Our approach to transforming care

SLIC vision and aims

We did this by:

… and all within tough financial constraints

1. Identifying and addressing care needs at an early stage

2. Joining up care around people, across providers

3. Providing care in the most appropriate setting

Our vision was to improve the way care is provided to the people of Southwark and Lambeth, supporting them to lead happier and healthier lives

SLIC – one term, two definitions

1. SLIC THE PARTNERSHIP

2. SLIC THE PROGRAMME

SLIC is a partnership of local commissioners and providers across health and social care, along with citizens, working together to improve the value of care for people in Southwark and Lambeth.

SLIC is also a term used to describe the partnership’s £39.7m four-year programme of interventions.

SLIC came into being in 2012 and closed in March 2016 to make way for the next phase of the partnership – the Southwark and Lambeth Strategic Partnership.

SLIC the partnership

The impact of SLIC on professionals

My involvement with the SLIC programme has encouraged me to take a much more holistic approach. I would go as far as to say that regularly reflecting on this work has really upskilled me as a clinician. It just goes to show that even experienced medical practitioners can learn new skills that make a huge difference to them, and more importantly, to their patients.

Dr Tarek Radwan, Lambeth GP

We would have struggled to work together without SLIC. We’ve shifted our thinking and there is a shared view of care, unlike some of the more polarised opinions we had before .

Cathy Ingram, Head of Local Rehabilitation and Integrated Care, GSTT Community

The Local Care Record has been a very gratifying project to work on, both personally and professionally, in large part because it has made so many happy. Clinicians in General Practice and our local hospitals have unanimously been singing its praises and saying what a huge difference it has made, to their working lives and the safety, quality and experience of patients.

Dr Adrian McLachlan, Chair of Lambeth CCG

The impact of SLIC on local people

The classes gave me my life back and the resolve to never give up on life. I’ve started to wear ties and ‘proper clothes’ to go out in again.

Joe, 95, Bermondsey

Citizens’ involvement in SLIC is something to be proud of. Working on an equal footing with professionals to co-design projects and being represented at every level of governance meant we could play an important role in improving care for local people.

Nicola Kingston, Chair of the SLIC Citizens’ Board

I was apprehensive when they told me I could go home. But I really couldn’t fault the @home service. It was like having a hospital at home. They really looked after me, coming in to check my chest and oxygen levels every day. I would describe them as angels.

Maria, 68, Vauxhall

SLIC funding 2012-2016

Providers are working flat out to improve ‘Day to day’ care

Funding provided time and space for transformation to happen

SLIC the programme

SLIC approach – the ‘how’

Our approach to transforming care

SLIC Framework for Success

SLIC Framework for Success

• Set and communicate the vision• Work together to agree the vision and make a compelling case for change

• Produce a solid business case describing what you will do and the difference it will make • Take a population approach to priority setting• Set clear priorities • Use evidence to establish priorities • Define all the benefits – and when they will be realised• Subject the business case to scrutiny

• Create the conditions for change• Ensure there are adequate financial resources • Engagement is needed to support successful delivery• Sovereign organisations have to be committed to partnership working

Producing the plan and communicating the vision

Three key considerations – balancing costs, outcomes and experience

Planning to deliver

• Identify interventions and system enablers• High-impact interventions based on evidence and need

• Facilitate and encourage co-design• Consider a model of co-design

• Identify programme support • Understand the role a central support team can play• Make good use of existing resources

• Use available expertise • Identify external sources of expertise and resource • Identify internal sources of expertise and resource

• Develop lateral leadership and change skills • Support the development of leadership skills at all levels

How will you know?

• Use measurement metrics • Understand what success looks like • Think about how to measure the ‘intangibles’

• Evaluate continuously • Consider how to collect hard and soft data – and how to maximise its benefit

• Learn and adapt as you go along• Change in response to learning is positive

• Have strong governance structures• Accountability can be more difficult to implement than governance

Three things to take away…

2. Do the ‘what’ and the ‘how’

The combination of ‘what’ and ‘how’ is absolutely essential. The ‘how’ may sound basic but if you don’t give it the attention it deserves, it’ll trip you up later.

1. Keep going!

Integrating care is hard, but it’s the future. We owe it to the providers and recipients of care.

3. Make it relevant

Getting ownership relies on relevance – if what you are doing is relevant to the biggest issues partner organisations face, then you’re in a good place. If what you are doing is seen as optional or a ‘nice to have’, you’ll struggle.