There is a fault line in the way in which health and wellbeing services for people are resourced, planned and delivered in the UK. Essentially it is the organisational and financial separation between the NHS and Local Government created in 1948. It inadvertently produces discontinuity of care for service users, massive frustration for professionals and inefficient use of resources.
Because of the fault line, the investor in health and social care is not always the financial beneficiary in savings. Our evidence-based practice catalogue shows the proven interventions where partners can invest for own benefit, mutual benefit or the benefit of the other partner. It enables them to align and coordinate what really works for older people.
Each bubble in the matrix below shows the interventions formulated for a client system and where the main benefits and investment would fall. For example if the NHS invests in continence management it would benefit the NHS through reduced A&E attendances and hospital admissions, but even greater benefit would accrue to Local Authorities through avoidance of care home admissions and reduced need for domiciliary care packages.
If you would like to know more about our evidence-based practice catalogue please contact Nick Richmond firstname.lastname@example.org.
Our pathway is backed by an evidence-based catalogue of services and interventions proven to work well at each stage of the pathway. But we don’t just come with ready-made solutions to impose from elsewhere; we look for what works well locally and blend in the best practice.
By proven we mean either gold standard [Randomised Control Trials or independent evaluation] or substantive evidence supported by reviewer experience.
The reality is that service commissioners and providers can’t always wait for the delivery of academic studies, randomised control trials or independent evaluation evidence to back up what they think is the right thing to do. We know that academic studies on interventions seldom look at the receptiveness of the wider system when evaluating interventions. We also know that interventions that are considered to have little benefit from academic meta-analyses can often have very significant benefits in case studies from local systems. So we back up the RCT and evaluation evidence by what we know from personal and practitioner evidence and case studies.
Our whole systems approach allows the partner agencies to identify the services they provide and the resources they commit to each of the pathway stages and settings. We help spot the gaps and then build up a coordinated set of services designed around the individual older person.
The Tricord describes the aspects of an organisation that need to be aligned and in balance around the central core for the whole to be healthy.
“In a complex partnership environment – Essex has 5 PCTs, 12 District Councils, 5 Acute Trusts – Tricordant have enabled us to put momentum into developing joint commissioning for older people. Their work, bridging the perspectives and needs of health and social care, is now being embedded into the Council’s Commissioning Delivery Plans and PCT QIPP plans. Tricordant’s work has also placed us in a good position for the future, providing us with a clear evidence base around older people’s needs and care pathways to support cost efficiency and improved quality through joint commissioning. We are also using this evidence base to engage with emerging GP Commissioning Consortia.”
Jenny Owen, Deputy Chief Executive and Director of Adult Social Care, Essex County Council
We are a whole systems consultancy enabling organisations to transform. We work across all types of organisation enabling people to work to their full potential, through the creation of whole work.