Phil Swann
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Phil Swann, Director of Shared Intelligence on the findings of the Dorset, Poole and Bournemouth Total Place pilot project.
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This document discusses predictive case modelling in social care and health. It describes how predictive models can identify high-risk patients and help manage their care proactively. The document outlines key elements of developing predictive models, including using large amounts of patient data to identify risk factors and predict future costs and health events. It also discusses how model outputs can be used to target interventions and allocate resources.Professor John Bolton part 1
Professor John Bolton part 1NMJones
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The document discusses 31 ways to reduce costs in social care, including reablement/intermediate care, telecare and equipment, direct payments, reducing residential care use, and increasing citizen contributions. It also outlines models from the University of Birmingham and Oxford Brookes University focused on promoting healthy lifestyles, screening, falls prevention, and partnership working to reduce demand for social care and reliance on institutional care. The document argues for a new social care model that keeps people out of social care through lower demand, focuses on non-institutional crisis interventions and health/social care interdependence.Jeremy Porteus Ageing Well presentation
Jeremy Porteus Ageing Well presentationNMJones
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This document discusses the relationship between housing and health, and innovative housing options for older adults. It notes that home modifications can prevent costly falls and injuries, delay entry into residential care, and reduce hospital readmissions. The document then addresses perceived challenges for organizations in providing housing and care, including developing a future vision, addressing sustainability concerns, and fostering innovation. It also discusses the health drivers for good quality housing, an aging population's changing needs and preferences, and general facts about older adults' living situations.Phil Swann
- 1. PHIL SWANN SHARED INTELLIGENCE
- 2. National context The core methodology Bournemouth, Dorset and Poole Things to think about in applying the approach Place-based Productivity
- 3. Deficit reduction strategy and spending review outcomes Lessons from Total Place Place-based budgeting Community Budgets National Context
- 4. How does the money flow? What do citizens want? What are the service pressures? Developing, testing, and refining a series of propositions greater collaboration; a deeper engagement with citizens; and a genuine focus on place? How can we get improved outcomes at less cost through: The core question
- 6. Bournemouth, Dorset and Poole Focus on support for older people At sub-regional level, including: 1 county and 2 unitary councils; 2 PCTs; 6 Districts police and fire 3-person project team and chief executive project board A-(B+C)=Y where A is saving from reducing admissions to hospital; B is increased investment in community services; C is the cost of sustained investment in universal services and well-being; and Y is the contribution to a significant reduction in public expenditure
- 7. Leadership and political challenges Cultural and organisational change Governance and financial management Relationship with other programmes Capacity Bournemouth, Dorset and Poole Concluded that it is possible to secure improved outcomes at less cost but a number of issues and barriers to be addressed:
- 8. Bournemouth, Dorset and Poole Project Board conclusion that main focus for implementation should be council/PCT level Recognition of a case for some activity at a wider geographical level Organisational history cast its shadow over the project (including the process by which the pilot was initiated) The sub-regional focus had implications for ownership and level of ambition
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- 10. Buy-in is everything Buy-in across organisational and geographical boundaries: the challenge of the issues will expose any reluctance Buy-in of service directors and heads of service those responsible for implementation is critically important
- 11. Keeping it clear (if not simple) The core question Developing and testing propositions and hypotheses Retaining a focus on at less cost Retaining the centrality of the citizens perspective
- 12. Maintaining momentum The challenge of maintaining momentum without a government deadline in the face of inevitable pressures to slow down Piggy-back on unmoveable local timescales and programmes Use project milestones assemblies, events to maintain progress
- 13. A creative space A way of creating the space in which mainstream programmes can be more ambitious Remember: The citizen perspective The financial pressures To get out more. To create space for learning from the process