transformation Plans (STPs)

• The 2016/2017 NHS Shared Planning Guidance asked every local health and care system in England to come together to create their own ambitious local plan for accelerating the implementation of the Five Year Forward View (5YFV).

• These blueprints, called Sustainability and Transformation Plans (STPs), will be place-based, multi-year plans built around the needs of local populations.

• See your handouts for STP leaders in your local area.

Where can ALMOs intervene?

ALMOs are ideally placed to stop ‘second tier’ individuals moving into the ‘top tier’

Integration

PREVENTION PLANNED CARE

URGENT CARE SELF CARE

An innovative and proactive voluntary sector

supporting integrated health and care

Prevention pathways that enable

people to remain independent

and at home

Fully integrated health and care services

with a focus on admissions prevention and

rapid discharge

Long term conditions

proactively managed

Effective

general

health care

People effectively looking after themselves and their families

Effective early supported

discharge

and Patient flows

A resilient integrated system

providing urgent care and support

INTEGRATION

What would integrated health and social care look like?

Worked Example – Riverside’s health prescribing model in

partnership with Liverpool CCG • Saved Liverpool CCG an

estimated £154,093 in

ambulance call out costs

• Saved Liverpool CCG an

estimated £80,847 in A & E

attendances

• Reducing ambulance response

times (an NHS performance

measure)

• Reducing delayed transfers of

care (an NHS performance

measure) because homes are

more suitably adapted for

hospital discharge

Worked Example – Health and Wellbeing

Riverside’s The Beacon, Catterick

• Designated Health and

Wellbeing worker

• Aims to tackle physical and

psychological conditions that

veterans typically experience

• Customers report a 50% uplift in

overall wellbeing levels when

being supported by community

health worker.

Worked Example – Extra Life and Wellbeing Clinic

Riverside’s STAGES Academy, Middlesbrough

To date:

• 60 Health Checks have taken place.

• 20 Nurse Practitioner appointments.

• 26 Healthy Heart Checks & Mini

Check appointments.

• Reduction in customers going to A&E.

Potential barriers preventing ALMOs accessing the

healthcare market

NHS Frequent

reorganisation and leadership

turnover

Clinically focussed on

data and outcomes

Political interference

with centralised

control

Changing complex policy

context Clinically dominance with hierarchical sub

cultures

Short term planning not

suited to housing benefit

realisation

Funding crisis

Improving working relationships and

communication with your local health

stakeholders

Up to date knowledge of

the NHS structure and policy context

Worked examples of providing effective

health and care interventions

Robust data collection and

evaluation

Readiness to take risks in the

healthcare market

Factors critical to success for ALMOs

Thank you and good luck!

@RiversideUK

#HealthAndHousing