Collaborative Thinking & Community Engagement

Collaborative thinking & community engagement

Horsham & Mid Sussex CCG Crawley CCG Dr Minesh Patel

Horsham & Mid Sussex CCG and Crawley CCG are moving towards a more Wellbeing orientated approach to care. Their overall goals are around improving outcomes for people with Long Term Conditions, reducing years of life loss, improving experience and reducing handoffs of care and admissions.

“We spent the As their long-term plans take shape, two of the projects have the potential summer touring our to align with a Multi-specialty Community Provider (MCP) model of care communities talking as described in the Five Year Forward View (5YFV). to patients, health professionals, The first project centers on the ‘5 Communities Plan’ involving five local volunteers, carers, communities across the two CCGs. This project set out a range of services families, young and functions needed in the community, ranging across health, social care people, older and wellbeing. Taking a town level planning approach, a comprehensive people - and delivery plan was created that describes the infrastructure needed in each everyone in town to deliver these services and functions. between - about the future of our local In order to identify the appropriate model of care, the Commissioning NHS.” Groups initiated a widespread communication program. For example in East Grinstead, the CCGs began by looking at how they worked together with GP practices. Through local engagement with their Community of pro tion vid ia er c o provider, Mental Health provider and a small niche Foundation Trust, o r s g s a a n

l i s a

t which previously provided a number of services, they have been looking at

o i

a s n napo how a community of services, for their population, based on population

Established by NAPC needs can be delivered.

In looking at how new models of care can be developed at a town level, the CCGs observed that progress is only made where there are local driving leaders and sufficient external drivers to act as a catalyst.

“Initially, there was In Horsham and Burgess Hill progress has a two steps forwards and one no conscious effort step back approach as they each address the major challenges of to create a Multi- extremely large housing developments taking place, with 10,000-15,000 specialty houses being built in each town. Community The CCGs conducted wide-ranging public engagement around planning, Provider. Simply speaking to more than 300 people and answering more than 100 through strong questions on the draft 5 Communities Plan on anything from patient communication transport to health and social care services working closer together. Each with each other town ran public engagement sessions, some large, some more discrete, and the public 1,750 flyers were handed out to promote the conversations and teams around our 5 were posted in shopping centers to talk to people. Communities Plan, we are starting to In response to public feedback the CCGs are recruiting community and see the potential of voluntary representatives to join five local working groups focusing on the an MCP model for plans, to the roots of each community – urban or rural – across the area. two projects.” They have already begun work on some of the issues raised, including patient transport and joint and bone services (MSK).

Our other project, which may be described as an MCP, considers planning for Long Term Conditions. Aligned with their 5 Communities Plan, the two CCGs have been looking to develop a Community ICRRD hub (integrated cardio, respiratory, renal, diabetes service). The proposition is to bring specialists into a more networked or federalised model of primary and community services. Rather than using the traditional method of referrals and letters, this model would allow the specialists to work both alongside and virtually with their Community Nurse Specialists and Practice Nurse Specialists. Thus bringing them all into a system of care for people with those conditions, inclusive of the frail and elderly.

Who is involved West Sussex County Council is inherently involved in their planning around long-term conditions and community integrated themes. The CCGs have engaged with all three of their acute trusts, one community provider and one mental health provider and have long term relationships with many patient groups. Historically there is a pooled budget with the County Council where a lot of work with both the District and Borough Council focused on infrastructure continues.

Both CCGs are working with the Local Authority on empowering people to self-support and create better patient outcomes within a sustainable system. Together they are developing a menu of Health and Care services so that people can eventually hold their own medical records and use their own budget to call off the range of services that are right for them.

“There are some They describe their engagement with the third sector as being more recent really interesting and very positive. Over the last two years, they have been working joint opportunities together with organisations such as Red Cross and Age UK around social around estates and prescribing, and enabling asset based programmes such as using HWB co-locating services hubs as sites for people to develop their own support systems and help that we are keen others. not to miss right from the outset.” What does success look like? If we look at the underlying motivation for empowering people to improve outcomes, there is the evidence that this results in:

• More valuable specific disease metrics • Better wellness metrics • Better mental health outcomes • Patients & carers feel supported and have a better experience. • Pure absolute admissions are reduced • A reduction of over-65 admissions per 100,000 population

of pro tion vid ia er c o Lettsom House o r s g s a a n

l i s a 11 Chandos Street a

o i

a s n napo London W1G 9DP Established by NAPC www.napc.co.uk

Please contact NAPC for further information: T: 020 7636 7228 E: [email protected] Follow us on twitter @NAPC_NHS and share this article