A single Primary Care Network (PCN) INT consists of: 1. INT Coordinator: A skilled admin who ensures appropriate information gathering and smooth running of INT meetings, remaining action-focussed. 2. Neighbourhood Expert: A social prescriber or voluntary sector representative who supports the whole team in building knowledge of available interventions and links into, for example, social care community coordinators.
3. GP: A named GP from the PCN, who attends both weekly meetings and has delegated responsibility for any clinical decision-making by the INT. 4. Four Key Workers (Occupational Therapist, Social Worker, Community Trust Rep, Mental Health Trust Rep): Contribute their professional perspective about cases discussed. Act as the key point of contact for specific residents supported by the INT.
The new model was trialled across two PCNs in east and west Birmingham, where activities and an agreed set of KPIs were closely monitored to allow the model to be iterated and optimised. Scaled up, there is an opportunity for 20,000 people in the city to be supported by INTs, preventing at least 15% of the 850,000 contacts with health and care services each year.
OUTCOMES
Impact and legacy Results from the two pilots showed a significant stabilisation in service use for individuals receiving an intervention from the INTs. This included: A 32% reduction in primary care appointments A 15% reduction in A&E attendances. Residents supported by the pilot reported an overwhelmingly positive experience – with an average feedback rating of 4.3 out of 5. The work and its early impact has generated significant national attention, with visits from senior leaders from NHS England and health sector membership bodies such as NHS Providers and NHS Confederation, and is helping to inform other health and care systems around the country looking to mobilise their own INTs.
Our role Newton played a central role in the
diagnostic, design and set up of the two INT pilots. At the heart of this was the alignment of leaders across health and care system partners, using the data and evidence to enable them to proceed with confidence in realising their joint vision for the residents of Birmingham. Over 200 members of staff across the system were involved in the design process from social care, primary care, the acute, community and mental health providers, the voluntary sector and the Integrated Care Board. Not only did this ensure that the design of the new teams and services benefited from the full breadth and depth of clinical and operational experience within the system, but also helped to build the belief, commitment and new integrated ways of working that would ensure the effectiveness and sustainability of the new model.
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