The STP approach Sus ustaina inabil ility a and t nd transformatio ion n partner erships a are e a a new w coll llaborative a appr pproach to pl planni nning he health h and c nd care servic ices across Eng ngland nd o over t the he ne next 3-5 5 years. Th They y are a local r res esponse to the e NH NHS Five y e yea ear f forward vi view. Local o organis nisatio ions ns wil ill w work together t to de develo lop a sha hared unde d understand nding ng o of the he cha halleng nges a and nd agree joint pl plans ns f for a add ddressing ng the hem. Principal aims • Improve the health and wellbeing of local people • Improve the quality of local health and care services • Deliver financial stability in order to be able to continue to meet local health needs
What’s the STP for? _________________________________________________________ ‘P’ is now for partnership • T o Support the health & care system to work more effectively together • Support the system in identifying and pursuing a common purpose (FYFV triple • aims) To support the system to develop a clear evidenced-based strategic framework • capable of setting out how clinical and financial sustainability could be achieved into the future, against which system change plans can be tested. This ambition transcends the concept of STP as a plan – but it becomes part of the overarching goal for the system as a whole in meeting the needs of the people we serve. STP beyond the strategic framework itself, becomes an articulation of the key • prioritised system-wide change plans and their enabling strategies that BNSSG partners will support and pursue together specifically to progress towards the system goals. STP as a vehicle for creating a single strategic narrative and process which will • strengthen involvement and engagement of our stakeholders, especially service users, staff and public so that change is properly informed and responsive. STP IS NOT a replacement or catch all for all the normal planning functions and • processes that exist within the BNSSG health & care system and are rightly the responsibility of specific statutory organisations. 3
BNSSG Footprint and STP membership Organisations within the BNSSG footprint The table below outlines the organisations currently represented at Systems Leaders Group and who form the BNSSG planning footprint. Further stakeholder analysis is currently underway, with a particular objective of ensuring inclusion of patient and public representation, voluntary and independent sector organisations. Organisation Function Organisation Function South Gloucestershire CCG NHS Commissioner North Bristol NHS Trust Acute Provider Bristol CCG NHS Commissioner Weston Area Health Trust Acute Provider North Somerset CCG NHS Commissioner University Hospitals Bristol NHS Acute Provider Foundation Trust Bristol City Council Local Authority (social care and Bristol Community Health Community Care Provider public health) North Somerset Council Local Authority (social care and North Somerset Community Community Care Provider public health) Partnership South Gloucestershire Council Local Authority (social care and Sirona Care and Health Community and social Care public health) Provider Avon and Wiltshire Mental Mental health & LD provider NHS England NHS Commissioner (Primary Care Health Partnership NHS Trust and Specialised) 4
The case for change • Growing and aging population • Avoidable illness • Organisation of services • Pressure on services • Financial balance
WHAT PEOPLE TELL US MATTERS TO THEM • Understandable information and help navigating the ‘system’ • Having needs assessed multiple times can be frustrating and distressing • Care plans arranged around the needs of the individual • Families and carers also central to successful care • People value locally accessible services and improved access to primary care • Transport issues, especially for those living in rural areas and people with disabilities • People’s experience of discharge from hospital is not consistently good
OUR VISION A health and care system for Bristol, North Somerset and South Gloucestershire in which: Services are responsive to individual needs and • relevant to local communities Appropriate care and support is available in the right • place at the right time People are partners in their care • Mental health is given equal priority to physical • health in the way local services are planned and delivered There is consistency in the way both hospital and • community services work so patients and staff know what to expect and how to use services
OUR VISION Ou Our a areas o of f f focus Acute care collaboration • Integrated primary and community • care Prevention, self-care and early • intervention
ACUTE CARE COLLABORATION Current Programmes • North Somerset Sustainability • Pathology • Medicines Optimisation • Urgent Care • Pathways • Cancer • Stroke • MSK
INTEGRATED PRIMARY AND COMMUNITY CARE Current Programmes • Single Point of Access • Multi-disciplinary Cluster Based working • Community Services at Scale • Pathways • Diabetes • Respiratory
PREVENTION, EARLY INTERVENTION AND SELF CARE Current Programmes • Antimicrobial stewardship •Alcohol harm reduction • Making Every Contact Count • Health & Wellbeing Programme • Voluntary and Community Sector •Inequalities •Population communication •Falls/frailty •Self - care / social prescribing
Why does the STP need a refresh? • Whilst some system transformational design work was started in June 2016 this was not completed – the strategic context for our work programmes is not yet fully developed. • There are some really excellent leading edge pieces of work under way, but these are not necessarily positioned to be prioritised and scaled up to really deliver their potential for us • New leadership (Sir Ron Kerr, Julia Ross and Laura Nicholas) • Work streams need some further prioritisation to ensure they are properly supported and can deliver real change rapidly • Need to align the 2017/18 financial challenge and STP to ensure delivery of both short-term and medium priorities
STP Refresh – next steps 1. Continuing to develop and deliver in-year financial recovery plans, as a system 2. Ensuring we have a clear agreed plan for service sustainability in North Somerset (including short term operational changes at Weston Hospital). 3. Agree some specific service transformation programmes we can focus on to deliver in 18/19 4. Re-start work to complete system-wide strategic transformation plan
Our ambition for 2017/18: we want to achieve the following: ____________________________________________ Delivered an ambitious programme of financial recovery plans • Maintained or improved performance against key system indicators • Mitigated immediate clinical risks in Weston Hospital and started to • implement the long term solution for North Somerset service sustainability Progressed prioritised work streams so that they are capable of delivering • material benefit early in 2018/19 Finalised a clear STP strategic and financial framework and used this to • develop a clear public facing narrative and to drive agreement of the next phase of key transformation plans towards system sustainability Transformation plans are supported by aligned and prioritised enabling • strategies for workforce, estates and IM&T Developed with our stakeholders a clear, compelling public-facing narrative • that describes the challenges of the BNSSG system and the positive improvements we intend to make in the next 3 -5 years. There will have been a step change in the effectiveness of system wide • working and we will be ready to work on the basis of a shared system financial plan. Carnall Farrar | 14
STP & Bristol Health Partners joint working 1. Build a close working relationship 2. Ensure your expertise is built into our systematic way of working 3. Ensuring evidence, evaluation and your expertise is fully utilised in designing our local health and social care system 4. Adopt and scale up some of the great work you are already doing Opportunities? Patient & Public involvement • Support for strengthening our BI infrastructure • Health needs improvement assessment • Prevention development linked to PPI •
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