Outcome Based Approaches to Health and Care
We see transition to an ICS as an opportunity to collectively raise our ambition for the one million people living in Suffolk and North East Essex who we serve. There are many areas where we all want to see measurable improvements for our communities. However we also know that achieving change will require sustained, concerted action and effective partnership working across organisations and systems. Working as an ICS gives us an opportunity to take a different approach and collectively reinvigorate our efforts in relation to these important priorities.
In order to be successful, we will need to adopt an evidence based methodology to ensure discipline in how we work together around complex issues going forward.
Outcome based approaches, which focus on the concerns of people and communities, have become increasingly popular in recent years. Our starting point has been Outcome Based AccountabilityTM, which over the last five years has been adopted by a steadily increasing number of partnerships and organisations including Local Authorities, Voluntary and Community Organisations, NHS Trusts and Partnership Boards, Health and Wellbeing Boards and Crime and Community Safety Partnerships. We have built on this framework to develop an outcome based approach that works at a strategic system level, as well as in place-based commissioning and delivery of services.
|Why we need to work together...||...to make a difference to the outcomes and issues that matter to people that we are collectively responsible for which we can only change by working together;|
|How we will work together...||...to achieve better outcomes in different ways in local neighbour- hoods and alliances by working more flexibly across our sector and organisational boundaries;|
|What we will deliver together...||...to ensure genuine transformation and innovation in how healthand care is delivered in local communities and neighbourhoods.|
An outcome based approach is a disciplined way of thinking and taking action that service planners and communities can use to design and monitor strategies to improve the lives of children, families and communities and as the basis for commissioning and improving the performance of projects, programmes and services. It makes a clear distinction between accountability to partners and stakeholders for strategies to improve quality of life for whole populations, and the accountability of service providers and commissioners for the impact of individual services and interventions on their client populations, effectively separating means from ends.
An outcome based approach establishes a common, jargon free language to enable partner organisations and stakeholders to communicate more effectively thereby maximising community engagement and partner added value. The planning process starts with the health and wellbeing outcomes that are important to our people and communities, and works through to actions in an intuitive and logical process. We will gather data and people’s lived experiences to establish our baselines, and we will devise a set of key indicators where we want to turn the curve to improve people health and wellbeing. We will chart progress against population outcomes and the benefits we want to achieve for local people, a stark contrast to the crude target setting processes we traditionally see. Performance management involves measuring the effectiveness of services against three criteria: how much did we do, how well did we do it and is anyone better off? This focus on service user outcomes provides a simple yet robust framework for commissioning and managing performance.