HEALTHCARE ESTATES 2021 KEYNOTES
Effective ICSs will require ‘inter-professional’ working
The opening day’s second keynote at October’s Healthcare Estates 2021 conference – which followed a look at the New Hospital Programme team’s ‘commercial philosophy’ by the Commercial director, Emma-Jane Houghton, saw David Flory, Designate Chair of Lancashire and South Cumbria ICS, and interim Chair for Cheshire and Merseyside ICS, take part in a ‘question and answer’ session with IHEEM CEO, Pete Sellars. Topics covered ranged from how the EFM community might best support the goals and ambitions of England’s new Integrated Care Systems, to contrasting healthcare provision and hospital design models here and in Qatar, where David Flory previously spent over five years as Chief of Hospitals at Hamad Medical Corporation.
Introducing David Flory, session chair and IHEEM CEO, Pete Sellars, said he ‘should need no introduction to anybody who’s been around the healthcare sector for the last 20 years or more in England’. He said: “David has just recently come back from his role as Chief of Hospitals at Hamad Medical Corporation in Qatar, but before that he held various executive roles at national and strategic levels, a Director- General role in the Department of Health, and, of course, was Deputy Chief Executive of the NHS Commissioning Board a few years ago.” Having thanked David Flory both for his support for IHEEM, and for agreeing to speak at this year’s flagship IHEEM annual event, Pete Sellars then asked him, as a first question, what had attracted him to the role of a potential ICS Chair.
What attracted him to the ICS Chair role?
David Flory said: “I think we’ll all be familiar with the aims and objectives of the NHS Long Term Plan, and the opportunity we have, with the Health Bill, to get to the conclusion of the legislative process – to really be able to go broad and deep with other sectors and partners, and particularly colleagues in local government, in a way we haven’t been able to do before. We’ve had had legislative powers and permissions to pool budgets in some instances, and the Better Care Fund. We’ve tried to come together, but there’s always been challenges between health and local government as to whether the constitutions can genuinely come together and work together. We’re so different, and I think that in the Integrated Care Systems, it’s our duty to meaningfully engage with local government and indeed beyond that – with the voluntary care and social enterprise sector too – in focusing very much on how we connect the services that we all provide across the healthcare spectrum, and integrate them in a way
40 Health Estate Journal November 2021
IHEEM’s CEO, Pete Sellars, put a range of interesting questions from both he and the webinar audience to David Flory, Designate Chair of Lancashire and South Cumbria ICS, and interim Chair for Cheshire and Merseyside ICS (right).
that’s easier to navigate for patients, and ultimately leads to better outcomes.” David Flory continued by way of example: “So, if I think about Lancashire and South Cumbria in particular, there’s 42 ICSs across the country, all of different shapes and sizes. With Lancs and South Cumbria, one of the things that attracted me to this role is that we’ve got a very good chance to be a truly integrated care system. When I look at some of the bigger ICSs typically built around the conurbations of Cheshire and Merseyside, Greater Manchester, West Yorkshire, or North-East and North Cumbria, they can certainly do things at scale that haven’t been done before, but probably within each of those examples I’ve given, there are probably at least two different natural systems within one ICS.
Single entities
“At the other end of the spectrum,” he continued, “we’ve got a sort of single county, one hospital, one local authority, and probably one CCG aspect of being able to transform at scale that you have to go beyond the ICS boundaries. For Lancs and South Cumbria, however, we have four acute Trusts, and a mental health and community Trust, covering the whole of
the patch. We serve a population of just under two million, with common issues that connect the most north-westerly point of our area with the most south-easterly. We thus have a real chance to develop care outside of hospital to support the necessary system transformation to deliver better, more accessible care, away from the main hospital sites. Simultaneously, we’ve got a network of hospital sites, and over time, what happens at each will have to change – because our system isn’t clinically or financially sustainable currently. We are due to get one of Emma-Jane Houghton (Commercial Director on the New Hospital Programme) at the Cabinet Office’s 48 new hospitals, and are hoping that getting to know her a bit this morning will bump us the list a bit. The opportunity that a new hospital gives is not just to upgrade what’s there now to replace old with new, and to build it with slightly wider corridors, and higher ceilings and bigger rooms. Rather it’s a catalyst for us to be able to transform the way that services are delivered on our patch, and to think about how the different parts of our system in health and beyond connect together.” Pete Sellars said: “I hear what you’re saying, David, but with the ‘Hospitals of the future’, the challenge is that they’re not just
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76
