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Our Five Priorities

The COVID-19 pandemic brought to life how important it is for local organisations and people to work together.

Ours is a vibrant area, rich in diversity but there is poor health and inequality within our boundaries. The NHS, Councils and other partners across Bedfordshire, Luton and Milton Keynes (BLMK) are working together to improve the health and wellbeing of you, your family and community as part of an Integrated Care System (ICS). The CCG is one of the partners of the BLMK ICS.

To find out more about the BLMK ICS click here.

Following discussions with our partners, local people and patient forums through our integrated #BLMKfutureNHS campaign, our ICS has identified five key priorities for health and social care across the area, which are supported by seven cross cutting enablers.

Our Five Priorities

  • Priority 1: Start Well

    Every child has a strong, healthy start in life, from maternal health, through the first thousand days to reaching adulthood. Our areas of focus are:

    • All mothers, parents, children and young people will have access to the support they need to achieve good family health and wellbeing outcomes.
    • To improve educational outcomes for all to better prepare children and young people for employment.
    • Support children, young people and their families who are the most vulnerable and have the most complex needs.
  • Priority 2: Live Well

    People are supported to engage with and manage their health and wellbeing. Our areas of focus are:

    • Health improvement and disease prevention through population-based and individual-based interventions, including action to address social factors and inequalities.
    • Early detection of health conditions.
    • Optimal management of long-term conditions, through increased self-management and better coordination of care for people with complex needs.
  • Priority 3: Age Well

    People age well, with proactive interventions to stay healthy, independent and active as long as possible. Our areas of focus are:

    • People staying well and functionally independent and socially engaged.
    • Providing proactive care for people at risk of poor outcomes.
    • Putting in place complex coordinated care when needed, including at end of life.
  • Priority 4: Growth

    We work together to build the economy and support sustainable growth. We are working closely across ICS partners to deliver:

    • Increasing levels of economic growth, including making the most of our status as Anchor Institutions and maximising opportunities for inward investment and the Oxford/Cambridge Arc.
    • Increasing employment levels and quality of employment, including building skills in our population through mentoring and apprenticeships.
    • Improving access to better living conditions and a focus on sustainability.
  • Priority 5: Reducing Inequalities

    In everything we do we promote equalities in the health and wellbeing of our population. This is a focus for all of our priorities, and some specific areas include:

    • Continue to roll out the COVID-19 vaccination programme and implement solutions to target under-represented people.
    • Population health management targeting resources to most in need.
    • Personalised care working with individuals and local groups to develop services to meet their needs.
    • Prevention, detection and management including smoking cessation, weight management, diabetes, CVD, respiratory and stroke.
    • Digital inclusion improving connectivity by access to hardware and internet and providing skills training.
    • Annual checks for people with severe mental health and learning disabilities.
    • Increase employment opportunities for local people.
    • Quality and affordable housing and a multi-agency approach to homelessness.
    • Increase in social engagement with those who are isolated.

 

Cross cutting enablers:

  • Data and Digital

    Our ambition is to support residents lead long and healthy lives by using data we have across our system to enhance how we provide health and care services which are focused on and around the resident, their needs and their wishes. Through our shared health and care programme we will have the capability to share data to provide care professional decision making across the whole care pathway for improved resident safety, quality of care and outcomes.

  • Workforce

    We are committed to growing and developing our workforce and creating enough flexibility to meet changing demands. Our ambition is for BLMK to be an attractive place to work, learn and live where our residents become part of the high-performing workforce that meet our health and social care needs into the future.

  • Ways of working

    Our ambition is to develop the ICS, Care Alliance, Place-Based Partnerships and Primary Care Networks (PCNs) infrastructure to work effectively to deliver our ICS strategy, improve outcomes for people and meet the requirements of the Health and Social Care Integration Bill. Key elements include establishing ICS governance, system oversight and assurance, and an operational model.

  • Estates

    Our estates will support delivery of care closer to home, facilitate the co-location of our workforce and more joined up care, and will help to ensure the appropriate infrastructure for our growing communities.

  • Communications

    Our communications and engagement strategy will build on collaborative partnerships already established to ensure we engage with key stakeholders, residents and our workforce in a continuous conversation about our strategic priorities, our work and how we are making a difference to the lives of people who live in BLMK. Our ambition is co-production so we can support the delivery of services which are co-designed and meet local need.

  • Operational and clinical excellence

    Our priorities are framed around early intervention and prevention to achieve better population outcomes. We also want to make sure that when people do need to use health and care services, these are the best they can be. Clinical leaders will be supported to develop and deliver integrated services across organisational boundaries that are based around our population’s needs, with continuous quality improvement.

  • Finance

    An effective financial framework will support and enable delivery of the priorities including aligning resources to priorities, protecting and prioritising investment in prevention, incentivising population health techniques and supporting devolution of activity.