Third Sector Lancashire November 13

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2014 Sam Nicol Healthier Lancashire

Why do we need Healthier Lancashire?

• • • • • • The indexed factbase produced as part of a Sustainability Assessment Forecast shows challenges across the county in: Outcomes Finance Workforce Increased demand Demographic changes Estate These require a concerted countywide approach with local implementation

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What

We have been working with the Lancashire system to design a programme for action through meetings with individual leaders, teams and system wide meetings Emerging themes as a Lancashire response to the Forward View: – Application of agreed clinical standards across all Lancashire – Programme to support the systematic development of out of hospital services, that meet the needs of individual communities – Digital developments – Cultural transformation • Empowered person • Third sector development • Collaborative leadership development • Development of self care, personal responsibility etc.

• Conversations with the public – Underpinned by economic model owned by Finance & Investment Group Purpose document Leadership Forum 27 th November 2014 Individual Boards and statutory bodies January and early February 2015

Third sector development

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Areas where the voluntary sector could do more

Empowering patients Supporting self-management group-based education voluntary sector advocacy and support for integrated personal commissioning (IPC) creating new options for health-related volunteering expanding their role in the provision of information, advice, advocacy and as a provider of vital services with paid expert staff.. Digital Social capital Innovation Community development Social value Equal voice at the table • • • • • • •

What would enable the voluntary sector to do more?

Clarity from commissioners about their plans and their commissioning intentions, including how they will meet their responsibilities under the Social Value Act Grants Multi-year agreements Funding for self-management support (replicating Scottish work) Communication structures – mapping networks Infrastructure organisations – ensuring that they are fully sighted and committed to the principles of Healthier Lancashire Quality assurance/standards of care

How

• • • • Robust programme & governance structure Clear resource plan for the programme co-ordination and facilitation at an all Lancashire level, supporting local implementation Leadership at a system and network level as advocated by Stevens rather than at a single organisational level