Futureproofing health and social care in Hounslow Health and Wellbeing Board update – 01 August 2017
Local challenges point to the need for a coherent and co-produced overall view of strategic intent that brings together existing system plans In common with other health systems, We’ve looked at existing plans (developed in Hounslow is facing challenges that require a and outside Hounslow) that scope and set out radical rethink of how health and care is responses to these challenges provided • North West London - STP, high level delivery • Significantly more people die from heart plan, Shaping a Healthier Future, ImBC / SOC1 disease and stroke in Hounslow than the • CWHHE - financial turnaround strategy & plans England average • Hounslow CCG - local STP strategic roadmap • £24.7m additional savings need to be identified and activities plan, strategic objectives, local by 2020/21 to deliver financial balance * GP Forward View plan • Less growth funding (-37%/-23m) to cover • LB Hounslow - Corporate plan, joint strategic increasing activity spend (15% / 9m) † over next needs assessment, health & wellbeing strategy 8 years • NHSE – Five Year Forward View, GP Forward • A need for additional QIPP (+70% / +30m) to View, Next Steps on the Forward View return a balanced net position by 2025/26 • HLP – Strategic commissioning framework for • General practice workload is increasing, and primary care, suggested commissioning many GPs are approaching retirement age intentions • Sense of inertia within primary care, with some • RCGP - Vision for general practice in the future practices “battening down the hatches” NHS Hounslow is lacking a single coherent vision of future health and social care. Hounslow is lacking a single coherent vision of future health and social care. Our challenge is to make sure that existing plans and work can be aligned to Our challenge is to make sure that existing plans and work can be aligned to set out a model of care that is fit for 2022 and beyond set out a model of care that is fit for 2022 and beyond Sources: * NWL STP † NWL ImBC 2
These plans are a good start which this work aims to build on and align • A wide range of objectives, outputs, inputs and milestones are identified. This work needs to synthesise / summarise as a set of agreed priorities, and joined up logically with interdependencies worked through • The local STP activities are highly specified and detailed. A summary of the “level above” is needed to help understand how these sit within agreed objectives • There is a need for a more detailed understanding of population health needs (based on segmentation) – going beyond the JSNA • A clear view through to 2022 is needed – with a consistent level of detail • Enabling activities – new models of care, workforce, estates, digital, organisation form – should fall out from the agreed objectives • Once a view of the “to be” landscape is agreed assessment of current plans is needed to pick out potential gaps, barriers and activities that are mutually exclusive 3
We’re hearing consistent characteristics that will be important design principles for the future model of care • A focus on delivering the right services • Using data to root out variation for the population • People and their carers are activated and • Success understood through measuring supported to be key members of the outcomes team planning and delivering their own care • A joined up alliance contract that aligns clinical and financial drivers • Networking community assets and providing the navigational support so that • A financially sustainable system able to people can take greater responsibility for anticipate and proactively manage peaks their health, and in managing their needs in demand • People can access the services they • A defined framework for collective need, 7 days a week accountability • There is clarity about who to contact for • Better, safer services that are information, or for help in a crisis continuously improving • Innovate technology and estate to • Using data to inform better clinical support new models of care decisions, and for painting a real time, predictive view of population needs 4
How this might look – telling a story through a range of perspectives 2. Changing population 1. A resident / patient needs and the implication for perspective the system Improving population based health 3. Developmental 4. Infrastructure steps towards a future model and enablers of care 5
How the end product will communicate the message • An impactful plan that sets out the strategic intent for the Hounslow health and care system, with an underpinning high level roadmap • A visual representation that makes clear the destination, and the steps towards that • Exploration of several options to get the look and feel right for the intended audience(s) • A focus on those elements that are essential in making a health and care system tick over efficiently • A document that can be used to “sell” the future to overcome inertia in the system • Clarity on the impact of changes on residents, patients and clinicians, with a focus on the outcomes that can be realised and when • Flexibility in describing the likely end goal so that the message has meaning in the event that the term / concept is no longer widely used 6
A high level timeline for developing a 5 year view w/c 03/07 w/c 10/07 w/c 17/07 w/c 24/07 w/c 31/07 Specify the approach Updated understanding of population and patient needs Scope the “as is” position and current plans for the future Set drafted for discussion Develop a set of meaningful population health outcomes Activities Final version drafted Draft options in a range of formats and handed over to CCG Identify gaps from “as is” to Refine document based on addressing identified gaps, clinical board proposed “to be” landscape feedback, and further engagement Identify critical path, Map steps towards achieving the dependencies and ways to “to be” landscape manage these Accompanying roadmap and high level plan drafted and handed over to CCG The output will be a document which can serve as a starting point for The output will be a document which can serve as a starting point for ongoing conversations, engagement and iteration where appropriate ongoing conversations, engagement and iteration where appropriate 7
Recommend
More recommend
