Attain delivers in partnership with customers to design, build and implement new models of care that are ambitious, transformative and, most importantly, responsive to customer needs.
The NHS Five Year Forward View sets out a vision for the future of the NHS to 2020 and beyond, with implications for all organisations involved in the delivery of health and care services and for the people that use them. Central to this vision is the requirement for health and care systems to simultaneously deliver against the following aims:
Commissioners, providers, and systems find themselves in real financial challenges that require a turnaround approach to tackle the underlying cost issues for a sustainable future. Tackling true cost reduction across a system is a new challenge.
System turnaround can support system aims through a commitment and approach to care planning and delivery which includes:
Developing system turnaround
For local health and care economies, moving from vision to reality in delivering true system turnaround and financial benefit requires a phased approach that starts with aligning understanding the cost drivers in the system, taking short term tangible actions, and aligning long-term change and solutions strategically and with quantifiable benefits.
We believe that developing this system alignment is essential, prior to making organisational changes to provision – otherwise there is a risk of putting immediate short-term prior to transformational change; ending up with a solution that does not match local population needs; and spending long periods of time focusing on internal cost cutting that fail to achieve tangible changes to the way in which care is delivered for the benefit of the population.
For example, in our experience of developing system turnaround approaches, tangible short and intermediate milestones may be represented first through the definition of a shared system understanding of the baseline situation, cross organisational impact, and true underlying position both now and planned delivery. Then rapidly moving onto a situation of agreed longer term change including the detail of short and long term financial, contractual, and agreed benefit pans.
How to make it happen – key considerations:
Equally, it will be important that commissioners and providers alike recognise the key enablers of change that will support the transition to a system financial cost reduction plan and provide the foundations for system sustainability. These enablers will likely include:
How we provide support
There is a clear recognition that “one size does not fit all” in undertaken system turnaround and addressing the current challenges facing health and care systems. Attain delivers in partnership with customers to design, build and implement system turnaround that are deliverable, transformative and, most importantly, responsive to customer needs as they relate locally, regionally and nationally. For example, Attain’s work in facilitating system thinking and supporting changes in short and medium savings plans and financial models to encourage cost reduction collectively as a system.
Our service teams provide expert support in system turnaround both at scale and pace as well as acting in a delivery partner role to embed and sustain change and benefits for the long-term. Each service provides hands on support separately as set out below, or more commonly we provide a multi-disciplinary approach and combine our teams to develop new models of accountable care capitalising on our end to end organisational knowledge base:
System vision, strategic objectives, scope, stakeholder engagement and governance arrangements
Current state review, service analysis and benchmarking, defining desired outcomes, service delivery model and programme management support throughout implementation
Commercial models, payment models and incentives, collaboration and competition, ongoing supply chain management