Developing the Barts Health strategy Presentation to Waltham Forest Health, Adults and Older Persons’ Scrutiny Sub-committee 13 March 2013
Purpose • To provide members with an overview of the emerging Barts Health strategy • To outline how our partners can inform our planning • To briefly outline our role as a founding partner of UCLPartners • To update members on performance at Whipps Cross Hospital Barts Health – Changing Lives
Changing lives - our vision Our ambition is for east London to have health services in which we can all take pride. These services will reach beyond our hospitals and provide care where it is needed most – at home, in our communities, or in specialist facilities across the boroughs. Outstanding research, a commitment to learning and improvement, and a focus on partnership, will allow Barts Health to succeed. Success will see the health of the population transformed and inequalities in health reduced substantially. This commitment is what defines our organisation and our values.
Why have a strategy? • Our strategy drives our business plan and enables us to deliver on our Trust objectives • A strategy ensures that we are all working together to deliver an agreed direction of travel and enables us to respond to business development opportunities as they become evident (e.g. hyper- acute stroke unit designation) • By having a strategy that we are all signed up to we will ensure that we provide the right services for local people, reflecting changes in our population, technology and commissioner intentions • Our strategy will ensure that we attain Foundation Trust status in line with Government guidance and realise the benefits of our recent merger
How we will deliver a Barts Health Strategy • It is acknowledged that a Trust wide strategy needs to be embedded in our operational model. It has been agreed that all service lines will need to engage in the strategy process over the next 12 months • To enable this, numerous conversations have taken place with clinical leaders and will continue over the coming months • All service lines are being asked to commit to brand standards of excellence: all services have an opportunity to be involved in their development through clinical and Clinical Academic Group leaders • A first formal draft was shared with the Board in February 2013
--- COMMERCIAL IN CONFIDENCE ---- DRAFT FOR DISCUSSION ONLY Trust strategy – the key components Working Draft - Last Modified 12/10/2012 21:12:46 Changing lives An academically based health system delivering excellent clinical outcomes and health improvement � � � Caring and Compassionate Working together to achieve Improving and Innovating Values � � ambitious results Listening and understanding Valuing every member of staff 3 4 5 6 7 Printed 07/09/2012 13:55:16 Strategic Selected clini- Research Integrated care Population Teaching and initiatives cal distinctive- excellence health training ness excellence 1 Brand standards : Consistently excellent quality and delivery Foundations to become a successful FT Clinical and financial sustainability, enabled by SLR (achieved via basic cost 2 management & CIPs, commercial and partnership opportunities, service redesign) a. Board and quality governance c. Informatics and Systems e. Performance management Strategic enablers b. Clinical Leadership d. HR, OD & Workforce f. Estates optimisation 6
--- COMMERCIAL IN CONFIDENCE ---- DRAFT FOR DISCUSSION ONLY 1-slide introduction to selected distinctiveness: Barts Health could think about its portfolio of services as falling into three broad categories All services need to meet Working Draft - Last Modified 12/10/2012 21:12:46 brand standards on � Quality, Safety and Patient Experience � Delivery and Operational efficiency, including finances Brand standard � Basic research and teaching � performers Staff and patient engagement Deep local Printed 07/09/2012 13:55:16 impact, nationally A subset of services acclaimed, world which excel on all the brand class standards and also � One or two globally Are critical to addressing acknowledged truly local population needs � distinctive service lines, that Have significant World bring international renown opportunity to develop a leading and acclaim for Barts Health nationally distinctive along the dimensions of profile within Barts Health, through � partnerships Reputation and Recognition � � Have healthy current Research power � and future scale and Excellence in Teaching and margins Training � World class infrastructure and investment levels 7
Emerging priorities The emerging early contributors to our strategy are: • Cancer • Cardiovascular • Care of the elderly • Child health • Diabetes • Maternity • Stroke • Trauma We will also consider two “cross cutting” themes that will cover the Trust – integrated care and public/population health building on the work underway between the Trust and our local authority and primary care partners.
Working with our partners • It is important that in developing our strategy we work with our local partners including: local authorities, patients and the public, Queen Mary, University of London and our commissioners • If, as a result of our strategy development, we propose to change the way our services are provided we may need to formally consult with local people and partners • Barts Health must also consider the NHS Co-operation and Competition Panel recommendations with regards to any changes proposed for Newham Hospital We will shortly be writing to interested parties with the draft strategy asking for views and comments
UCLPartners UCLPartners is one of five accredited academic health science systems in the UK. Its purpose is to translate cutting edge research and innovation into measurable health gain for patients and populations – in London, across the UK, and globally. Solutions are: • Patient-led , organising care around patients’ needs and preferences • Population-focused , taking a system-wide view to drive improved health outcomes at speed and scale • Cross-boundary , spanning primary, secondary and tertiary care, and connecting different phases of academic research It is important that Barts Health has a strategy in order to respond to and participate in the UCLPartners debate.
UCLP: Integrated Cardiovascular System • An Integrated Cardiovascular System (ICVS) has been established as part of UCLP • On 20 February, Clinicians from across Barts Health, UCLH and UCLP announced an intention to engage/consult on moving the Heart Hospital, operated by UCLH, to St Bartholomew’s Hospital in the City of London. This would create a world-class centre of excellence for cardiovascular services, combining the very best of talent from the Heart Hospital and the London Chest Hospital – which will move to St Bartholomew’s following the completion of the new hospital in 2014. • This agreement in principle, put patients at the very heart of local health services with the hospitals trust putting aside their organisational aspirations to do what is right for patients across a large geographical area.
UCLP: Integrated Cancer System • An Integrated Cancer System (ICS) has been established under the name of London Cancer. • Clinicians from across central and east London have been working together to look at 14 different cancer tumour groups: specialist bladder and prostate; specialist renal; specialist head and neck; Oesophago- gastric; brain; gynaecological; hepato-pancreatic biliary; colorectal; HPC transplant; breast; lung; teenage/young people and radiotherapy. • Our commissioners are engaging on bladder and prostate and specialist renal cancer centralisation to single units at present. It is proposed that the units would be at University College London Hospitals NHS Foundation Trust (UCLH) and Royal Free London NHS Foundation Trust respectively. Views are sought by 29 March to cancer@elc.nhs.uk • The other tumour groups will be making recommendations in the next 6-12 months and Barts Health will need to be able to respond – which is one of the reasons why we need a Trust wide strategy
Whipps Cross Hospital performance
Contact details Trust strategy and Foundation Trust pathway Frances O’Callaghan - Director of Strategy frances.o’callaghan@bartshealth.nhs.uk 020 7092 5522 Operational issues and enquiries Helen Byrne - Associate Chief Operating Officer helen.byrne@bartshealth.nhs.uk 020 8535 6800 Corporate issues and enquiries, including Committee business Mark Graver - Head of Stakeholder Relations and Engagement mark.graver@bartshealth.nhs.uk 020 7092 5435
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