Balancing act: supporting finance leaders to deliver on short- and long-term priorities 19
Appendix D: Case studies Case study one: Coventry – improving lives
Overview of scheme/programme
Coventry, one of four places within the Coventry and Warwickshire Integrated Care System, like much of the country, found its urgent health and care services under significant pressure meaning that the residents of Coventry were not always receiving an optimum service or the best possible outcome. The Improving lives programme is about fundamentally changing the way in which people with urgent need in Coventry are supported.
Summary: what is the specific outcome/ improvement area that this scheme sought to tackle?
Hospital to community and analogue to digital.
Which of the ‘Darzi shifts’ does this relate to?
A place-based partnership consisting of Coventry City Council (CCC), University Hospital Coventry and Warwickshire (UHCW), Coventry and Warwickshire Partnership Trust (CWPT) and other system partners including primary care networks and the West Midland Ambulance Service, with support from Newton.
Key organisations/system partners involved
Acute trust, supported by the ICB.
Lead organisation
Shared contributions between the ICB, trust and council.
How was the programme funded?
This was an ambitious, complex programme which required robust supporting mechanisms and tools to be in place order to realise the potential of a new urgent care service model and for it to become sustainable. Specific programme governance was established including sponsors from each of the partner organisations and the ICB forming a programme board, leads for each of the programme’s workstreams and a benefits realisation group. The Improving lives programme introduced many significant changes, from the creation of a locally integrated model that effectively supports residents, the introduction of a pull model which allows patients who are being discharged from hospital to have their care plan before they are medically optimised, and improvements to the visibility of the services within the system.
Programme governance
What was changed/ transformed through the scheme?
Making the case and getting started
The programme builds on the findings from an assessment of Coventry’s urgent health and care services which found significant opportunities to improve along the entire pathway. The assessment, led by Newton, found that there was a tendency to make hospital conveyance the default option for people with urgent need. The assessment not only made the case for change very clear but identified with precision which changes across the whole urgent and emergency care (UEC) pathway were going to be most impactful, enabling system partners to move forwards with confidence and alignment. Following the assessment, the partnership also conducted a short design piece of work to start to bring to life an evidence-based vision of what the future model could look like. This was important to continue to build the excitement and confidence of the different organisations involved – it needed to be clearly different to the sticking plaster solutions that had been delivered in the past. Crucially, at the heart of the changes being made was a real focus on doing the right thing for the patient which is something that everyone can get behind.
How did you make the case to take this scheme forward?
What created the main impetus/momentum to take it forward?
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