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Our transaction and service transformation
 

Our transaction and service transformation

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    Our transaction and service transformation Our transaction and service transformation Presentation Transcript

    • Katrina Percy, Chief Executive Our transaction and service transformation
    • Our journey as a merged HPFT and HCHC HPFT Today HCHC Today Community, Mental Health & Learning Disability care provider
      • Improving patient’s health, wellbeing & independence by:
      • Orchestrating and delivering the integrated physical, mental health & social care services they need, based in primary care
      • Delivering excellent specialist mental health & learning disability services
      Driving Innovation Valuing Success HPFT values: Harnessing Ambition Delivering value Person Centred Forging Relationships
    • Executive structure Managing Director Integrated Community Services Chief Medical Officer Chief Financial Officer Chief People Officer Managing Director Specialist MH, LD, Social Care Chief Executive Managing Director (New business)
    • The overall structure of our plan A description of what our services will look like in three years time & the plan to implement this, consistent with our vision & values Our Clinical Strategy A description of the type of organisation we need to create to deliver the clinical strategy, and the plan to implement this, consistent with our vision and values Our Strategy to Develop our Organisation Clarity about the outcomes, results and benefits our organisation will deliver, and that we will use to measure its success The outcomes we seek to deliver Where we want to be and what we want to be doing in 3 years time, and the values and behaviours that will underpin the way we think and work Our Vision and Values
    • Strategic Direction for adult and older people’s MH services
      • Reducing LOS
      • Benchmarking
        • Clinical review to confirm casemix, caseload, outcome delivery of each team
      Inpatient based care
        • Care delivery
        • shift
      Community based care New model of care for inpatient services with fewer inpatient units and shorter LOS
      • Reducing follow up
      • Proactive discharge planning
      New model of care for community services with integrated MH teams based around geography
      • Reducing number of units
      • Co-ordinate and integrate teams to reduce overall number and introduce new workforce model
        • Define elements of new model of care delivery for new teams – eg clinics, groups, voluntary sector provision, MDT, new skill mix
      Integrated teams and services across primary and community services (adults & children), social care, geriatricians, other acute and then mental health teams
        • Benchmarking and development work with service
        • Defining role and model of care in inpatient units, capacity required in new model and locations
    • Strategic Direction for adult & children’s community services New clinical skillmix and model of delivery
        • Priority order:
        • Primary care (in & out of hours)
        • Social care
        • Care of the Elderly
        • Other acute specialities
        • Mental health
      Single adult teams based on geography Single children’s teams based on geography Single integrated team - primary care, adult and children’s community care accessing a menu of social care services
        • Current
      Integrated teams and services across primary and community services (adults & children), social care, geriatricians, other acute and then mental health teams
    • Strategic Direction for our clinical services Overall emphasis on shifting the balance in our focus and resource from inpatient to community based care Adult & Older Peoples Mental Health Services Overall emphasis on integrating community services at GP practice level, supporting primary care to proactively manage the needs of their population Adult, Older People & Children’s Community Services New model of care for community services with integrated MH teams based around geography For inpatient services putting in place a new model of care with fewer beds, shorter length of stay and a smaller number of inpatient units (pace will be different for OPMH and AMH) For community services moving to a model with more proactive discharge, reduced follow up and that brings together currently separate teams into a more co-ordinated, integrated, geographically based service model For adult services, completing the implementation of the Community Care Team model and introduction of a new model of care with much greater levels of clinic based care, and avoiding hospital admission Creating single integrated teams around GP practices including primary care, adult and children’s community nursing teams and access to a menu of social care services
    • Integrated Primary and Community Services
    • Seven broad areas around which we have begun to develop our organisational development strategy Area: Includes:
      • Leadership, organis-ational model & design
      Creating the leadership capacity and capability, culture, values & behaviours, organisational model and optimum organisational design to deliver the clinical strategy. 2. Workforce and people processes The size, shape and profile of the workforce; the pay structures, appraisal processes, learning and development function and HR processes to create the incentives we need to deliver the clinical strategy. Deliver competence and capability within a newly skill mixed workforce delivering to professional values 3. Engagement and Communication The ways in which we engage and communicate with staff internally in the Trust and externally with stakeholders eg L.As, GPs, Voluntary Sector, public, patients and carers 4. Financial Management and economic regulation Development of the integrated financial systems, disciplines and infrastructure to ensure the Trust is a robust and sustainable organisation. Meeting the requirements of Monitor as economic regulator. 5. Management processes and governance The fit for purpose internal processes and governance systems which enable us to deliver the clinical strategy – ensuring the clinicians have the information, responsibility, accountability to drive improvements in quality and performance. Includes ensuring the organisation has robust performance management and contracting processes 6. Business development and marketing The processes by which the organisation understands the market in which it operates, identifies the threats and opportunities it faces and responds to them 7. Infrastructure The estate, facilities, IT and technology to enable and accelerate the transformation of service delivery in line with the clinical strategy