Case studies

Kent County Council and Medway Council are coterminous with Kent and Medway Sustainability and Transformation Partnership (STP), which is developing into an integrated care system. The system has eight clinical commissioning groups (CCGs) which share an accountable officer and are working to establish a single strategic or system commissioner. This case study forms part of our integrated care systems (ICS) resource.

Plymouth Health and Wellbeing Board (HWB) takes a system leadership role, setting the ambition, shaping local priorities and signing off key strategic documents, including commissioning strategies. This case study forms part of our integrated care systems (ICS) resource.

Bath and North East Somerset is one of the three ‘places’ in the Bath and North East Somerset, Swindon and Wiltshire Sustainability and Transformation Partnership (STP), which is working to become an integrated care system. This case study forms part of our integrated care system (ICS) resource.

Leeds Health and Wellbeing Board (HWB) is at the centre of setting the strategic direction of the local health and care system, and all key local health and care strategic decisions go to the board. This case study forms part of our integrated care systems (ICS) resource.

In 2016, partners in St Helens realised they had to do something radically different to tackle growing costs and demand and make the best use of available resources. They undertook development sessions with the LGA and others, and decided to implement an ambitious and rapid programme of transformation. This case study forms part of our integrated care system (ICS) resource.

Buckinghamshire is a first-wave integrated care system (ICS) within Buckinghamshire, Oxfordshire and Berkshire West Sustainability and Transformation Partnership. This case study forms part of our integrated care system (ICS) resource.

Camden Council has rationalised the number of suppliers it contracts for payment services with the aim of moving towards a cashless system. Part of the project is for the distribution of social care payments such as the direct payment of adult and children’s social care electronically via prepaid cards. We now currently load £1million per month onto prepaid cards across more than 400 cards in circulation, and we are currently exploring how it can be rolled-out to additional schemes to supplement our cashless strategy. Our staff have reported the prepaid card system has resulted in a: “positive user experience”.

Through the LGA Productivity Experts Programme, expert advice was sought around the methodology and development of approaches, processes and skills for contract audit of contracts, recovery of overpayments, contract management and financial procedures to test for potential savings.

To provide an equitable hospital discharge experience for residents whilst improving performance associated to delayed transfers, a bespoke Hospital Discharge Service was established in October 2017, with the use of iBCF monies to expand the council’s ‘discharge team’ located at the hospital where the greater number of admissions historically occurred. This example of a local initiative forms part of our managing transfers of care resource.

In 2014 East Surrey clinical commissioning group (CCG) embarked on a project to improve the medical care of residents of nursing and residential homes (care homes). East Surrey CCG has a significant number of Care Homes with a total of 1,800 beds across the geography. This example of a local initiative forms part of our managing transfers of care resource.