The Lancashire and South Cumbria Integrated Care System (ICS) has set out a vision to deliver improvements across its footprint with the clear aim to reduce variation, improve quality, and create sustainable services. It covers a large geographical area featuring four acute trusts (made up of ten hospitals), a large mental health and community trust and eight CCGs.
The L&SC region is beset by pockets of significant public health issues. Much of this can be attributed to avoidable long-term health conditions brought about by high smoking prevalence, alcohol intake and poor lifestyle and diet choices. However, figures also highlight other issues such as poor cancer survivorship and health problems in children.
In 2016 it was calculated that without action existing gaps in funding will worsen significantly and reach £572m by 2020/21. The Carter Review and RightCare Commissioning for Value reports identified £294m worth of potential efficiencies around the same time.
In response to the challenge, L&SC ICS designed a Strategic Framework with 12 refreshed programme areas within three overarching categories: Strategic Portfolios; Clinical Change Portfolios; or Enabling Portfolios. Within the Clinical Change Portfolio, six priority workstreams were included within the Acute & Specialised Programme.
The six workstreams were Stroke, Urology, Vascular, Head and Neck, Diagnostics and Paediatric HDU. They were at various stages of maturity and the evidence underpinning their selection as priorities was inconsistent.
We were commissioned to develop a Clinical Redesign Approach to define a consistent methodology for the six workstreams that would lead to an objectively co-designed set of deliverables in each case and a clear governance process for project leads to follow.
Each of the six workstreams had a project lead in place with a programme management team overseeing their activities. The TU spent time with each of these leads to get an informed view of why each workstream had been selected as a priority; what progress had been made; whether the workstream was being clinically led; what governance process they were following; what timeline they were working to. This information was used to design a bespoke methodology for the Acute & Specialised Programme that would ensure consistency and transparency across the workstreams – leaving them less open to challenge at the point of implementation.
The TU delivered a Clinical Redesign Approach on time and within budget. This provided L&SC ICS with a methodology for implementing their portfolio of work that suited their existing framework. The key features of the paper included:
On review L&SC accepted the approach described not just for their Acute & Specialised Programme but for all of their Clinical Change Portfolio.
‘Working with the TU provided access for us to a range of skills and views that allowed us to work in partnership to shape and deliver a necessary business process to help govern and coordinate our work. TU colleagues were receptive to our feedback and queries and open to debate and challenge in order to ensure the work outputs fully met our needs. Work was delivered on time and regular updates on progress were provided. I would not hesitate to access their skills and resources again.’
Talib Yaseen O.B.E, Director of Transformation, Healthier Lancashire and South Cumbria
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