Health and social care
We work with health and social care leaders, clinicians,
GPs and commissioners to improve standards of care, demonstrate the impact of new services, and make sure the voice of patients is heard.
OPM’s health and social care work is led by Deborah Rozansky.
Managers, commissioners and clinicians working across health and social care are striving to improve outcomes for patients and other service users. They are building new organisations and reorganising systems of care in a time of fiscal constraints and increasing consumer demand. At OPM, we work with senior health and social care leaders to take forward this challenging change agenda, both in the public sector and with charities and other non-profit funders. We are adept at designing and implementing processes to involve patients and the public in proposed changes to hospital services, and are testing and evaluating new ways of delivering high-quality patient care efficiently.
Building productive local partnerships
OPM has been working with public services in both the health and local government sectors for more than two decades, which means we are uniquely placed to help build local partnerships that can provide greater productivity and better services. We are supporting the formation of health and wellbeing boards and clinical commissioning groups across the country, drawing on our deep experience of working with patients and user groups, and our pioneering expertise in mutuals and social enterprises.
Designing and testing new ways to improve care
Delivering ‘more for less’ means innovating. Our researchers and evaluators are testing new delivery models and services to measure impact, equity and efficiency. We have a deep understanding of the complex opportunities and challenges in patient-centred care, shared decision-making and personalisation, reablement, behaviour change and public health. Read more by downloading publications about personalisation, reablement, or behaviour change.
Making the case for change
Health improvement requires making controversial and often contested changes. OPM supports health trusts and local partners to create a compelling case for change, with widespread support from stakeholders and citizens. This includes working with local politicians and the full clinical community, building and presenting a robust evidence base, and engaging and involving staff, patients and members of the public in large-scale events.
Leading for the future
Our health experts are building the capacity of health and social care leaders to manage change, improve quality and productivity, and fulfil policy makers’ expectations. We develop professional skills for good governance, commissioning, quality improvement, productivity, value for money and engaging patients and communities. Our team uses a range of approaches including coaching, board development and tailored masterclasses.
Commissioning for improved outcomes
We develop the knowledge and skills of health and social care commissioners to improve services through outcomes focused commissioning. We develop and use bespoke evaluation and measurement tools including: cost-benefit analysis, a rigorous approach to social return on investment and practical ways to measure ‘soft’ outcomes.
Key reading
- Our Unlocking Local Capacity report focuses on the practical steps that local authorities are taking to unlock the capacity of individual residents, communities, and the council itself, for example, staff and elected members. It is based on interviews and research with more than 30 local councils across England. (OPM, February 2012)
- GP development needs to lead commissioning (OPM, November 2010).
- Coherent health and care: possible future scenarios (Clive Miller and Andrew Webster, OPM May, 2011).
- Personalisation: OPM public service briefing (Clive Miller, OPM, June 2010).
- Delivering personal budgets for adult social care: reflections from Essex (OPM, July 2010).
- Understanding reablement (Antonia Bunnin, OPM, July 2011).
- Reablement: a guide for frontline staff (OPM and North East Regional Improvement and Efficiency Partnership, September 2010).
- Commissioning for outcomes and efficiency: delivering better outcomes for disabled children (Commissioning Support Programme, November 2010).
- Releasing the potential of front-line staff (Catherine Mangan, OPM, July 2011).
- Behaviour-change workshops for front-line staff to promote healthier lifestyles (OPM, May 2011).
- Return on investment and the ‘opportunity estimator’ (Chih Hoong Sin and Iain Ryrie, OPM January 2011).
