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Mid Cheshire NHS Trust Strategy
Insight
February 21, 2022

How to deliver more integrated care and make PLACE a reality?

The past two years have been extraordinary for the NHS. Responding to the pandemic has brought many new challenges, demonstrated the best of the NHS, but also amplified the previous issues. During the pandemic, the Mid Cheshire NHS Foundation Trust leadership team saw an opportunity to think different and reimagine health and care to enable a more prosperous local population. At the heart of the approach was the shift from focusing on services to understanding the population's needs and delivering a better experience and outcome. Strasys took the leadership on a process of discovery and design fuelled by advanced analytics and decision-intelligence. The result is an innovative strategy now adopted as the PLACE roadmap. It required courage and strong leadership to challenge the status quo with a backdrop of numerous national policies and reforms and operational pressures. James Sumner, Chief Executive of the Trust, shares his experience and lessons.By putting people and patients at the heart, the Trust overcame the typical organisation and policy barriers that had prevented the delivery of truly integrated care for the communities it serves. James Sumner, Chief Executive of the Mid Cheshire Trust, describes the strategy development process and how it became the PLACE strategy with a strong commitment from partners across health and social care, with shared outcomes.The current health and care challenges need new solutions and ideas. To move away from traditional siloed approaches, the Trust used advanced analytics and modelling not seen in the NHS before to reimagine its services. Through insight-led storytelling, the leadership team made sense of the current challenges and discovered the art of the possible. James Sumner talks about the experience and how it helped break down organisational barriers and innovate.There is no shortage of data in the NHS but very little insight. Consequently, it becomes difficult to engage systems…
The real cost of professionalism in healthcare
Insight
July 28, 2021

The real cost of professionalism in healthcare

Though modern healthcare practices are highly effective, the health system itself is a complex behemoth under immense pressure from relentless growth in demand. Despite significant progress in both the use of technology and the development of drugs, the delivery of healthcare remains vulnerable to the potential for significant harm. Human fallibility increases the probability that mistakes will happen. When they do, questions are asked, investigations conducted, responsibility apportioned, and accountability determined. If the harm is deemed to have been avoidable, the organisation and the professional or professionals responsible find themselves subject to costly litigation. Each case can cost the organisation millions of pounds. The NHS paid out over £2b or approximately 2% of the entire budget of NHS England (£115b) in clinical negligence claims in 2018-2019. In addition, to be prepared for future clinical negligence claims, it has built up a litigation cost liability fund of around £85 billion. Each…
Insight
May 8, 2021

Professionalism – matters more now than ever

Experts are important. If this was ever in doubt (which it was), the pandemic has ensured it is no longer.  Experts are inventing vaccines, saving lives, shoring up institutions, working for the present and building a post-pandemic future. So why do we trust experts, and what makes an expert a professional? Currently, and historically, the route from expert to professional has been a social contract with the population: all professional services are provided to a regulated set of quality and safety standards set by members of the profession. Professionalism, in turn, reflects the 'conduct, aims or qualities' to which experts are held to be considered professionals.Professionalism must be proven. The modern professional cannot expect to command due respect and confidence from employers, clients, regulators or colleagues, without offering 'proof' of their professionalism. Unfortunately, the current system for providing this evidence – a data-light, bureaucratic, tick box exercise in self-reporting –…
Mental Heath
CovidInsight
December 12, 2020

Covid-19: The beginning of a mental health crisis?

A positive consequence of Covid-19 is that mental health now has a much higher national profile than it did pre-pandemic. The result of lockdown measures, damaging economic impacts, and a range of other negative consequences on people’s mental health, have been widely acknowledged. However, the mental health impacts of Covid-19 will, for many, continue long after mass vaccination has suppressed the virus. Also, inequalities in mental health are growing, as the virus and its economic impacts continue to adversely affect specific groups and communities disproportionately. Much of the demand for mental health support currently remains ‘deferred’, i.e. people have not yet sought help. The problem is storing up for the future. Before this buildup starts to be released, how should the mental health and broader care system prepare to respond, and will it be ready to cope with the surge in demand?Firstly, commissioners and providers should reset. Mental health care…
Integrated Care
Insight
October 15, 2020

The road to integrated care

Croydon Health Services is a major provider of health services in London. Over the last few years, it has successfully transitioned to the One Croydon Alliance. It is one of the first integrated care partnerships in England, servicing a population of 400k. A key enabler of its success was 'humanising' care and reimagining its services and ways of working around the needs of its patients. Lesley Doherty Associate Director
InsightNews
August 18, 2020

Demystifying consulting: exploring a career as a management consultant

Aliyah Butt, who is reading Economics at Trinity College, Cambridge, completed our summer intern programme and shared her experience.After my summer placement at Strasys, I developed a much greater appreciation for the variety of disciplines within the consulting sector.In these uncertain times, I was unsure exactly how I would be able to make an impact and interact with the team virtually.  However, I was pleasantly surprised. The team were very welcoming, the programme was well structured, and online collaboration was much easier than I had thought. I was also surprised by the flat hierarchy within the organisation. For example, I was working directly with the senior leadership team, which gave me an excellent opportunity to learn more about running a consulting organisation.Following my induction, I was immediately immersed in a project, analysing the digital health and life sciences sector in the Middle East, with a specific focus on Saudi Arabia.…
Covid Modelling
CovidInsight
July 14, 2020

Covid-19: Democratise COVID policy with transparent modelling

There are still questions millions of people worldwide are asking themselves on the impact of the pandemic. What is happening around me, what is likely to happen next and what actions could alter the path to a better outcome?Strasys, in collaboration with modellers and developers, want to 'democratise' COVID policy by putting COVID modeling in the hands of millions of citizens, to help answer those questions. Most government communications have taken a high-level and generalised approach e.g. using top-down national numbers and simplistic remarks about the "R" factor. We are also seeing the rate of progression and tactical responses differ across not only nations but specific localities. In determining future impact, it is critical to understand the local dynamics of modelling COVID at the community level and making the process transparent.The Covid-19 localisation modelling group, is the brainchild of  Maurice Glucksman and Dr Kim Warren. The initiative brings together a…
Mental Health
CovidInsight
May 20, 2020

Covid-19: Shifting ‘mindsets’ to address the impact on mental health

Covid-19 has left no life untouched, no family undivided, no daily routine unaltered. Each and every one of us is learning how to adapt, how to cope, or simply how to be, in these troubling times. The current focus of the government and the health service, quite rightly, is on the virus itself; on controlling its spread, and on taking care of those who have fallen ill with the disease. Each death is a tragedy. Whilst the response is focused on the short-term, we should not overlook the longer-term negative consequences of Covid-19 on people’s mental health.Before Covid-19, it is estimated 1 in 6 of people over the age of 16 had a reported common mental health problem. The number of individuals experiencing mental health problems is probably much larger. According to the World Health Organisation (WHO) 35-50% of people with severe mental health problems go unreported and receive no…
covid-19
CovidInsight
May 12, 2020

Covid-19: Lessons on governance of health and social care systems

Croydon Health Services is part of the One Croydon Alliance, one of the first integrated care partnerships in England, servicing a population of 400k. Croydon was one of the hardest hit London boroughs seeing over 200 COVID inpatients at the peak of the crisis. Although, still in the middle of responding to COVID, Michael Bell, Chair, shares some thoughts on governance and leadership to date. In conversation with Michael Bell, May 2020 Our staff and partners have been amazing in these difficult times. Initially, the leadership was focused on the surge planning. This involved repurposing the services across our local system to meet the covid demand. It was a huge amount of work. Critical to this was our work in building partnerships over the last few years. This paid dividend in responding to the crisis. We brought significant amount of changes with astonishing speed. For example, we 'digitised' 40% of…
Covid
CovidInsight
May 4, 2020

Covid-19: Health and social care planning in the “new normal”

Covid-19 has once again highlighted why the NHS is so important to society. There have been many heroic stories of frontline staff and key workers.  Caring for those in most need and continuing to work, when against the odds, resource shortages and the politics. Having built the resolve and resilience to deal with the current crisis, what next? We suggest a few points to consider.In tackling the pandemic, there have been numerous examples of innovation from telehealth, virtual workplaces to digital solutions. This has been driven by an unprecedented level of cross-organisation collaboration. Decisions that in normal times could take years of deliberation have passed in a matter of hours. However, the pandemic has also magnified existing issues, from logistics, the lack of resources, personal protective equipment, doctors and nurses, to transparency in decision-making and the challenges faced by the social and care home sector responding to the crisis. The…