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Aligning with strategic partners, in particular health, wherever possible. This will minimise the complexity of newly forming health and social care systems, maximising service quality and productivity. Engaging with integrated care systems as far as possible, understanding how merger plans are progressing, how places and neighbourhoods will develop, and the responsibilities held at these levels will all be an important input to shaping reorganisation. This may enable new unitary authorities to take a more leading role in the development of health and social care at ‘place’ level, as well as the development of integrated neighbourhood health. 04 Ensure new demand profiles are fully understood and planned for with strategic commissioning, including the issue of ordinary residence. This programme has demonstrated the significant variation in demand introduced as services are disaggregated into smaller units, and the additional complication of ordinary residence creating a distortion between demand and supply as new authorities are formed. This will need to be understood at the level of individual provision (and is supported by the individual analysis provided through this programme), to help commissioners to develop appropriate capacity.
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