CF supported the development of a shared intermediate care model and operational delivery model to improve the quality of care provided. Support covered the whole journey starting with vision creation, through model design and ending with implementation planning


  • Comprehensive stakeholder engagement including leadership, frontline staff and service users
  • Developed a new intermediate care model to provide better quality care and plan for implementation
  • Intermediate care model plans are now being taken forwards across the county
  • Many of the principles of the intermediate care model are informing organisational and system design in other related areas


Lancashire and South Cumbria has a large and complex geographical footprint, with five acute providers, two mental health providers, three community providers and four councils. The system is challenged in terms of flow-through both physical and mental health services and operates a very bedded model across all types of health and social care provision.

Intermediate care services to provide support for people when they need it most are fragmented and confusing for users, with a number of examples of poor-quality care delivery.

Different services in different parts of the county had a differing level of professional input across professions, with some areas able to support over 150% more people in specific patient groups such as those with a mental health condition.


CF supported the development of a shared intermediate care model and operational delivery model across the ICS, to deliver the required outcomes.


It was critical for us to involve key leadership, front-line staff and service user perspectives from across multiple organisations and sites, in our support to:

  • Develop a shared vision and set of design principles through a visioning staff survey followed by a clinical and professional workshop
  • Understand the current services, demand and outcomes which included integrated dataset to understand touchpoints with people across multiple services
  • Develop a future care model to meet the vision, outlining people’s journeys through the system, identified key building blocks of service provision and identify groups who may require additional or a different type of support
  • Identify processes which would need changing to support a new way of working, and identified the current effectiveness of these processes with a maturity matrix
  • Work with the ICS, its constituent ICPs, providers and commissioners to establish at what geographical area each service should be provided to retain specialisms and gain benefits of working at the neighbourhood level
  • Modelled future demand for intermediate care services and impact of the new care model on the provision of services, finances, service user experience, beds and workforce
  • Develop a set of considerations for option development for the implementation of the intermediate care model
  • Worked with leadership to develop plans for implementing the recommendations
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Modelled future demand for intermediate care services


The intermediate care work is now being taken forward by the ‘Advancing Integration’ ICS and ICP boards across the county, and many of the principles are informing organisational and system design in other related areas.


“CF’s approach to the intermediate care review has been really helped us to understand what we need to do collectively as a system and keep that consistency across the whole ICS. Their approach has been collaborative and supportive, and they have been able to tell us things about our system that we didn’t know by bringing all of our data together. Sadly I am unable to be present today, but this has been an exemplary piece of work that has really moved us forward and will have an impact for our population.”

Peter Tinson
Former COO, Fylde and Wyre and Blackpool CCGs

“The intermediate care review and CF’s support have meant that for the first time we now have a shared understanding of our current services and a vision for the future which will better support people to be independent. The analytical work they completed was key to this as it helped us to get past people’s opinions on services to the truth of what was happening, and particularly helped to balance the conversation to the community from the acute – we had never seen the data from across the system in that way, and from that point it became pretty obvious what we needed to do.”

Vicky Tomlinson
Intermediate Care Programme Manager, Lancashire County Council