JULY/AUGUST 2020 - Reducing demand by collaborating with communities

The fourth blog in a series for leaders and networks providing practical steps and resources to reduce demand by collaborating with communities.

Carol Read RN/MSc

We are coming to the end of the blog series which covered a range of topics for leaders and networks in health and social care and started in March 2020.  To date we have seen transformational change happen across the system due to the impact of managing and containing Covid-19.  There have been frustrations and difficulties leading in a pandemic as highlighted by Malby (2020) which have generated learning for the NHS.  A recent publication from the London South Bank University based on a survey with healthcare staff identified change in  '10 Leaps Forward - Innovation in a Pandemic'  Whilst it would be easy to imagine this would be related to digital transformation, the big picture outlined a mix of areas including collaboration and working together across systems. The survey showed that almost overnight, for some people, the NHS turned into a high performing health system. NHS transformation boards have been working for years to lead the NHS into New Models of Care that mimic those that are already bread and butter in high performing health systems around the world – Intermountain, Nuka, Jonkoping, Buurtzorg – places that have been visited by countless NHS staff, and that have mentored, coached and supervised the NHS over many years. Yet within all the things staff wanted to keep, were all the key conditions of these very effective health systems. 

This lines up well with the content for July as the healthcare system resets and looks at ways to reduce demand by collaborating with communities.  We look at how Buurtzorg has been applied throughout the healthcare system drawing on Malby (2020), Guys and St Thomas and within Scotland, each example shows how collaborating with communities adds value and reduces demand.   

The Kings Fund in their recent report highlights five prorities going forward -

1. A step change on inequalities and population health
2. Lasting reform for social care
3. Putting the workforce centre stage
4. Embedding and accelerating digital change
5. Reshaping the relationship between communities and public services

There is a great opportunity to use this time to reset against the points outlined in the report for communities and networks.  To that end a range of resources are shared on co-production below these show good practice and unusual applications that can work.

Lastly, a personal perspective from Paul Taylor sums up the patient experience during Covid-19 and raises a number of excellent learning points on what the reset of services should or could look like by focusing on local needs and support.  As network leaders you can move forward using these resources to reset your own services and community care.  Our final blog will capture further learning and resources linked to requirements for the new normal and how you can lead through these unusual times.

    

Intelligence

Co-production resources

The road to renewal: Five priorities for health and care 

Implementation of a neighbourhood care model in a Scottish integrated context - views from patients

The People's Academy Manifesto 

Blogs

Leading through the pandemic

How can we move from demand led service in the new normal 

Case studies 

Co-production video

Co-production in social care: What is it and how to do it 

Case study - Guys and St Thomas's Foundation Trust