health & social care

Transforming Local Health and the Future of Integrated Care Systems

health & social care

08:45 - 15:40

Wednesday 27 March 2019

The Hatton- etc Venues, Central London

This Forum provides attendees with the opportunity to analyse the latest progress in the transformation of local health through the development of integrated care systems. Attendees will hear from organisations at the forefront of raising local health standards and discuss the implementation of these models of care. Delegates will also hear from best practice case studies on how the health, local government and voluntary sectors can work in collaboration to embed whole-system approaches to improve access, streamline discharge processes and ensure that the local population they are there to serve receive the best care possible.


This Forum is specifically designed for Local Government, Health and Voluntary sectors. Typical job titles will include:

  • Chief Executives
  • Heads of Adult Social Care
  • Directors of Public Health and Community Services
  • Directors of Integration and Partnerships
  • Directors of Strategic Planning
  • Communities and Supported Living Leads
  • Programme Directors
  • Directors of Support and Influencing
  • Heads of Commissioning
  • Heads of Delivery
  • Heads of Service Development
  • Heads of Health and Social Care
  • Directors of Nursing
  • Matrons
  • Trainee Nurses
  • Trainee Doctors
Key Speakers Confirmed:
  • Jacquie White, Director of National System Transformation Group, NHS England
  • Alex Fox OBE, Chief Executive, Shared Lives Plus
  • Ewan King, Director of Business Development and Delivery, The Social Care Institute for Excellence
  • Cllr Ian Hudspeth, Chairman of the Community Wellbeing Board, Local Government Association
View the agenda and additional speakers


Registration, Refreshments and Networking


Chair's Welcome Address

Michael Wood, NHS Local Growth Advisor, NHS Confederation (CONFIRMED)


Morning Keynote: Achieving a Truly Integrated Healthcare System – The Next Steps

  • How Integrated Care Systems will be integral to the delivery of the NHS Long Term Plan with ICSs covering the whole country by 2021
  • Sharing insights on how the NHS is increasingly focusing on population health, delivering the ‘triple integration’ of primary and specialist care, physical and mental health services, and health with social care
  • Moving towards allowing systems to take collective responsibility for how they best use resources to improve health results and quality of care, including through agreed cross-system spending totals

Jacquie White, Director of National System Transformation Group, NHS England (CONFIRMED)


Special Keynote: The Role of Local Authorities in Integrated Care Systems

  • Discussing the essential role of local councils in the effective delivery of Integrated Care Systems and outlining what the role entails
  • Emphasising the need for support from councils in plans to merge CCGs to align more closely with ICSs
  • Highlighting examples of local council involvement in ICS and discussing what best practice looks like
  • Outlining how current funding pressures in social care and the NHS are preventing further integration plans from developing adequately

Cllr Ian Hudspeth, Chairman of the Community Wellbeing Board, Local Government Association (CONFIRMED)


Special Keynote: Promoting Co-Design with Communities Through the VCSE Health and Wellbeing Alliance

  • Outlining the aims of the 2016 Joint VCSE Review, namely bridging the gap between the agreed national vision and the local reality
  • Discussing progress made on the Review’s recommendations in the last two years, particularly regarding sharing responsibility for resources with VCSE organisations
  • Describing the 2018 action plan which has been adopted by the Health and Wellbeing Alliance
  • Highlighting how much current commissioning teams need their voluntary counterparts and the communities they reach
  • Underlining that co-design and co-production are essential to improvement and tackling inequalities but are still viewed as slow, difficult and optional

Alex Fox OBE, Chief Executive, Shared Lives Plus (CONFIRMED)


Questions and Answers Session


Refreshments and Networking


Case Study: Analysing a Tailored and Collective Health and Wellbeing Strategy

  • Outlining the significance of the Hounslow Joint Health and Wellbeing Strategy 2018 – 2022 thus far in ensuring co-ordination among NHS, CCGs and Local Authorities plans in meeting the needs identified in the Joint Strategic Needs Assessments, which if not met must be explained by Local Authorities
  • Allowing further co-ordination by grouping health and wellbeing needs across three age ranges including Start Well; for instance improving school readiness, Live Well helping to reduce obesity and increasing physical activity and Age Well including reducing falls
  • Exploring the four principles and enablers which allow Hounslow to meet the above needs including delivering good value for money, ensuring clear and consistent communication, ensuring services are well coordinated within and between partners and working in partnership across London
  • Outlining the key challenges for Hounslow in achieving the Joint Health and Wellbeing Strategy 2018-2022 such as anticipating the effects of Brexit, the Heathrow expansion and more; further outlining how such challenges will be addressed such as through eco-friendly techniques

Councillor Katherine Dunne, Chair of the Health and Wellbeing Board, London Borough of Hounslow (CONFIRMED)


Case Study: Achieving Health and Wellbeing Excellence Through a Collaborative and Proactive Health and Wellbeing Board

  • Demonstrating how the Health and Wellbeing Board, a strong Place Plan and a Place Board characterised by shared trust and close working relations are critical in Rotherham’s development to an innovative and inspiring instance of best practice ICS
  • Exploring the challenges and progress made since the 2014/2015 child sexual exploitation independent review, including prioritising mental health and wellbeing, recognising the link between mental and physical health and generating successful joint care planning
  • Analysing how the Place Plan has successfully embedded its values around people and places, prevention, self-management, collaborating, innovation, quality and financial sustainability
  • Highlighting how the plan innovatively drove 80% of health and social care improvements in Rotherham by communicating health and wellbeing messages in enjoyable and accessible ways

Councillor David Roche, Chair, Health and Wellbeing Board, Rotherham Metropolitan Borough Council (CONFIRMED)


Questions and Answers Session


Lunch and Networking


Achieving Efficient and Effective Integrated Care Systems through Investing in Community Matrons

  • Sharing the findings from a study on proactive community healthcare, focusing on community matrons (CM), Leadership and Management facing barriers within the healthcare structure such as delays of assessment from point of referral and early referral back to GPs
  • Focusing on how the proactive community healthcare service served as a smooth transition in 2016 to the Integrated Care Network (ICN).
  • Exploring how supporting the CMs resulted in a significant amount of money being saved by the ICN and are key in preventing admission and reducing readmission by proactively engaging in patient care in the community and assisting safe hospital discharges
  • Highlighting the key outcome of the study including strong evidence that GP surgeries investing in CMs-be it as a unit or working in collaboration-could serve as a platform which clinicians can work much closer for an effective and efficient ICS

Yohannes Bahru, GP Partner, Poverest Medical Centre (CONFIRMED)


Special Keynote: Integrating Care Around the Person

  • Integrating services around individuals and supporting more people to live at home independently – how can neighbourhood integrated teams and co-production deliver person-centred coordinated care?
  • Understanding and measuring good integrated care – SCIE and DHSC’s integration resource

Ewan King, Director of Business Development and Delivery, The Social Care Institute for Excellence (CONFIRMED)


Questions and Answers Session


Refreshments and Networking


Case Study: Analysing the Impact of Integrated Care Teams on Patients with Complex Needs

  • Sharing insights from the Improvement Analytics Unit’s fourth evaluation on the impact on hospital use of integrated care teams for patients with complex needs in North East Hampshire and Farnham
  • Discussing changes that were implemented by the Healthy, Happy, at Home vanguard, including weekly meetings of multidisciplinary integrated care teams
  • Emphasising the benefits of these meetings in co-ordinating care for their patients with complex needs and most at risk of going into crisis, by drawing on extra expertise and arranging specialist visits as needed
  • Sharing the key learnings and noting the time required in implementing complex interventions as well as the need for ongoing monitoring of services

Adam Steventon, Director of Data Analytics, The Health Foundation (CONFIRMED)


Case Study: Adopting a Patient-Centric Approach to Service Co-Design

  • Demonstrating how Surrey Heartlands Health and Care Partnership’s formal approach to patient engagement and patient/stakeholder co-design for the Planned Care work-stream resulted in patient and workforce led priorities and improvements
  • Discussing how working with external research agencies and Surrey County Council allowed them to champion cultural change across the partnership
  • Improving patient representation and engaging with harder-to-reach or high risk groups
  • Outlining what the research set out to achieve, the challenges encountered surrounding engagement and how the change in approach was rolled out

Winners of Best Patient-Centric Approach at the British Healthcare Business Intelligence Association (BHBIA) Awards 2018

Winners of Healthwatch England’s Celebrating 70 years of the NHS Award 2018

Rich Stockley, Head of Research and Engagement, Surrey Heartlands Health and Care Partnership and Surrey County Council (CONFIRMED)


Questions and Answers Session


Chair's Summary and Close

*programme subject to change


As highlighted in the January 2019 NHS Long-Term Plan 94% of doctors believe that ‘Collaboration between primary and secondary care doctors will improve the quality of patient services and experience’.

As a result of this collaboration was a key theme throughout the NHS Long Term Plan and as such NHS England announced that all of England will be covered by an Integrated Care System (ICS) by 2021 and stated that ICSs ‘will be central to the delivery of the long-term plan.’ To ensure that ICS’s are a success, NHS England have pledged to increase community and mental health spending by £4.5bn with the key objective of improving outcomes for large-scale diseases, whilst saving up to 500,000 more lives over the next 10 years.

Furthermore, ICS’s will develop from the existing network of Sustainability and Transformation Partnerships (STPs) and will have a primary role in working alongside Local Government at the ‘place’ level to deliver effective care for local populations. NHS England has also emphasised that the move to nationwide ICS’ will involve each system having a clinical commissioning group (CCG), a single partnership board, trusts, primary care networks, voluntary and community sectors and other partners ‘’with the clear expectation that they will wish to participate”. These new models of care are intended to encourage and enshrine partnership working between the health, local government and voluntary sectors that will improve prevention, enhance efficient access to care and reduce duplication. ICSs will also ensure that specialist multi-disciplinary skills are pooled and staff can be utilised more efficiently, by designing services with patients’ needs and experience at their heart.

In order to fulfil NHS England’s aim of successfully transitioning from 8 ICS’s to delivering ICS’s across the whole of England by 2021, there must be a commitment to collaboration at all levels, and a clearer focus on outcomes. System leaders need to support, share learning and further develop this way of working, whether through devolving budgets to local teams or by creating better digital platforms, in order to maximise the potential of ICSs to ensure that every local population covered by an ICS delivers the outstanding care that every patient deserves to receive.

Michael Wood, Local Growth Advisor, NHS Confederation

Michael Wood has worked as the NHS local growth advisor at the NHS Confederation since November 2015.

For part of this period, he combined this role with the post of Deputy Local Growth Consultant for the Higher Education Funding Council for England (HEFCE). Prior to this he was a senior European policy manager at the NHS European Office for more than seven years. He has also worked at the Parliamentary and Health Service Ombudsman and for a Member of the European Parliament in Brussels.

Michael has extensive experience both within and outside the health sector. As NHS local growth advisor, Michael is often approached by partner organisations such as local and combined authorities, local enterprise partnerships, universities, further education providers and the voluntary and community social enterprise sector, to discuss closer working with the NHS.

Councillor David Roche, Chair, Health and Wellbeing Board, Rotherham Metropolitan Borough Council

David  is currently chair of the HWBB in Rotherham as well as being Cabinet member for Adult Social Services and Public Health. Previous portfolios have included Recreation and Leisure, culture and Performing Arts.

Rotherham’s HWBB has been externally praised under his leadership for its overall enthusiasm, dedication, strong partnership and progress in developing and implementing integration.  A recent LGA case study stated the HWBB was “an innovative and inspiring exemplar of best practice.’ Its locality plan under STP has been put forward as a template for good practise, its social prescribing  is award winning.

His professional background is in education where he has worked at one time or another in every type of state school. David was Head of two High Schools and Interim Head in two others. He has been praised by Ofsted and by Local Authorities he has worked in for his leadership skills and in taking schools forward. His success in raising attainment led to him being asked by the British Council to spending a short period working with Russian Schools on Assessment.  David then set up his own Consultancy Company delivering training both in his own right and also for organisations  in a range of topics such as assessment, Performance management, leadership, strategic planning, coaching, counselling and setting the vision. He was also appointed as a National Challenge Adviser in four Local Authorities. His final role in education was with the DfE working as the DfE Adviser to 12 northern Local Authorities.

Ewan King, Director of Business Development and Delivery, The Social Care Institute for Excellence

Ewan King joined SCIE in September 2014 and is responsible for ensuring the delivery of SCIE’s contracted work, attracting new commissions, and supporting co-production with people who use services and carers. Ewan has been Director of Business Development and Communications at the OPM Group, an employee owned research organisation and consultancy. A social researcher and policy analyst by background, Ewan was previously Director of the research team at OPM and led several large scale national evaluations, policy development projects and research studies for organisations including NHS England, Communities and Local Government, Department for Education, Department of Health, CQC and numerous national charities. Before joining OPM, Ewan worked as a researcher for the Rt Hon Tessa Jowell MP. Ewan is a Trustee of the Charity Penrose, which seeks to re-integrate ex-offenders and people with mental health conditions into society and was educated at the London School of Economics and Warwick University.

Rich Stockley, Head of Research and Engagement, Surrey Heartlands Health and Care Partnership and Surrey County Council

As a specialist in social research with 17 years’ experience, Rich has spent much of his career at large research agencies such as Ipsos MORI and Kantar where he held senior research positions. He joined Surrey County Council in 2014 to direct their research programme and make the organisation more evidence focused. He has since taken on the additional role of Head of Research and Engagement at Surrey Heartlands Health and Care Partnership and is currently directing a programme of research and engagement with its citizens and staff aimed at transforming health and care services in Surrey. As well as experience in social research, he has been extensively involved in research in other sectors including FMCG, Retail, Finance and Media.

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