Advancing the transformation of local services in Staffordshire

Abstract

Purpose

The purpose of this paper is to describe the work between statutory sector partners in Staffordshire to establish a transformational rather than transactional health and well being board and its approach to resource allocation.

Design/methodology/approach

The paper describes the principles and process of achieving a shared ambition for Staffordshire, and the practical and strategic considerations of taking a broader and more ambitious approach than current guidance recommends.

Findings

Supporting individual organisations to achieve their statutory requirements within the context of the shared vision, and using customer insight intelligently to influence the decision‐making process, are critical to success. The challenge of moving resources in times of financial hardship and organisational flux should not be underestimated.

Practical implications

The process of moving resources into prevention and early intervention cannot be done in a “one size fits all” way and has to be considered as part of a differentiated approach. In addition, organisations must be willing to cede influence and resources to support the vision, thus challenging culture and traditional organisational boundaries and structures.

Social implications

The process described in the paper is designed to improve health and well being for citizens in Staffordshire, tackling inequality in an integrated, targeted and proportionate way.

Originality/value

This is an emerging example of “whole system” integration.

Citation

Ellis, M., Curry, K. and Watson, J. (2013), "Advancing the transformation of local services in Staffordshire", Journal of Integrated Care, Vol. 21 No. 1, pp. 34-41. https://doi.org/10.1108/14769011311305567