1. Shared priorities: shared outcomes Building an integrated health and social care model for adults in Leeds Mick Ward Head of Commissioning Adult Social Care Kim Adams Integration Programme Manager Adult Social Care

2. What do we mean by ‘integration’? “I can plan my care with people who work together to understand me and my carer(s), allow me control, and bring together services to achieve the outcomes important to me.” - National Voices: A narrative for person-centred, co-ordinated care 2013. Integration = collaborative working towards shared outcomes.

3. Why is integration a priority in Leeds? Growing pressures on the health and social care system: Ageing population Less money available Expectations of people who use health and social care services = We need a new, creative approach.

4. How integration supports Leeds’s joint health and wellbeing strategy The integrated approach directly supports the five outcomes in the strategy developed by the Health and Wellbeing Board: People will live longer and have healthier lives People will live full, active and independent lives People’s quality of life will be improved by access to high quality services People will be involved in decisions made about them People will live in healthy and sustainable communities

5. How are we approaching integration? 3-strand model (national long-term conditions agenda):  Identifying people at risk of having higher health needs in the future so we can support them earlier.  Integrated neighbourhood care teams – community teams working collaboratively to support people.  Supported self-management – ensuring people have the information and support to increase wellbeing and improve quality of life.

6. What do we hope to achieve?  Outcomes based on ‘I statements’ and feedback gathered from people who use services, their families, staff and the third sector.  Captured through conversations, workshops, engagement events, questionnaires and more.  Roughly grouped into better, simpler, or better value for money and used to inform how the integrated model will look.

7. Examples of ‘I statements’  Better: ‘I have choice and control over the services I get.’  Simpler: ‘Teams share information with my consent so I don’t have to repeat my story to different staff.’  Better value: ‘There is less duplication because services are more streamlined.’

8. Integration – the Leeds model

9. What will the integrated model look like? Gateway to services Rapid response Co-ordinated neighbourhood care Rehabilitation, recovery and reablement

10. Flexible funding for person-centred care Piloting the Year-of-Care tariff  Leeds developing more holistic ways of funding care to support the integrated approach.  Funding can be moved around to provide the most effective and preventive ‘package’ of care over 12 months.  Emphasis on supporting people at home, not in hospital.  Looks at person’s overall needs, not what specific diseases they have.

11. Links to community and third sector  Raising awareness of third sector:  Potential to support wider health and wellbeing agenda  Prevention: can divert people from hospital and statutory services  Can support people post-discharge.  Promoting Leeds Directory – free helpline and website of local services...

12. Leeds Directory – helpline and website  Ever-growing directory of activities, services and support  Searchable by local area  Staffed helpline  Free posting-out service  Quality marked and user-rated.

13. An integrated approach to commissioning  Can’t truly integrate services unless we join up the way we plan and commission them.  Good examples already, e,g. South Leeds Independence Centre  Currently building on what can be jointly commissioned Integrated teams; 3 rd sector delivery; 3 rd sector contracts...  Joint health and wellbeing strategy is our ‘road map’

14. Integration: role of the Health and Wellbeing Board  Closer partnerships than ever before:  Health and Wellbeing Board – solidifies existing partnerships through political leadership – NHS England, councillors, H&SC leaders, CCGs, third sector.  Transformation Programme Board – H&SC leaders, CCGs, others  Integrated Health and Social Care Board – senior clinicians, commissioners, providers; service users and third sector represented.  Closer alignment of priorities and outcomes:  Shared health and wellbeing priorities  ‘Culture eats strategy for breakfast’ (Peter Drucker)  Leeds Pound

15. Further information  Visit www.leeds.gov.uk/transform  Email healthandsocialcare@leeds.gov.uk... Any questions?