clinical strategy third stakeholder event
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Clinical strategy third stakeholder event. 26 May 2011. Welcome. Stephen Eames Chief Executive. Today’s agenda. Introduction Clinical vision, outline strategy “Speed-dating” discussions Plenary. Strategic direction. Patient centred Integrated provider Sustaining local services - PowerPoint PPT PresentationTRANSCRIPT
Clinical strategythird stakeholder event
26 May 2011
Welcome
Stephen Eames
Chief Executive
Today’s agenda
• Introduction
• Clinical vision, outline strategy
• “Speed-dating” discussions
• Plenary
Strategic direction
• Patient centred
• Integrated provider
• Sustaining local services
• Developing centres of excellence at each site
Clinical vision, outline strategy
Robin Mitchell
Medical Director
Our clinical vision – an opportunity
“to shift the centre of gravity from hospital to community and
develop fully integrated care pathways”.
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
OUR VISION
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
Challenges:• Workforce availability• Training arrangements• Delivery quality
standards
Trust position:• Current consultant led
maternity model sustainable to 2014
• Need 2 consultant maternity sites to maintain accessibility
• Further development needed for midwife led care
• Integration of child health with local authorities, taking more care into the community
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
Action:• Work with PCT and
GP commissioners and stakeholders to plan long term strategy to retain this position beyond 2014
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
Challenges:• Choice and competition• Specialisation driving
centralisation• Workforce
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
Trust position:• We have the critical
mass to develop each hospital as centre of excellence in a distinctive range of specialties, supported by more community based services
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
Action:• Work with
commissioners and stakeholders on plans to develop our specialist services
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
• Core of work on clinical strategy
• Care closer to home• Integrating services• Working with
commissioners and stakeholders
• Views of patients and members
Premier provider of healthcare
Major provider for women and children
Building on our specialist services
Pathfinder for new ways of providing services
Workstreams• Long term conditions• Care of older people• Women and children• Acute medicine and
emergency care• Surgery• End of life care
What people have said
“More routine services in the community”
“Delivering care through integrated pathways”
“Single point of access”
“Embedded health improvement”
“Raising standards in hospital care”
What we want to achieve• Clinical synergies
– Improving patient outcomes
– Better patient experience
– Organisational development and workforce
– Greater efficiency
Patient experience
Patient outcomes
EfficiencyOD & workforce
Since last time
• Further developed proposals based on your feedback
• Engagement with staff, FT members and governors
• Discussions with GP consortia
What we want to do today
• Endorsement of proposals by today’s meeting
• Consider the issues arising for stakeholders and how we continue to work together
Workshop – speed dating
Emma Shipley
Speed dating discussions• An opportunity to find out about all the
workstreams– Service models– Proposals and quick wins– Synergy benefits
• And consider:– Is the direction of travel right?– Are there any omissions?– Impact on stakeholders– Next priorities
Key questions for discussions• Are the proposals taking us in the right
direction?• Are there any omissions from our quick wins?• How may these proposals impact on you/your
organisation?• What would be your next priority areas for
development?• Are we engaging effectively with you? • How can we work with you to take forward?
Feedback from workstreams
Care closer to home• Right direction!• Caution- not hospital avoidance at all costs!• This is not a quick win BUT some pathways will be• Impact – educating patients re this different model• Monitor impact on social care• Fear factor – people feel safe in hospital• Priorities – single point of access and 111• Communication with public• Overarching strategy masterplan – interdependencies• Nursing home care• Engagement – we are here! But what about the people who aren’t here!• Pleased that plan considers neighbouring areas• GPs need to be part of the work now – don’t forget mental healtha nd
learning disability
Surgery• Right direction!• Understand need to centralise some services to
meet standards BUT also strategies for closer to home
• Communication – people outside understanding the pathway
• District nurses – pull on them should not compromise GP services
• Resources need to follow the patient
Older people
• Right direction – proposals well received!
• Communication – directory of service
• Want to be communicated with
• Single point of access!
Women and children
• Right direction with integration and poorly children!
• Supportive to parents• Opportunities for joint working• More engagement needed with GPs re
education• Link of health visiting and surgeries• Single point of access
A&E/urgent care• Right direction esp re front of house and prioritising to
patients most in need!• Capacity in primary care – taking account of GP capacity
where we assess patients as needing to go back to primary care
• Impact of 7 day working esp around OT• Paediatric environment• Links with mental health and learning disability• Links with OOH social care• Need for significant communications with public to
change attitude to managing your condition OOH
Long term conditions• Right direction!• Accessibility, communirty based, involving existing
specialists• Omissions – how to manage multiple LTCs• Aftercare – needs to be more robust• What about where acute is provided by another trust? • Priorities – IT! Common register, using RAPA or similar• Engage GPs more – go to clinical leads group?• Voluntary organisations
End of life• Support for direction – caution re the single point
of access• Don’t overmedicalise, esp in hospices• Omissions – reconfiguration of resources,
cultural shifts, OOH• Impact – align to 111, local authorities, hospices• Priorities – mental health and learning disability,
dementia• Communication – positive, would like copies of
pathways
General
• Issues re neighbouring trusts
• Consider where proposals might need more investment, and whether there is a need to prioritise
• Care closer to home pilots in Durham – Darlington would like to consider whether it is the right model there
What will success look like?• Community services delivered from newer,
more accessible environments?• Well coordinated care from the time of referral,
minimum waits, reassessments or disruptions?• Good feedback, quality audits and financial
risk ratings from our patients and regulators? • Robust specialist services within County
Durham and Darlington?• More choice on where to have treatment?
Next steps
Stephen Eames
Chief Executive
What we plan to do next
• Develop proposals with – Patients/users – PCT commissioners– GP consortia– Local authorities
Thank you!
www.cddft.nhs.uk