Katrina Percy, Chief ExecutiveOur 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 InnovationValuing Success

HPFT values:Harnessing Ambition

Delivering valuePerson Centred

Forging Relationships

Executive structure

Managing Director

Integrated Community

Services

Managing Director

Integrated Community

Services

Chief Medical Officer

Chief Medical Officer

Chief Financial Officer

Chief Financial Officer

Chief People Officer

Chief People Officer

Managing Director

Specialist MH, LD, Social Care

Managing Director

Specialist MH, LD, Social Care

Chief ExecutiveChief Executive

Managing Director

(New business)

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

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 StrategyOur 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

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 OrganisationOur 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

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 deliverThe 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

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 ValuesOur 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 deliveryshift

Community based care

New model of care for inpatient services with

fewer inpatient units and shorter LOS

Reducing follow upProactive 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

New clinical skillmix and model of delivery

Priority order:Primary care (in & out of hours)Social careCare of the ElderlyOther acute specialitiesMental 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

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)

Overall emphasis on shifting the balance in our focus and resource

from inpatient to community based care

Adult & Older Peoples Mental Health Services

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

Overall emphasis on integrating community services at GP

practice level, supporting primary care to proactively manage the

needs of their population

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

Adult, Older People & Children’s Community Services

Integrated Primary Health Care Team

GP GP GP GP GP

Health Visitor

COPD nurse

OT

Paed nurse

Physio

Practice Nurse

Diabetes nurse

HCSW

CCT

Single admin team?Single set of patient notes?

Creating a single team based around a practice population Community Nurse Menu of social care

services

Primary Care

Community Services

GP GP GP GP GP

Practice Nurse Counsellor

Health Visitor

COPD nurse OT

Paed nurse

Physio

Community Nurse

Diabetes nurse

Menu of social care services

Specialist Nurse

Integrated Primary and Community Services

Seven broad areas around which we have begun to develop our organisational development strategy

Area: Includes:1. 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