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Health & Care: Social Enterprise's Vital Role in the Future

Explore the strategic drivers, policy commitments, and contributions of social enterprises in the evolving landscape of health and care services. Gain insights into challenges, opportunities, and the shift towards patient-centric approaches.

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Health & Care: Social Enterprise's Vital Role in the Future

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  1. Welcome and Introduction Ceri Jones Head of Policy and Research Social Enterprise UK

  2. Housekeeping • Fire Alarm • Mobile Phones • Exhibition • Workshops • Support & Information

  3. Welcome and Introduction Rebecca Howard CEO Sensevents

  4. Video Message Mike Farrar Chief Executive NHS Confederation

  5. The Future of the Health & Care in England and the Unique Role of Social Enterprise Bob Ricketts Director of System Management & new Enterprise Department of Health

  6. The future of health & care and the unique role of social enterprise Bob Ricketts CBE, Director of Provider Transition SEUK Fit for the Future 17 May 2012

  7. The future of health & care and the unique role of social enterprise • Strategic drivers • Policy & commitments • The unique contribution of social enterprises 4. Social enterprises – opportunities & threats 5. What we need to sort together ...

  8. The future of health & care and the unique role of social enterprise 1. Strategic drivers: Demand: • An ageing population – ‘living longer, but not healthier’ • Rising incidence of long-term conditions • Effective earlier prevention– alcohol, exercise, obesity, mental wellbeing - general population - social exclusion & high users • Increasing expectations of services – quality, choice & control, personalisation, co-production, integration • Commissioning for outcomes, not inputs

  9. The future of health & care and the unique role of social enterprise 1.Strategic drivers: Supply-side: • Variations in access & practice • Failure to roll-out proven innovation • Constrained & costly workforce • Excess & costly institutional capacity • Efficiency - stepped changes essential = £15bn-£20bn

  10. The future of health & care and the unique role of social enterprise 1. Strategic drivers: Resources – ‘tight & tightening’ • The economy • Efficiency challenge in health care £15bn-£20bn (demand, medical inflation, staffing costs) • Funding pressures on partners – local authorities • Voluntary sector • Individuals & families Must get best value & social return

  11. The future of health & care and the unique role of social enterprise 2. Policy & commitments: Framework: • The Health & Social Care Bill is now an Act • 2012/13 is a transitional year – to build capacity, capability & momentum • Much of the implementation also depends on secondary legislation - procurement • April 2013 - NHS CB, CCGs & Monitor • Managed regulated markets – fair & transparent competition

  12. The future of health & care and the unique role of social enterprise 2. Policy & commitments: Key commitments have been given about choice & competition: • No decision about me without me – commitment to patient choice & control • Competition as a means, not an end – as a tool for commissioners • Competition on quality, not price • Commissioners will decide when, where, how & if to use competition • Continuity of key services is protected • Providers will be regulated – fairly & proportionately

  13. The future of health & care and the unique role of social enterprise2. Policy & commitments - Competition: • Commissioners decide • when, where, how & if to • use competition, based • on: • Needs & priorities • Scope for improving quality & patient feedback • Sustainability and impact on other services • Suitability, clinical risk and continuity • Scope for patient choice and control

  14. The future of health & care and the unique role of social enterprise 2. Policy & commitments: Patient choice & control & personalisation: • We know that many patients want greater choice & control over their health & healthcare • Clear cross-party commitment to greater patient choice & control • Choice is notjust about choice of provider – choice should include treatment, setting, lead clinicians • Guiding principle - No decision about me without me • Clear link to greater personalisation • Broader canvas of transparent quality, shared decision-making, personal budgets & direct payment

  15. The future of health & care and the unique role of social enterprise 2. Policy & commitments: Integration • Presumption in favour of integration around the needs of individuals • Can be commissioner-led (e.g. prime contractor) or provider-led structural or virtual • Key enablers: > Needs assessment > Incentives > Tariffs & currencies > Procurement & contracting > Licensing > Individual care plans & co-production > Information & navigation

  16. The future of health & care and the unique role of social enterprise 2. Policy & commitments: Integration - Contribution of SEs? • Informing needs assessment & commissioning • As collaborative providers under AQP • In new partnerships supporting new models • As sub-contractors within prime contractor arrangements

  17. The future of health & care and the unique role of social enterprise 2. Policy & commitments: Commitment to: • Diversity of provision • A fair playing field – review • Simplifying procurement & contracts • Supporting ‘spin-outs’ – R2R & R2R • Building capability • Access to investment – SEIF • Social value & SROI

  18. The future of health & care and the unique role of social enterprise 3. The unique contribution of social enterprises: • Inclusion – SEs can reach-out much more effectively • Catalysing improvements in quality • Innovation – show-casing & challenging incumbents • Cost-effective ‘lean’ provision • Social return • Building social capital • Empowering staff to innovate - Right to Request/Provide • Creating new partnerships to enable integration/’joined-up services’ Plus a broader contribution to … • Reforming public services • Enabling a ‘Big Society’

  19. Opportunities: NHS efficiency challenge Direct payments & personalised budgets Choice of AQP Social value & SROI Prime contractor & sub-contracting Commissioning & payment for outcomes New investment vehicles ‘Mutualism’ Spin-outs Threats: Funding constraints - LAs New commissioning architecture New commissioners Licensing regime Procurement practices & law Prime contractor & sub-contracting Commissioning & payment for outcomes Investment market failure ‘Mutualism’? TU opposition Commercial skills ‘Founder syndrome’ The future of health & care and the unique role of social enterprise 4. Opportunities & threats

  20. The future of health & care and the unique role of social enterprise 5. What we need to sort together ... • Public & TU perceptions • The regulatory framework – licensing, procurement regulations • Commissioner understanding & attitudes (& their advisors) • Commissioning & procuring social value • Economies & efficiencies of scale • Commercial awareness & capability – ‘spin-outs’ & start-ups & partnering • Evidence base

  21. A Care Model for the Future Geoff Walker CEO Sandwell CCT

  22. Question & Answer Session Ceri Jones Head of Policy and Research Social Enterprise UK

  23. Refreshments & Marketplace Please check your badge for workshop allocation Ground Floor Workshop A - Main Room Workshop B - G2 First Floor Workshop C - F1 Workshop D - F3 Workshop E - F7

  24. Leadership Masterclass Des Benjamin CEO Simplyhealth

  25. Leadership Live – Q&A Panel Lyn Bacon CEO, Nottingham CityCare Partnership Des Benjamin CEO, Simplyhealth Jo Pritchard Co-Director, Central Surrey Health

  26. Summary Ceri Jones Head of Policy and Research Social Enterprise UK

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