Personalisation & Capacity Building

Our team have been working on the Personalisation agenda at a local and national level since 2012 with partners including National Voices, NHS England, the Local Government Association, the Department for Health & Social Care, Association of Directors of Adult Social Services, Royal College of GPs, Nesta, the Health Foundation and the Social Care Institute of Excellence: including on People Powered Health (2011-13), the National Collaborative’s Whole-System Integrated Care Programme (2013-14), Realising the Value (2015-16) and with the Better Care Support Team (2013-19).

A core aspect of our work has been developing the evidence and evaluating the impact of person and community-centred approaches working with local stakeholders, ranging co-developing strategic outline cases through to full business cases with local commissioners and providers; through to best-practice reviews and dissemination work, including “how-to” guides, workshops, 1-2-1 coaching and mentoring nationwide.

Supporting patients with a long-term condition is one of the biggest challenges facing the NHS and healthcare services across the world. It is a major driver of healthcare demand and accounts for the use of 70% of healthcare resources in England. Improving the management of long-term conditions is imperative if healthcare is to be delivered effectively and sustainably. There is growing evidence that such improvements can be achieved by involving patients more closely in their care – by co-producing healthcare services.

Our award-winning work with Nesta and the Innovation Unit on the People Powered Health Programme involved working as a single team to support 6 localities – each implementing co-production in a different way and a different health setting – whilst simultaneously developing the national case for change. Following the commitments of the Five Year Forward View, we have worked with Nesta, the Health Foundation and partners including Being Well Salford and Positively UK, to help further build the case for scaling person and community-centred care; including joint development with the NHS England Finance Team of economic modelling tools covering areas such as peer support and self-management to support commissioners across England.

We continue to support voluntary, community and statutory organisations across the UK to develop and evidence the value of involving people and communities in improving their own health and wellbeing. However, our most recent work has also started to look at the opportunities for formally bringing together public services and those wanting to volunteer their time, skills and experience more generally.

Across our society, millions of people commit everyday to helping improve the health and wellbeing of others – from experienced clinical professionals and frontline staff; to the neighbour, relative or friend whose personal efforts make the life of someone they care about more liveable. Without the contributions of volunteers and un-paid carers – including the estimated 13 million hours of annual volunteer time in acute trusts – our health and care systems would have collapsed already. The latest NHS Long Term Plan has committed to doubling the number of volunteers in the health service. We want to ensure that this happens in a way which genuinely improves the lives of those who are receiving care, who already work on our frontines, and who volunteer. Our aims are to:

  • Move volunteering to the heart of system plans: ensuring that the benefits that volunteering brings, including to staff, patients, organisations and volunteers themselves, are recognised, championed at all levels and across all settings of our healthcare systems.
  • Develop individual strategies grounded in both national and local realities: when it comes to scaling new ways of working within the NHS, we know organisations will need to show how any change helps not just to improve the quality and experience of care, but helps them meet the broader financial and regulatory pressures they face.
  • Co-produce the required changes to make this happen: we have put co-production at the heart of our approach not because we think it is the morally right thing to do when it comes to changes that potentially affect the lives of millions (although we do). We harness co-production – from initial co-design through to summative evaluation – because we believe it is the only way to translate engagement into action in a way which is deliverable and owned by the people who are responsible for delivering and sustaining the change.

For more information on our approach to personalisation and capacity-building, please contact Katie Lansdell at PPL.