Salford Health Matters CIC

1. Salford Health Matters CIC Business Plan 2012 - 15 Building a stronger company to build a healthier Salford. Revision E: 27-09-2013

2. Our mission, objectives & values Salford Health Matters exists to make you feel better. We deliver excellent primary health care in areas of disadvantage from a dedicated team of skilled and committed staff. • We do it differently. We aim to address the causes of ill health and develop new and innovative approaches to health care. • We do it together. We work with patients and partners to add value to what we do, and invest in our staff so they can achieve their best. • We do it for you. We reinvest our profit to improve the health of local communities. • We create a great place to work, with a clear set of values based on respect, excellence, collaboration, and commitment to the NHS

3. Our achievements > We have a strong and robust governance framework: with a strong Board of directors, and robust both corporate and clinical governance systems. > We have improved quality of care: improved QOF from 64% to 96%, achieved Band A APMS contract performance, gained good patient satisfaction, extended & improved access with Doctor First, we have common IT platform, we achieved Investors in People accreditation and achieved CQC compliance > We have developed new services: Refresh social prescribing, community physiotherapy, innovative children’s A&E avoidance project, outreach service for homeless people, social work student placements, and a key partner in the Being Well Salford service. > We have made important partnerships: for example with Salford University, Salford Royal Foundation Trust, Salford CCG, the Big Life Company, Salford City Council, etc. > We are making an impact: high SROI from Refresh, reduced A&E costs from children’s project, media coverage of our health campaigns, and we reinvested £120k in our social mission over 3 years. > We have strength and depth in staffing: strong leadership, sound clinical skill mix, positive staff culture > We achieved teaching status: we train GPs, nurses, social workers and administrators > We are a nationally recognised innovative social enterprise, with government ministerial interest and news paper and TV media coverage > We saved the NHS over £1m in our first 4 years > We are here to stay! We secured an on-going PMS contract in 2012.

4. What could we achieve in the next 3 years? Little Hulton & Children’s Service Develop new one-stop multi-use healthcare premises in partnership with local GPs and agencies. Develop the Central Admin Team to achieve further efficiencies across the company. Expand list size, with new housing developments. Expand multi-disciplinary team: GPs, APs, nursing, social workers with larger list. Develop the nurse-led pediatric service across other practices in Little Hulton. Work with SRFT and GPs to improve access to community services and secondary care services locally. Build-on the Being Well Salford service to develop activities and opportunities for residents to improve their health and well-being. Lead a partnership to deliver an integrated health service for young people across Salford. Charlestown & Lower Kersal Expand list, with Charlestown Riverside development and students, and expand number of rooms. Develop Willow Tree Healthy Living Centre as a one-stop facility in partnership with Big Life Company. Maintain a key access point for refugee & asylum seekers. Trial new approaches to Front of House with reception team providing signposting and guidance for patients Eccles & homeless service Expand list and explore the opportunity to take on workers from Trafford Park. Develop Homeless Service across Salford – case managed, social prescribing, multi-agency approach. Trial innovative approaches to managing high consumers of health care working together with the Eccles GPs and local agencies. Build-on the Being Well Salford service to develop activities and opportunities for residents to improve their health and well-being.

5. Our business strategy 2012 - 14 = Consolidation & business improvement • Maximise income from PMS contract through contract performance • Invest in quality to maximise QOF, maintain Investors in People, CQC accreditation • Ensure we add value at each stage in the patient pathway, including 3 key steps: • Implement Project Front of House to achieve excellence in every contact and consistency in every process, e.g. a better understanding of our service for patients at the point of registration • An efficient & effective repeat prescribing system and process for long-term conditions management • A mature the Dr First system, that is delivered consistently and efficiently • Improve patient satisfaction to achieve positive comments on NHS Choices, a 10% reduction in list deductions, zero upheld complaints and enhance patient involvement • Invest in leadership to strengthen organisation and achieve excellence through innovation • Invest in staffing to achieve optimal GP / AP skill mix, benchmark productivity, and increased staff satisfaction • Offer high quality training placements for medical students, trainee GPs, nurses & social workers • Further develop and refine our service offer in homeless and children’s service

6. Our business strategy 2013 - 2015 = Organic growth • Achieve a steady list growth at 3% per annum to become the largest practice in Salford • Explore staff ownership model and/or profit share scheme • Lead the development of the new health centre in Little Hulton in partnership with local GPs, SRFT and City Council • Develop shared services with neighbouring GP practices • Design and implement a strategy to tackle wider determinants of health in partnership with patients and staff • Deliver one significant new project / service in preventative health – Tier 0 - 2 • Deliver one significant new specialist project / service in partnership – Tier 2+ (e.g. Young Person’s Integrated Health Service) • Explore opportunities to improve patient pathways with SRFT, for example through the Integrated Care Pilot for Older People • Ensure engagement and achieve influence in all 3 Neighbourhood CCGs • Achieve nationally recognised award for excellence and/or innovation

7. Our Key Performance Indicators

8. Our operational plans

9. How we will succeed*… We are an organisation. Yet we are all individuals. Collectively, we have the power to change and achieve our social mission. Individually, we must strive to be the best we can. Here’s some help from Anita Roddick as applied to Salford Health Matters CIC… Tell stories – we create a positive culture by telling and re-telling the stories of our success. For instance, recall our staff sports day… or remember Oli on the TV… then smile and tell someone about it. Concentrate on creativity – there’s always another, maybe better, way of doing things. Accept that things change. Get in there and create it and shape it. Be an opportunistic collector – see stuff that works well and let’s do it that way. Measure the company according to fun and creativity – if you don’t enjoy what you do, it’s unlikely you’ll do it well. Be different, but look safe – this is just what we’re about. We must be safe, but that doesn’t mean we have to be the same. Be passionate about ideas – our passion drives us to do better, do more, for the people we care for. Let’s not be shy about being passionate. Feed your sense of outrage – there is so much injustice in the world. We have the power to make a fairer world, it just requires the consistent application of small and positive interactions with others. Make the most of the female element – this applies to both sexes: communicate, listen, care, be flexible... Believe in yourself and your intuition – if you don’t believe in yourself, who will? Have self-knowledge – you have your whole life to get to know the closest person to you: you! * according to Anita Roddick