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UCL Health Alliance: Working with Partners at Place in North Central London

UCL Health Alliance (UCL HA) collaborates with 14 partners to improve outcomes for residents in North Central London, focusing on partnership working, pathway improvements, and value for taxpayers. Key priorities include integrated neighborhood teams, prevention data baselining, and long-term condition management. Challenges include data management and integrating care closer to home, while ambitions involve delivering quality outcomes for local patients through flexible place-based initiatives.

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UCL Health Alliance: Working with Partners at Place in North Central London

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  1. UCL HEALTH ALLIANCE WORKING WITH PARTNERS AT PLACE

  2.  UCL HA – who we are  NCL – system information  Developing our relationships at Place  Priorities and Challenges  Benefits and Ambitions  Key Message CONTENT

  3.  All in provider collaborative for North Central London  14 partners  4 acute trusts – including UCLH and Royal Free  3 specialist trusts – including GOSH and Moorfields  2 community trusts  3 mental health trusts  GP Provider Alliance (GPPA)  UCL (academic partner)  UCL HA is a LLP and managed through a set of directors boards/committees  One of 9 Provider Collaboratives on the NHSE Innovator programme UCL HA – WHO WE ARE

  4. Vision To reduce variation and improve outcomes for residents in NCL and those individuals from outside our system that draw on our services Innovator programme aim To improve capacity and capability at the front end of the clinical pathway Purpose:  To enable effective partnership working to improve the outcomes and experience for the population we serve  To make improvements to the whole pathway from prevention, to treatment and both physical and mental health needs  Includes people living in North Central London as well as those travelling in to receive specialised care  To have a duty to demonstrate best value for taxpayers and support member organisations to sustain high quality care within resource constraints. UCL HA VISION AND OBJECTIVES

  5.  5 boroughs – Camden, Islington, Barnet, Haringey and Enfield  South borders include Oxford street, North borders include M25  Population of 1.7m  High transient population – students and homeless  2 major London termini – including Eurostar  20% live in the most deprived quintile  36% belong to an ethnic minority  16% are diagnosed with 1 LTC  20% have at least 1 behavioural risk factor NORTH CENTRAL LONDON

  6.  Building on the place based work from individual providers  Linking with ICB leads on place based priorities and opportunities for delegation  Leadership from GP Provider Alliance at Place level  Identifying reasons for GP attendance and impact that changes to pathways would have on primary, community and secondary care  Virtual ward programme and increasing uptake and co-ordination DEVELOPING RELATIONSHIPS AT PLACE

  7. PLACE 2 1. Rolling out integrated neighbourhood teams 2. Baselining prevention data 3. Improving long term condition management 4. Evolving Borough partnership 5. Delivering Camden and Islington Health and Wellbeing priorities PLACE 1 1. Integrated Front Door 2. Urgent Response & Recovery Service 3. Locality Development 4. Mental Health & Care EXAMPLES OF PROGRAMME PRIORITIES IN 2 DIFFERENT PLACES

  8. Variability in structures of each Place Distribution of acute providers across each Place Breadth of stakeholders in UCL HA Mix of priorities – system, place, provider CHALLENGES

  9. Can effectively create manageable baseline data including hyperlocal patient/resident feedback Providers work collectively to make improvements including increasing integration to deliver care closer to home Build on existing relationships between providers Improve research offering and engagement in local areas BENEFITS

  10.  End to end pathway priorities and outcomes within each Place  Key provider leads working in each Place on behalf of UCL HA  Clear links to innovation and research programmes AMBITIONS

  11. Flexing across Place based priorities for multi-Place providers is challenging, however success with this approach will deliver improved quality outcomes for local patients. KEY MESSAGE

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