Overview
Demand pressures and increasing costs were putting strain on the system, making it difficult to maintain service quality and meet the needs of service users efficiently. There was recognition that no single partner could deliver systemic improvement alone; effective collaboration across Stoke-on-Trent City Council, Staffordshire County Council and Midlands Partnership Foundation was essential for meaningful change.
Action
- Developed a system-wide memorandum of understanding (MOU), which united agencies in a formal shared commitment to improvement and cooperative working.
- Established an integrated governance structure, appointing a single Director to oversee operations across two local authorities, two acute trusts, and one mental health trust, promoting cohesion and shared leadership.
- Ensured joint accountability among all five partners, with the Director responsible for reporting to each management team, reinforcing collective responsibility.
- Secured funding through the Better Care Fund, strategically using resources to enable transformation rather than solely supporting existing teams and services.
- Co-located teams at a central hospital base to facilitate integrated working.
The co-located teams included:
- Discharge facilitators—responsible for coordinating patient discharges efficiently
- Nursing teams—delivering clinical care and supporting discharge processes
- Social care teams—providing post-discharge support and safeguarding
- Quality assurance and administration—ensuring standards are met and processes run smoothly
Shared commitment was vital: success depended on every organisation being genuinely invested in the joint vision and willing to collaborate for the benefit of all partners. Meaningful change required active engagement with staff to ensure buy-in and sustain progress.
A continuous improvement approach was adopted, with ongoing pilots such as the current test of a night-time home care initiative to further enhance service delivery. Regular identification and tracking of Key Performance Indicators (KPIs), such as achieving a two-hour turnaround for referrals, helped maintain focus and measure progress effectively.
Outcomes
Partners acknowledge the process remains ongoing, with further opportunities for progress ahead. Progress so far includes:
Improved performance across the partnership, with measurable gains in service delivery and efficiency. Teams are now able to respond more quickly to referrals and support service users in a timelier manner.
Improved morale amongst staff members, fostered by the new integrated working environment and shared commitment to the programme’s objectives. Collaboration and open communication have helped to create a more supportive culture.
Peers to Contact
Hayley Bishop: [email protected]