Assessing the value of the South Tyneside Alliance
PHE ePoster Library. Christie A. 09/12/19; 274423; 221
Anna Christie
Anna Christie
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Abstract
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Abstract Introduction
South Tyneside Alliance was developed in 2017 to fulfil its duty to develop integrated commissioning, join up health and care services and oversee our £350m per year resource allocation to improve the health and wellbeing of local people. The approach is based on a set of leadership behaviours of being proactive, fair and patient-centred and aims to embed an ethos of continuous learning, reflection and improvement.
Methods
In January 2019, a learning event took place to display examples of good practice across the Alliance. Sixty-plus participants attended, including service users, staff and volunteers from the council, Foundation Trusts, third sector and primary care. A questionnaire was distributed to explore factors shaping the success and sustainability of the Alliance to date. Drawing upon thematic analysis we explore factors shaping its implementation.
Results
Participants acknowledged that the Alliance provides a significant opportunity for multi-agency collaboration and the sharing of good practice. A commitment to co-production and person-centred care together with supportive organisational culture, trust and leadership were considered key factors facilitating its success.The main challenges identified were limited time and resources among individual initiatives, uncertainty around the direction of policy, securing commitment from stakeholders and gaining support for the spread of changes throughout the system.
Conclusion
This is a first step in assessing the value of the Alliance, its wider implementation and spread across the health and social care system. These findings will inform the development of an evaluation plan to further explore the implementation and impact of this approach. External funding details
Abstract Introduction
South Tyneside Alliance was developed in 2017 to fulfil its duty to develop integrated commissioning, join up health and care services and oversee our £350m per year resource allocation to improve the health and wellbeing of local people. The approach is based on a set of leadership behaviours of being proactive, fair and patient-centred and aims to embed an ethos of continuous learning, reflection and improvement.
Methods
In January 2019, a learning event took place to display examples of good practice across the Alliance. Sixty-plus participants attended, including service users, staff and volunteers from the council, Foundation Trusts, third sector and primary care. A questionnaire was distributed to explore factors shaping the success and sustainability of the Alliance to date. Drawing upon thematic analysis we explore factors shaping its implementation.
Results
Participants acknowledged that the Alliance provides a significant opportunity for multi-agency collaboration and the sharing of good practice. A commitment to co-production and person-centred care together with supportive organisational culture, trust and leadership were considered key factors facilitating its success.The main challenges identified were limited time and resources among individual initiatives, uncertainty around the direction of policy, securing commitment from stakeholders and gaining support for the spread of changes throughout the system.
Conclusion
This is a first step in assessing the value of the Alliance, its wider implementation and spread across the health and social care system. These findings will inform the development of an evaluation plan to further explore the implementation and impact of this approach. External funding details
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