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Strategic objectives. Physical health. We will support people to be physically healthier, remain in their own homes for longer, and receive appropriate care in the community. Mental health.
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Strategic objectives Physical health We will support people to be physically healthier, remain in their own homes for longer, and receive appropriate care in the community Mental health We will support people to have improved mental wellbeing, resilience and independence, and ensure that physical health needs are jointly considered Learning Disabilities & Autism We will support people with learning disabilities and autistic people to live physically and emotionally healthier, happier and longer lives Specialised services We will we collaborate with regional healthcare organisations to commission and provide specialised services across the region (for example secure mental health services and dental services)
Enabling objectives People We want Oxford Health to be a great place to work and learn – staff are passionate, engaged, supported and developed to provide quality care Quality improvement We want Oxford Health to be an outstanding healthcare provider with the primary aim of continuously improving the quality and effectiveness of care Digital & Estates We want Oxford Health to be a digitally-enabled organisation with an estate that is safe, accessible and can flex to meet changing service requirements Financial sustainability We want Oxford Health to be a financially sustainable healthcare provider with robust efficiency and demand and capacity processes
Physical health We will support people to be physically healthier, remain in their own homes for longer, and receive appropriate care in the community Care at home and in the community - Care will be provided at home and in community settings to improve recovery, overall patient wellbeing, and reduce unnecessary hospital admissions. Care partnerships - Teams will be multi-disciplinary and organised around people’s needs (development of personalised care plans and budgets). Care will be a partnership of patients, carers, families and staff. Integrated services for children and young people - We will develop an integrated service for children and young people with a joint offer across education, health and social care, and focused on prevention of ill health providing a good start in life. Multi-disciplinary teams - We will establish strong and sustainable arrangements with multi-disciplinary teams across primary, secondary, and social care services (development of Primary Care Networks). Buildings that meet changing requirements - Our buildings will support service requirements and be ready for future flexibility. Community hospitals will be the focal point for local health and wellbeing. Prevention and early intervention - We will redesign treatments to maximise the benefits of prevention and early intervention – this will allow us to intervene much sooner and prevent the need for care and future admissions for longer.
Mental health We will support people to have improved mental wellbeing, resilience and independence, and ensure that physical health needs are jointly considered Children and young people’s mental health - We will focus on improving the mental wellbeing of children and young people through working in schools, widening access to current services, and joint-working with local authority children’s services. Expansion of treatments for depression and anxiety - We will continue to expand evidence-based treatments for depression, anxiety and long-term conditions (Improving Access to Psychological Therapies). Prevention and early intervention - We will redesign treatments to maximise the benefits of prevention and early intervention – this will allow us to intervene much sooner via crisis response home treatment teams. Assessments and treatments at home - We will increase the number of assessments and treatments done at home, and develop a single point of access for mental health services. Mental and physical health - We will work as a single team with physical health services to support a person’s overall health and wellbeing We will collaborate with other mental health partners across Oxfordshire, Buckinghamshire and Swindon, Wiltshire & BANES to ensure the financial sustainability of mental health services and to address the demand of unmet need.
Learning Disabilities and Autism We will support people with learning disabilities and autistic people to live physically and emotionally healthier, happier and longer lives Support at home or close to home - We will support people with learning disabilities and autistic people to remain at home, or as close to home, for as long as possible to reduce unnecessary hospital admissions. Accessibility of services - We will redesign services to enable people with learning disabilities and autistic people to access the services they need in a format appropriate to their needs. Reducing the reliance on medication - We will ensure adequate access to therapies to reduce reliance on medication, and continue to address over-medication. Reducing inequalities - We will reduce inequalities for people with learning disabilities and autistic people by ensuring care arrangements are reasonability adjusted, with specialist arrangements being developed where appropriate. Peer support – We want people with learning disabilities and autistic people to be able to work for us to provide valuable peer support (lived experience) and will develop working arrangements to achieve this. Working across the region - We will work with regional health partners to achieve consistent and high-quality support for people with learning disabilities and autistic people.
Specialised services We will we collaborate with regional healthcare organisations to commission and provide specialised services across the region (for example secure mental health services and dental services) Care in communities – We will provide care in communities – as an alternative to unnecessary hospital admissions - to improve the health outcomes and experience of care for people requiring specialised mental health services. Provider collaboratives – We will continue to establish provider collaboratives (networks of providers of specialist mental health services) to make better use of resources and achieve consistency of clinical approaches, quality, and access across the region. New Care Models – we will develop current pilot models of care into full service models (for: Adult Eating Disorders, Complex Child & Adolescent Mental Health, and forensic mental health for people with a history of offending). We will also develop an integrated Dental Care system for vulnerable people across the Thames Valley. Early intervention – we will identify opportunities for specialized services to make earlier interventions at lower levels of need and to prevent admission to secure mental health care. Investment in continued quality – we will seek to secure investment for specific new roles and skillsets to improve the quality of specialized mental health and dental services. Becoming an exemplar – We want to continue to enhance Oxford Health’s reputation as an exemplar in specialised services so that we can ensure the quality provision for our region, and share learning with other areas.
People (Workforce) We want Oxford Health to be a great place to work and learn – staff are passionate, engaged, supported and developed to provide quality care Staff wellbeing – We want our staff to have a positive experience of being an Oxford Health employee. We will work hard to improve staff wellbeing; remove the barriers to doing a good job; reduce bullying and harassment; and be high-performing in equality and inclusion initiatives. Retaining our staff – We want to have excellent staff retention, achieved through a strong benefits package (for example training, career planning, and flexible working) and by reducing expensive agency rates. Proactive recruitment – We want to more proactive and innovative in our recruitment activities and work with other local health and care organisations in doing this. Quality improvement – We will increase the numbers of staff who are trained in and/or who participate in quality improvement projects to empower them to identify and implement care quality improvements. A flexible workforce - We want our workforce to be flexible and sustainable with the roles and skill mixes (for example digital skills) to meet patient needs and develop an integrated workforce with other local health and care providers. Peer support – We want to allow people who have recovered (or are recovering) from ill-health to work for us so that we can offer peer support and lived experience to improve the experience of patients and carers, and the awareness and development of staff.
Quality improvement We want Oxford Health to be an outstanding healthcare provider with the primary aim of continuously improving the quality and effectiveness of care Quality improvement culture - We will develop a strong quality improvement culture, and a quality improvement work plan focused on the areas of greatest benefit for the needs of patients, carers and families. We will work collaboratively with health and care partners on quality improvement projects. Quality improvement processes - We will have robust quality improvement processes and policies focused on quality of life measures, and ensure that significant changes to care are assessed for their impact on care quality. Quality improvement skills – we will support staff to develop their quality improvement skills (to identify and implement improvements); this will include digital skills to maximise the opportunities arising from technology to improve care quality and patient experience.
Digital & Estates We want Oxford Health to be a digitally-enabled organisation with an estate that is safe, accessible and can flex to meet changing service requirements Using digital to improve care quality - We will use opportunities arising from digital and technology to improve the quality of care, patient access and experience, to support the manageability of staff workloads, and support new care models and integrated working. Staff mobility and access - We will develop our systems and technology so that staff can be fully mobile and have access to the right information at the point of care. We will support our staff so that they have the right skills to gain the full benefits from our systems and technology. • Oxford Health’s Digital objectives: • Ensuring that our patients data is kept safe and secure; • Establishing a shared architecture and standards to maximise the value of our services & partnerships; • Delivering our services and transforming patient care; • Supporting our staff to get the best out of technology, data and information; • Making best use of combined health and care information; • Maximising the use of digital in research and development. Estates - Our buildings will support the safety and quality of care and be flexible to meet current and future service requirements. Estates and ICT plans will be aligned, and we will explore shared and multi-use of buildings with other local health and care providers and networks. Patient access – We will work to develop greater patient access to their health data and online health services, and to use digital and technology to allow people to self-manage their care and access prevention services and advice.
Financial sustainability We want Oxford Health to be a financially sustainable healthcare provider with robust efficiency and demand and capacity processes Financial sustainability - We will put in place effective processes to achieve efficiencies and address financial restrictions to achieve Trust financial sustainability. Understanding demand – We will develop robust demand and capacity processes to understand demand for services, impact on staff workloads, and to inform decision-making on best use of resources. Collaboration - We will work collaboratively with other local health and care organisations across Oxfordshire and the Thames Valley to make the best use of all available resources to meet demand and improve care quality and overall population health.
Strategy development timeline • 27 August – Executive for comment • 5 September – Council of Governors for comment • w/c 9 September – Feedback period with Staff, Patients & Partners • 11 September – Board for comment (seminar session 1) • 10 October – Board for comment (seminar session 2) • 18 October – Feedback period closes • 31 October – Present feedback to Board (private session) • November–December – Final Drafting and Exec sign-off • 4 December – Board for sign-off
