Main slide deck used at the Realising the Value Stakeholder event on Wednesday 15th July 2015.

1. Realising the Value
stakeholder event
15th July 2015

2. 10.30: Overview of the day
10.35: Why Realising the Value? Giles Wilmore and Pritti Mehta
10.45: Empowering people, engaging communities – our collective vision.
Richard Cross, Paula Fairweather and Johanna Ejbye
11.05: Introduction to the Programme, Halima Khan
11.30: Q&A with Realising the Value consortium
11.50: Introductions to workshops
- Lunch -
Agenda - morning

3. Agenda - afternoon
1.00: Workshop session 1
Workshop a - How do we understand value?
Workshop b - Let’s think in terms of behaviour: What changes do we
want to see?
- Break -
2.00: Workshop session 2
Workshop c - Prioritising our ‘long list’ of person and community
centred approaches
Workshop d - How does the system support communities/individuals
and how could we do it better?
- Break –
3.10: Discussion - Being involved, Johanna Ejbye
3.45: Next steps, Adrian Sieff

4. #realisingthevalue

5. Why Realising the Value?
Giles Wilmore, Director for Patient & Public Voice &
Insight, NHS England
Pritti Mehta, Strategy Team Lead, Person Centred Care,
NHS England

6. Vision for the future
Richard Cross, Member of the Coalition for Collaborative
Care Co-Production Group
Paula Fairweather, Member of the Coalition for
Collaborative Care Co-Production Group

7. Our collective vision
What does a future where person- and community
centred approaches take centre stage mean to you?
Spend a couple of minutes formulating a newspaper
headline that responds to the question:
‘ In ten years from now, how will we know that we
have succeeded?’
Introduce yourself and your newspaper headline to your
table (10 minutes in total)

8. Overview of the programme
Halima Khan, Executive Director, Health Lab, Nesta

9. Background
“One of the great strengths of this country is that we
have an NHS that – at its best – is ‘of the people, by the
people and for the people’.
Yet sometimes the health service has been prone to
operating a ‘factory’ model of care and repair, with
limited engagement with the wider community, a short-
sighted approach to partnerships, and underdeveloped
advocacy and action on the broader influencers of
health and wellbeing.
As a result we have not fully harnessed the renewable
energy represented by patients and communities”
9
Background

10. Why?
People manage their health and care on their own or with support of
their family and carers ‘99%’ of the time. Having the knowledge, skills
and confidence to do so is key – and can have a positive impact on
health and social outcomes, personal experience and approapriate use
of services
10
Why is it important?

11. Aim
The FYFV signals the need for significant investment in
evidence-based approaches such as group based self-
management education courses for people with specific
conditions, as well as encouraging independent peer-
to-peer communities to emerge.
Realising the Value aims to support this shift in a
number of ways
11
Aim

12. Key objectives
• Demonstrating the active role that individuals and communities can
play
• Identifying and modelling the impact of key evidence-based
approaches and developing tools to support implementation.
• Supporting culture change, by developing a range of cutting edge
behaviour change approaches to impact on the relationships between
professionals and people.
• Aligning the system by identifying relevant system change levers and
drivers
• Providing an approach to affect change locally which has been
developed and refined across a number of healthcare economies.
12
Key objectives

13. Broad definition of value
13
Individual
Mental and
physical health
and wellbeing
Community
Wider social
value
System
NHS
sustainability
Capturing and communicating the
value of individuals and communities
taking an active role is a key role in
health is a key component of the
work.
The definition of value is broad.
Engaging stakeholders at many
different levels will therefore be an
important success criteria for the
work
Broad definition of value

14. Approaches we are looking at (1)
14
Approaches we are looking at (1)
• Self-management support
• Motivational interviewing
• Health coaching
• Peer support
• Recovery colleges
• Support to improve physical activity e.g. gardening, exercise programmes
• Support to improve healthy eating e.g community cooking clubs dietician
• Support to stop harmful behaviour e.g. quit smoking groups
• Arts for health e.g. knitting groups
• Befriending and mentoring
• Welfare/housing support
• Volunteering opportunities e.g. at local voluntary groups, through time banks
• Group-based education
• Health literacy support
• Voluntary sector or volunteer support
• Patient education and training
• Personal health budgets and self-directed support

15. 15
Approaches we looking at (2)Approaches we are looking at (2)
• Care and support planning including care plans
• Agenda setting, goal setting and goal follow up
• Shared decision making
• House of care
• Group consultations
• Health trainers
• Health link workers e.g. voluntary sector professional in care planning session
• Health champions
• Care navigators
• Advocacy and brokerage
• Patient decision aids
• Practitioner training
• Experience-based co-design (EBCD)
• Person and family-centred care
• Social prescribing

16. Time lines
16
Timelines
Assessing the potential for
impact (Mar – Oct 15)
Evidence reviews
Interviews
Consultations
Stakeholder event
Value discussion paper
‘Making the Case’ publication
Processes to identify ‘short list
of approaches’ and sites
Co-produce resources for impact
(Oct 15 – June 16)
Working with sites, networks of interest
and wider stakeholders via events,
support, webinars etc to develop:
• Commissioning tool / economic
model
• Guides and design principles –
change on the ground
• System levers and barriers –
recommendations
Bringing the learning
together (Summer 16)
Stakeholder event
Final set of resources and
recommendations that can
impact real change at scale
Final publication

17. Programme outputs
We will develop programme outputs in ‘beta’ form and iterate these with
sites and wider networks throughout the programme. Final programme
outputs (Summer 2016) will include:
17
Tools to support implementation of key approaches e.g.
commissioning tool / economic model underpinned by a
clear evidence base and a more refined understanding of
value
A series innovative tools/training packages to support
culture change
An overview and assessment of the levers, barriers and
enablers of person-centred care – and a set of
recommendations for the future
Programme outputs

18. Potential outcomes?
Realising the Value works on multiple levels to enable the system to work in
partnership with patients and communities as a powerful ‘renewable resource’,
leading to:
18
• Improved support for self-management
• Much greater use of voluntary, community sector and peer support
approaches
• Patients as partners in decision-making
Outcomes

19. How to get involved
19
Being involved
Sites
Expertise in one of our
‘deep dive’ areas
Will lead wider networks
of interest
Opportunities to work
with consortium partners
to influence tools and
recommendations
Sharing data and
approaches
Networks of interest
Sites and organisations
with an interest in one of
our ‘deep dive’ areas
Opportunities to
participate in webinars
and events
Shaping tools and
recommendations
Sharing data and
approaches
Wider stakeholders
Events
Mailing list
Open ‘consultations’
Interviews
Roundtables on systems
levers and barriers

20. Exercise:
• Team up with someone else from your
table. Discuss for five minutes any
thoughts, reflections or questions to the
consortium
• We’ll then open the floor for questions
to the wider consortium
Programme Q&A
© frankieleon via Flickr

21. 13.00 Workshop session 1
• Workshop a - How do we understand value? Jeremy Taylor , Chief Executive,
National Voices and Bev Taylor, Head of Strategic Engagement, NAVCA
• Workshop b - Let’s think in terms of behaviour: What changes do we want to
see? Hugo Harper, Behavioural Insights Team
- 13.50 Break –
14.00 Workshop Session 2
• Workshop c - Prioritising our ‘long list’ of person and community centred
approaches. Joanne Dinning, Senior Lecturer of Health Economics,
Northumbria University
• Workshop d - How does the system support communities/individuals and how
could we do it better? Adrian Sieff, Assistant Director, The Health Foundation
Introductions to workshops

23. How to get involved
23
Being involved
Sites
• Expertise in one of our ‘deep dive’
areas
• Will lead wider networks of interest
• Opportunities to work with
consortium partners to influence
tools and recommendations
• Sharing data and approaches
Networks of interest
• Sites and organisations with an
interest in one of our ‘deep dive’
areas
• Opportunities to participate in
webinars and events
• Shaping tools and
recommendations
• Sharing data and approaches

24. Working with sites
24
We assume that we will be working with approximately
five sites from October 2015 - June 2016. The types of
sites we will be working with will be determined by:
• Findings from our evidence reviews and the shortlist of
‘approaches’ that we will focus on
• Flowing from this, the types of data we will be looking
for from sites
• The readiness and interest of sites in person-centred
care - and appetite for working with us
• Strength of partnership
Working with sites

25. 25
• Leading/demonstrating the value of person/community-
centred approaches.
• Actively testing, refining and contributing to the
tools/outputs developed in RtV during the course of the
project
• Act as sources for data collection of existing data which
will inform the economic modelling
• Leadership of network of interest
Role of sites

26. 26
The offer to sites will be a combination of financial and non-financial support.
The support offer will consist of:
• World-class support from BIT - support to understand and refine
behavioural aspects of person-centred care approaches at the site
• Newcastle University - support to model the impact of person-centred care
approaches at the site
• Voluntary Voices - designing and delivering support to establish a wider
community of interest
• Connections to national stakeholders e.g. NHS England
• Non-financial support e.g. business planning, person-centred care
expertise and advice, coaching.
• Learning events
• Small grant towards direct costs of involvement.
• The permissions and profile that come as part of being involved in a
national project.
Offer to sites

27. 27
• Active engagement - data collection and case studies
• Participating in Realising the Value learning events
• Leading the design of community of interest events
• Commenting on and refining RtV outputs.
• Using and testing project tools in their local work and
working with the Consortium to refine the tools based on
this experience.
Ask of sites

28. 28
The main offer to the networks will be to:
• Share own practice and learn from others via
events, webinars and online groups
• Input to the RtV tools developed as they are
shaping
• Contribute data to Newcastle University’s
economic modelling
Networks of interest

29. Exercise:
Do’s and don’t’s – write down three key
recommendations for the offer to sites and networks
• You then have three minutes to pitch your offer to a
neighbouring table
Shaping the offer
© John Spooner via Flickr

30. Closing remarks and next steps
Adrian Sieff, Assistant Director, The Health Foundation
Closing remarks and next steps

31. Thank you