The Lessons learned from four years of integrating health and social care

2. Our approach to transforming care

3. SLIC vision and aims
We did this by:
… and all within tough financial constraints
1. Identifying and addressing care needs at an early stage
2. Joining up care around people, across providers
3. Providing care in the most appropriate setting
Our vision was to improve the way care is provided to the people of Southwark
and Lambeth, supporting them to lead happier and healthier lives

4. SLIC – one term, two definitions
1. SLIC THE PARTNERSHIP
2. SLIC THE PROGRAMME
SLIC is a partnership of local commissioners and providers across health and
social care, along with citizens, working together to improve the value of care
for people in Southwark and Lambeth.
SLIC is also a term used to describe the partnership’s £39.7m four-year
programme of interventions.
SLIC came into being in 2012 and closed in March 2016 to make way for the
next phase of the partnership – the Southwark and Lambeth Strategic
Partnership.

5. SLIC the partnership

7. The impact of SLIC on professionals
My involvement with the SLIC programme has encouraged me
to take a much more holistic approach. I would go as far as to
say that regularly reflecting on this work has really upskilled
me as a clinician. It just goes to show that even experienced
medical practitioners can learn new skills that make a huge
difference to them, and more importantly, to their patients.
Dr Tarek Radwan, Lambeth GP
We would have struggled to work together
without SLIC. We’ve shifted our thinking and
there is a shared view of care, unlike some of
the more polarised opinions we had before .
Cathy Ingram, Head of Local Rehabilitation and
Integrated Care, GSTT Community
The Local Care Record has been a very gratifying
project to work on, both personally and
professionally, in large part because it has made so
many happy. Clinicians in General Practice and our
local hospitals have unanimously been singing its
praises and saying what a huge difference it has
made, to their working lives and the safety, quality
and experience of patients.
Dr Adrian McLachlan, Chair of Lambeth CCG

8. The impact of SLIC on local people
The classes gave me my life back and the
resolve to never give up on life. I’ve started
to wear ties and ‘proper clothes’ to go out
in again.
Joe, 95, Bermondsey
Citizens’ involvement in SLIC is something to be
proud of. Working on an equal footing with
professionals to co-design projects and being
represented at every level of governance meant we
could play an important role in improving care for
local people.
Nicola Kingston, Chair of the SLIC Citizens’ Board
I was apprehensive when they told me I could go home. But I really couldn’t
fault the @home service. It was like having a hospital at home. They really
looked after me, coming in to check my chest and oxygen levels every day.
I would describe them as angels.
Maria, 68, Vauxhall

9. SLIC funding 2012-2016

10. Providers are working flat out to improve ‘Day
to day’ care

11. Funding provided time and space for
transformation to happen

12. SLIC the programme

13. SLIC approach – the ‘how’

14. Our approach to transforming care

15. SLIC Framework for Success

16. SLIC Framework for Success

17. • Set and communicate the vision
• Work together to agree the vision and make a compelling case for change
• Produce a solid business case describing what you will do and the difference it will make
• Take a population approach to priority setting
• Set clear priorities
• Use evidence to establish priorities
• Define all the benefits – and when they will be realised
• Subject the business case to scrutiny
• Create the conditions for change
• Ensure there are adequate financial resources
• Engagement is needed to support successful delivery
• Sovereign organisations have to be committed to partnership working
Producing the plan and communicating the vision

18. Three key considerations – balancing costs,
outcomes and experience

19. Planning to deliver
• Identify interventions and system enablers
• High-impact interventions based on evidence and need
• Facilitate and encourage co-design
• Consider a model of co-design
• Identify programme support
• Understand the role a central support team can play
• Make good use of existing resources
• Use available expertise
• Identify external sources of expertise and resource
• Identify internal sources of expertise and resource
• Develop lateral leadership and change skills
• Support the development of leadership skills at all levels

20. How will you know?
• Use measurement metrics
• Understand what success looks like
• Think about how to measure the ‘intangibles’
• Evaluate continuously
• Consider how to collect hard and soft data – and how to maximise its benefit
• Learn and adapt as you go along
• Change in response to learning is positive
• Have strong governance structures
• Accountability can be more difficult to implement than governance

21. Three things to take away…
2. Do the ‘what’ and the ‘how’
The combination of ‘what’ and ‘how’ is absolutely essential. The ‘how’ may sound
basic but if you don’t give it the attention it deserves, it’ll trip you up later.
1. Keep going!
Integrating care is hard, but it’s the future. We owe it to the providers and
recipients of care.
3. Make it relevant
Getting ownership relies on relevance – if what you are doing is relevant to the
biggest issues partner organisations face, then you’re in a good place. If what you
are doing is seen as optional or a ‘nice to have’, you’ll struggle.