NHS N ti NHS National l Services Scotland Five Year Plan Five Year Plan 2018 - 23 C li Colin Sinclair Si l i Chief Executive 2 Feb 18
Areas for today • Context • Vision and strategic direction • Consequences and plan • Finance and workforce • Conclusions
The challenge remains g Needs/demands increasing whilst money gets tighter Need for Poor Scotland’s = + relative Inequalities health to health health improve Increasing Ageing Complex = + service population care needs demand demand Financial Increasing Budget = + pressures p demand demand deficits deficits
Delivering the Health and Social Care g Delivery Plan F Four major programmes: j Public health Health and social improvement p care integration “Create a clear set of national public health priorities for “Optimising and joining up Scotland as a whole and balanced health and care streamline the currently cluttered t li th tl l tt d services, whether provided by public health landscape” NHS Scotland, local government or the third and independent sectors” independent sectors NHS Board review The National “Review the functions of existing national NHS Boards to explore national NHS Boards to explore Cli i Clinical Strategy l St t the scope for more effective and “Strengthen primary and consistent delivery of national community care; improve services and the support provided secondary and acute care; secondary and acute care; to local health and social care focus on realistic medicine” system for service delivery at regional level”
Why we are here y “To improve the health and wellbeing of the people of llb i f th l f Scotland, we provide solutions to support and solutions to support and deliver public services.”
Our vision Where we want to be Supporting the transformation of health and social care NSS, working with others, will enable the transformation of health and social care to help improve the health and wellbeing of the people of Scotland. We will continue to underpin a sustainable and resilient NHSScotland p SS by providing excellent support services and expertise. We will assist other public sector organisations where there is value We will assist other public sector organisations where there is value in doing so and without compromising our health and care focus.
Our vision Where we want to be 8 8 3 3 9 9 To enable the To underpin a To assist other public transformation of health t f ti f h lth sustainable and t i bl d sector organisations t i ti and social care to help resilient NHSScotland where there is value in improve the health and by providing excellent doing so and without wellbeing of the people wellbeing of the people support services and support services and compromising our health compromising our health of Scotland. expertise. and care focus It’s not about doing all three all of the time we adapt the areas we focus on at any given time It s not about doing all three all of the time, we adapt the areas we focus on at any given time to meet the evolving needs of our partners, stakeholders and customers. Individual services will also place emphasis on each area to differing levels.
Our market Where we want to operate HEALTH AND SOCIAL CARE SCOTTISH HEALTH GOVERNMENT (REGIONAL, (HEALTH AND SOCIAL TERRITORIAL, CARE DIRECTORATE ) NATIONAL) WIDER NATIONAL | PUBLIC SERVICES SCOTLAND SECTOR PUBLIC HEALTH SOCIAL CARE (3 DOMAINS: (LOCAL AUTHORITY (LOCAL AUTHORITY, Health Protection, Health THIRD SECTOR, Improvement, Quality PRIVATE) Improvement)
Our market What is needed HEALTH AND SOCIAL CARE SCOTTISH GOVERNMENT HEALTH • Support and enable • Enable National, Regional and transformation Territorial service planning • Support delivery of health & • Support for local financial targets g transformation • Deliver services & expertise • Excellent and efficient support more widely services WIDER NATIONAL | PUBLIC SERVICES SCOTLAND SECTOR SOCIAL CARE PUBLIC HEALTH • Good understanding of local • Support creation of PHB priorities • Provide corporate shared • Seamless integration of local S l i t ti f l l services, e.g. HR, Fin, Comms i HR Fi C To assist other public care offering • Ensure SLAs in place to sector organisations • Specialist advice and underpin cross sharing of data where there is value in transformation support and intelligence doing so and without compromising our health and care focus
Transformation Our focus on the need NSS will play an important role in supporting the transformational change needed to deliver the Health and S Social Care Delivery Plan. i l C D li Pl Once for National Digital Clinical & Business Public Scotland Boards Delivery Enablement Health Collaborations
SBU visions and priorities External strategic focus E t l t t i f Area Vision Priorities SNBTS Transforming health through integrated transfusion, • Blood system safety and sustainability tissue and cell therapy products, services and • Embracing new treatment opportunities. solutions P&CFS A 100% digitally enabled Primary Care support • Digital transformation of primary care transactions service. • Supporting new primary care delivery of care models To be the leading counter fraud agency in the public To be the leading counter fraud agency in the public sector PHI Robust Health Protection function to protect the • Protecting the health of the people of Scotland health and wellbeing for the people of Scotland. • Supporting public health reform including the development of public Joined up public service data and intelligence to health priorities and establishment of the new body enable: bl • Continuous improvement of digital services to underpin sustainable C ti i t f di it l i t d i t i bl •The public to make informed decisions and resilient services • Professionals to drive improved outcomes • Responding to all workstreams of the Health and Social Care Delivery • Public bodies to deliver service value Plan • Increasing response to the requirements of regional service planning g p q g p g PCF Supporting the development of new models of care pp g p and emergence of national planning requirement through leading clinical and commercial solutions • Improve the Quality Assurance of our commissioned population screening services and build the clinical support provided to health boards. Increasing levels of governance in operating environment CLO CLO CLO to be the recognised provider of choice for CLO to be the recognised provider of choice for • Continued high level of satisfaction from NHS clients and this remains • Continued high level of satisfaction from NHS clients and this remains selected legal services in support of Health and a priority. available to the wider public service in Scotland • Fully digital CLO. IT To be valued as a trusted, integral and strategic IT / • Digital transformation and other technology / methods shifts will drive Digital services partner to the Health & Care Sector in need for considerable re-skilling of IT workforce. Scotland • Need to address resilience and sustainability of national applications and networks over next few years. Increased focus on security.
SBU visions and priorities Internal strategic focus I t l t t i f Area Vision Priorities • Reposition PgMS as Transformation Services, providing Reposition PgMS as Transformation Services, providing Business Services Business Services To deliver excellence in strategic financial To deliver excellence in strategic financial capability to support the delivery of the Health & Social Care management and governance enabled by Delivery Plan efficient and effective finance shared services • Lead the design and implementation of digitally enabled shared services for the new Public Health Body and a new To enable public service reform by providing Finance operating model for National Boards valued service transformation capability and valued service transformation capability and • • Embed Digital Transformation through agile methodology to Embed Digital Transformation through agile methodology to trusted delivery expertise to NHS Scotland and support new ways of working the wider public sector CEAD To drive engagement, understanding and value • Drive understanding and adoption of NSS for NSS customers and stakeholders • Transform how NSS engages with stakeholders Strategy and Driving best in class strategy, governance and • Continuous improvement in all areas. Governance performance management • Collaboration on business shared services for NSS and with special boards Clinical To ensure Scotland’s health and social care • Strengthening awareness and partnering with the clinical needs are being met through successful and community of NHSScotland innovative NSS services and solutions • Influencing the Scottish health and care agenda through professional and clinical leadership to influence inform and professional and clinical leadership to influence, inform and support HR Providing innovative people solutions and • HR is a key enabler to support NSS deliver transformational leadership to enable NSS and our partners to change and build capability through :- improve the health and wellbeing of the people People and Cultural Change of Scotland Service Redesign Digital Transformation Programme 12
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