Our role is to help people at all levels in the system to change. We encourage and empower citizens to stay well and to be actively involved in their own health and wellbeing. We help the organisations providing care to work together in a joined up way, to achieve the best outcomes for each individual.

As well as supporting their transformational journey, we help our 13 STP and ICS customers maintain a strong grip on current performance so they can increasingly focus on the organisational development required to achieve their shared ICS goals.


The experience and learning we have gained from supporting systems to create these shifts is directly relevant to the requirements of this framework and our ability to deliver the services specified. Throughout this site, we provide examples and customer testimonials that evidence where we have provided clear value for health and care systems, in the following areas.


ICS customers can access our extensive academic, public, and private sector supply chain, as well as the innovative ‘Public/Public’ partnership model we have developed.

Some public organisations, particularly in Local Government, have the ability to invest and accept outcome risk at the same time as being participants in and therefore having a stake in the ICS we are developing. Our partnership approach will therefore help align incentives and provide accountability for outcomes.

We will create a range of options that will suit organisations with a differing need/appetite for risk &benefit sharing, & reflect varying stages on the transformation/integration journey.

Our supply chain network includes:

  •  Johns Hopkins

  • Dartmouth Institute

  • Lightfoot

  • Cerner

  • Catalyze

  • Unipart

  • Miliman

  • Beautiful Information

  • Rubicon

  • PA Consulting

  • York University

  • Orion

Developing a Public - Public Partnership:

Our public sector status has also allowed us to develop an innovative ‘public-public’ investment model, partnering with top-tier Local Authorities in the system to strengthen our shared purpose in transformation and to attract investment to help fund the cost of change. Such investment is incentivised in part through the opportunity to achieve cashable system savings, particularly around the interlock between health and social care, and through the opportunity to unlock other system benefits including reducing public procurement requirements and avoiding VAT issues. Through this model, like all partners in the system, we share the risks/gains of service and benefit success/failure appropriately with our sub-contract partners. We have developed this model consultatively with the Local Government Association and several Local Authorities and we will investigate its feasibility on a case-by-case basis in each system we support. Uptake is likely to be determined by the level of financial pressure, maturity, and willingness to innovate in the system.  

What our customers are saying :

On supporting transformation for the Frimley ACS:

It is great to be working in partnership with SCW to bring together behaviour change goals and technology, to encourage self-care and understanding about what the potential future benefits are.

Sharon Boundy - Transformation Lead, Frimley Health FT

On supporting 5 major interoperability programmes:

The introduction of Connecting Care is like the introduction of radios in world war one….  it represents a quantum leap for out of hours.

Quotes from clinicians using Connecting Care

On delivering Right Care deep dive analytics across the South of England:

SCW have been a tremendous help…we got presentable data, full narrative on the findings and a data pack. It was fast and high quality.  We could see the opportunity by provider, commissioner and by whole system – essential when designing an achievable and believable action plan. It’s now our standard deep dive approach. 

Mark Marriott - Transformation Director, NEW Devon CCG

On population behaviour change, prevention, and patient activation:

To have contributed to almost halving the numbers of homes in the region where smoking is allowed, in such a short timescale, is very impressive.

Professor Kevin Fenton - National Director of Health & Wellbeing, PHE

On leading the national QIPP programme, supporting CCGs to increase outturn by 8% (compared to 0% for non-supported CCGs)

CSU colleagues have played a vital role in the delivery of Phases 1 and 2 of the QIPP programme in London which has supported CCGs to de-risk their current plans and identify additional schemes this year

David Slegg - Director of Finance, NHS England (London Region)

On joining up Health and Local Authority Services:

SCW, took a strong leadership role in working through the complexities of combining local authority and CCG staff into one team.

Stephanie Ramsey - Director of Quality & Integration, Southampton City CCG and Southampton City Council