1 / 21

Council of Governors 20 th May 2014 5 Year Strategic Plan 2014-2019 Lisa Quinn Grahame Ellis

Council of Governors 20 th May 2014 5 Year Strategic Plan 2014-2019 Lisa Quinn Grahame Ellis. Contents. Refresher - What is the Annual Plan? Key components – NTW Operational Plan Key components – NTW Strategic Plan Strategic options post 2017 Governors and SMT thoughts

paley
Download Presentation

Council of Governors 20 th May 2014 5 Year Strategic Plan 2014-2019 Lisa Quinn Grahame Ellis

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Council of Governors20th May 2014 5 Year Strategic Plan 2014-2019Lisa QuinnGrahame Ellis

  2. Contents • Refresher - What is the Annual Plan? • Key components – NTW Operational Plan • Key components – NTW Strategic Plan • Strategic options post 2017 • Governors and SMT thoughts • Progress and next steps • Recommendations

  3. What is the Annual Plan? • Main annual submission to Monitor • 2 year Operational Plan 2014/15-2015/16 • 5 year Strategic Plan 2014/15-2018/19 • Based on the Integrated Business Plan (2012-17) and subsequent developments • Must take account of the views of the CoG • Must meet Monitors requirements – new content, style, format, timing • Summary 5 Year Strategic Plan to be published

  4. Key Components – NTW Operational Plan • Submitted on 4th April 2014 • Covers 3 years – 2014/15 to 2016/17 • Agreed with Monitor that our plan will include 2016/17 to cover the full Transformation programme

  5. Transformation Map: Service Developments (Core and Business Opportunities (March 2014) Year 1 Year 2 Years 3 - 5 (to 31 March 2015) (to 31 March 2016) (to 31 March 2019) Planned Urgent Market leader in the provision of Urgent Care Services 2.2 Expansion of hospital based liaison services implementation of RAID model Sunderland, Gateshead, South Tyneside, Newcastle, Northumberland, North Tyneside 1,2,3,4,5 Future State to be: Improving the wellbeing of the people we serve through delivering services that match the best in the world. 2.4 Consolidation of PICU Services (interim) 1,2,3,4,5 2.5 Improving Older Peoples Functional Inpatient Services South of Tyne 1,2,3,4,5 Market leader in the provision of Planned Care Services 2.3 Improving the Adult Acute Mental Health Inpatient Pathway South of Tyne 1,2,3,4,5 Market leader in the provision of Specialist Care Services Supporting implementation of the Trust wide future vision of services 1.1, 1.2 Principal Community Pathways (including Access) Tranches 1&2 1,2,3, 6, 7 4.1 Review of Northumberland Adult Residential Mental Health Services (Phase 2) 1, 2, 3, 4, 5 2.8, 2.9 Development of Male HDU North of Tyne and Trust wide Female HDU 1, 2, 3, 4, 5 4.2 Redesign Northumberland Mental Health Day Services 1, 2, 3, 4, 5 2.6, 2.7 Redesign of Moving On Services North and South of Tyne 1,2,3,4,5 3.4 Assessment and Treatment Unit for Autism 1,2,3,4,5 Implementing Trans-forming Services Programme, including Transforming Corporate Services (5.1) Cross Trust support for change - Scaffolding, TED, 1,2,3,4,5,6,7 Continually improve and develop Service Quality 1,2,3,4,5,6,7 Explore business opportunities for gaps in the market, responding to tenders etc 1,2,3,4,5,6,7 3.1 Review of Neurological Services, including Heppell House review 1,2,3,4,5 3.3 Review of Forensic Services including Hebron Pathway Development and development of Diversion Services, 1,2,3,4,5 2.12 Development of a Personality Disorder Augmentation Hub team 1, 2, 3, 4, 5 2.10, 2.11 Rationalisation of the Dementia Pathway in Newcastle, South Tyneside and Sunderland 1,2,3,4,5 • Current state: • Strong record of innovation • Variations in models of care • Strong clinical leadership and expertise • Unconditional CQC registration • Strong track record of modernising services • Impressive range of generic and specialist • services – some unique to the UK market 3.2 Review of Children’s and Young Peoples Medium Secure and Forensic Outreach Services 1,2,3,4,5 3.5 Review of Specialist Services, including RADS review 1,2,3,4,5 2.1 PRIDE Opening of Hopewood Park 1,2,3,4,5 3.7 Recon-figuration of Eating Disorder Services 1,2,3,4,5 3.6 Development of an Integrated Attention deficit Hyperactivity Disorder Service 1,2,3,4,5 Specialist Corporate/Trust-wide Strategic Objectives 1.Modernise and reform services; 5. Provide high quality evidence based and safe services, supported by effective integrated 2. Be a sustainable and consistently high performing organisation; governance arrangements; 3. Be a model employer, an employer of choice and an employer that makes the best use of the talents 6. Improve clinical and management decision making through the provision and development of the entire workforce; of effective information; 4. Fully embrace and support service user, carer, staff and public involvement , including 7. Be an influential organisation which supports and enables social inclusion. our membership, in all aspects of our work; Abbreviation Key: IRT = Initial Response Team LD = Learning Disabilities RAID = Rapid Assessment, Interface and Discharge Blue = Plan Red Font = Work in progress Green = Development complete

  6. Key Components NTW Strategic Plan (1) • Covers 5 years 2014/15 – 2018/19 • Incorporates NTW 3 year Operational Plan – should be no material changes • Plans for 2017/18 – 2018/19 have been developed over last two months • To be submitted by 30th June 2014

  7. By 2017 we will have; • Implemented Principal Community Pathways • Opened Hopewood Park • Transformed Inpatient services- provided from around 400 beds • Opened a Male High Dependency Unit North of Tyne • Opened a trust wide Female High Dependency Unit • Psychiatric Liaison in some localities • A new Autism Unit at Northgate • Completed the transformation of specialist services • Reduced our overheads through transformation of corporate services • No Social & Residential Services provided

  8. An SMT development session discussed several ideas; Scope for further transformation? Opportunities for growth/new business? Should we consider divesting services? Consideration of integration agenda- integration, collaboration or merger? Scope for alternative models of provision and/or employment models e.g. Social Enterprise? Reduction of cost per whole time? What strategic options do we have post 2017? (1)

  9. SMT and Governors were asked to provide their thoughts on: What is the highest patient need likely to be in 2017-19? What do we do well now and would like to expand ? What don’t we do at the moment but would like to do? What should we stop doing, or support others to do? What evidenced based service models do we have that could be “franchised” elsewhere? Feedback was via CSU questionnaire, a 2nd SMT development session and APWG meetings What strategic options do we have post 2017? (2)

  10. Delivery of better care drives our strategic direction Development of integrated place based services in the community – across all 6 localities Identify opportunities to develop delivery models and organisation structures for care and service improvement and financial sustainability across the Local Health Economy Build on the expertise and knowledge in our Specialist and Augmenting services – opportunities for geographical expansion and franchising Specialist and Augmenting services contribution to sustainability and for wider health economy in attracting knowledge and funding to the North East Key strategic themes post 2017 - Trust themes

  11. Key strategic themes post 2017 – Governors thoughts • Marketing of cutting edge services, ensure sustainability • Integration of services • New models of delivery to enable social inclusion • Become an influential organisation, active in partnerships and policy making • Focus on community services, including estate • Focus on care of older people • Reduce medication/increase talking therapies • Develop Recovery Colleges • Develop quality through good practice and research • Develop as a model employer and learning organisation • Develop “trialogue” between, staff, service users and carers

  12. Key strategic themes post 2017 – Integration • Integration and development of place based services will be key to our success going forward • Development of integrated pathways across our six localities will impact on; • our ability to deliver services, • the financial stability of the local health economy, and • the structure and configuration of organisations including NTW • We cannot plan alone for the delivery of locally based community services

  13. Strategic options from 2017 going forward (1) Key themes and thoughts above are included in the body of the document and in the strategic options illustrated below:

  14. Strategic options from 2017 going forward (2)

  15. Strategic options from 2017 going forward (3)

  16. Strategic options from 2017 going forward (4)

  17. Strategic options from 2017 going forward (5)

  18. Strategic options from 2017 going forward (6)

  19. Summary of Strategic Priorities • Integration • Partnerships • Growth • Sustainability

  20. Progress and next steps • Draft Strategic Plan developed by CSU • Draft Strategic Plan to: • - Council of Governors 20th May 2014 - FIBD 21st May 2014 - Board of Directors (BoD) 28th May 2014 • Final Plan to BoD for approval 25th June 2014 • Submit Strategic Plan to Monitor 30th June 2014 • Develop and publish 5 year Summary Strategic Plan

  21. The Council of Governors is asked to: Note the involvement of Governors in developing the Strategic Plan 2014-19 Recommend to Board of Directors approval of the Strategic Plan 2014-19 Await further updates as the 5 Year Strategic Plan is drafted Recommendations

More Related