>>Bob: Integrated working means to me providing great services to people irrespective of which
organisation or which bits of an organisation have to provide it.
>>Adam: Understanding your neighbours and your partners perspectives to work out how
you best solve problems together.
>>Rani: Collective leadership and systems leadership.
>>Serene: That patient is going to get the best form of care in the shortest space of
time.
>>Bob: It’s clear in our system we have pockets of fantastic integrated services being
provided to specific parts of the population. Our challenge is to learn from that and scale
it where we possibly can.
>>Adam: We’re currently in the iRock service which has been a really integrated model for
children’s health and wellbeing and that’s been a partnership of the CCG, Sussex Partnership
Foundation Trust and East Sussex County Council.
>>Adam: Nobody made them come together, they chose to come together because they believed
they needed an integrated solution for the health needs of children and young people.
So that is a great example where by bringing people together with one common purpose, the
organisational boundaries will not get in the way and we get better outcomes for our
population.
>>Serene: Patients are seen and only asked the questions maybe once or twice rather than
previous duplications where a physio would’ve asked one question, an OT would’ve asked,
a nurse would’ve asked… now we’ve got joint documentation so actually the patient’s
only saying their story once really and then they’re getting to be seen by the right
person in the right place, which is often their home.
>>Rani: They have somebody outside of the health system in the community that they live
in able to listen to them, to look at what they need not just in terms of their health
symptoms but what is the world that they live in that connects with those symptoms and working
at it with a two-pronged approach.
>>Adam: There’s been some great opportunities working across our STP area noticeably the
work of our NHS family working with local government on the collective health and care
needs that our population in Sussex and East Surrey have.
>>Bob: It gives you a framework where you can bring relevant partners together for a
system to talk about strategic issues and look at strategic solutions that are wider
than if you were considering at just an organisational level.
>>Adam: We’ve got some great people that work in our system and real shared leadership
values that really mean we’ve got the right ways of working and behaviours to ensure our
system can be led effectively.
>>Bob: The really important thing to do was to encourage partners to come around the table
and start talking openly about the challenges that health and care services in Sussex face.
>>Adam: We were really honest with each other about the areas that need to be improved and
then worked together to really design what the most effective improvement plan was that
meant that individual organisations could succeed but also the system as a whole could
succeed as well.
>>Adam: It’s really important we work with our local government colleagues, particularly
public health colleagues within local government to ensure we’ve got the right solutions
built on what our population need locally to ensure they get healthier.
>>Rani: We have to trust each other in the system, and if we really truly mean that we
want to improve population outcomes it doesn’t really matter where the apples are going to
fall when we reap the benefits as long as they fall in that patient’s garden.
>>Adam: Build the relationships, spend time together, really make sure you understand
what your neighbours problems are when they’re leading their organisations.
>>Bob: Firstly, don’t forget the basics and secondly keep talking.