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Our Draft Strategic Five-Year Plan

Our Draft Strategic Five-Year Plan. Our Partnership. 1m people. 4 places. 9 partners. The learning since 2016. Poor communication = low levels of engagement. Relationships matter more than structures. Effective change is done ‘with’ not ‘to’ people. The last three years.

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Our Draft Strategic Five-Year Plan

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  1. Our Draft Strategic Five-Year Plan

  2. Our Partnership

  3. 1m people 4 places 9 partners

  4. The learning since 2016 • Poor communication = low levels of engagement. • Relationships matter more than structures. • Effective change is done ‘with’ not ‘to’ people.

  5. The last three years NHS organisations and local councils aligned and working together. Additional investment in health and care services. Reduced our overall system costs by £300m. Strengthened our partnerships and relationships – wider risk sharing. Place Forum established, two Health and Wellbeing Boards working well together. Stroke public consultation now launched to identify future optimum model. Out of Hospital care – multi-disciplinary professionals working together and sharing accountability. Continued improvement in care for the one million people we serve.

  6. Red Bag Scheme

  7. Strategic Objectives Healthy people Strong Effective services communities

  8. Places Warwickshire North Coventry Rugby South Warwickshire Service delivery = 80% ‘place’, 20% ‘system’

  9. How…?

  10. Clinical leadership Clinicians’ views critical to success. Front-line staff must inform our strategic decision-making. Big thinking must translate into real-life, patient-centric improvements.

  11. Prevention • At the centre of everything we do. • Eg: National Diabetes Prevention Programme - approx. 9,000 people to benefit from community-based1:1 and group sessions. • Eg: 75% of women from BAME communities and deprived groups to receive care from a known midwife throughout their pregnancy – reducing pre-term births, hospital admissions and complications. • Close alignment with Warwickshire County Council and Coventry City Council Health and Wellbeing Board strategies provides a joined up approach. • Scope for Partnership-wide lifestyle changes to save £6.3m over five years.

  12. Integrated Care Working closely with GPs and primary care colleagues to: • Put Integrated Community Teams at the heart of our Plan. • Build on our ‘Out of Hospital’ programme to provide high quality care in the home. • Improve crisis response services and closer integration with social care.

  13. Urgent and Emergency Care • Ease pressure on A&E by implementing the Urgent Treatment Centre model by autumn 2020. • Leverage the Emergency Care Data Set to better understand patient demand and better utilisecapacity. • Achieve and maintain an average Delayed Transfer of Care (DTOC) figure of below 45 patients.

  14. Mental Health • Focus on prevention, early intervention, self care, wellbeing and recovery. • Deliver a multi-agency suicide prevention plan to reduce suicide rates by 10% in the first year. • Provide 24/7 community-based mental health crisis response for adults by 2020/21. • High-quality specialist services – delivered at the point of need AND where needed. • Emphasis on children and young people.

  15. Cancer • Work with Primary Care Networks to improve early diagnosis in neighbourhoods by 2023/24. • Introduce targeted lung screening in at-risk populations. • Target GP practice populations to improve uptake rates. • Implement NHSE-funded bowel screening project. • Treat patients quicker in order to improve survival rates. • Implement national ‘Living with and Beyond Cancer’ programme.

  16. Maternity, Children and Young People’s Services • Reduce stillbirths, maternal mortality, neonatal mortality and serious brain injury by 50% by 2025. • Raise awareness of reduced fetal movement (RFM). • Enable maternity digital care record by 2023/24 - all women to access their maternity notes online.

  17. Stroke • Final phase of our service redesign will take place over the next 12 months. • Once public consultation concluded (Jan 2020) – implementation of a new, agreed model.

  18. Efficiency • Total spend: £1.4bn per year. • New money into system: £220m over next five years. • Plan to reduce face-to-face outpatient attendances by 30% by 2024. • Streamline and modernise radiology and pathology services. • Maximize system planned care capacity by improving clinical efficiency and reducing waste across the system.

  19. Workforce • Attract, develop and retain the best. • Support and train to work differently, going forward.

  20. As a result of our Plan, the million people we serve will experience… Prevention – education and support to help lead healthy and happy lives. Integrated Community Care – joined up services = less time in hospital. Urgent and Emergency Care – the right care, in the right place, at the right time. Mental Health – community support to help avert patient crisis. Cancer – earlier diagnosis, faster treatment and more personalised care. Maternity and Paediatric Services – more choice and personalisation, safe and sustainable services. Efficiency – shorter waiting times, faster tests and scans. Population Health – improved overall health and wellbeing.

  21. Summary Collective ambition. Ongoing challenges. Improved outcomes.

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