Developing the Barts Health strategy Presentation to Waltham Forest - - PowerPoint PPT Presentation

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
• f 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

• ur values.

Why have a strategy?

• Our strategy drives our business plan and enables us to deliver on
• ur 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

• ver 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

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Trust strategy – the key components

Strategic initiatives Changing lives An academically based health system delivering excellent clinical outcomes and health improvement Strategic enablers

• a. Board and quality governance
• b. Clinical Leadership
• c. Informatics and Systems
• d. HR, OD & Workforce

2 1 Brand standards: Consistently excellent quality and delivery Clinical and financial sustainability, enabled by SLR (achieved via basic cost management & CIPs, commercial and partnership opportunities, service redesign) Foundations to become a successful FT Selected clini- cal distinctive- ness Integrated care Population health Teaching and training excellence Research excellence 4 5 6 7 3

• Caring and Compassionate
• Listening and understanding
• Working together to achieve

ambitious results

• Improving and Innovating
• Valuing every member of staff

Values

• e. Performance management
• f. Estates optimisation

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1-slide introduction to selected distinctiveness: Barts Health could think about its portfolio of services as falling into three broad categories

Brand standard performers World leading Deep local impact, nationally acclaimed, world class

• Quality, Safety and Patient Experience
• Delivery and Operational efficiency,

including finances

• Basic research and teaching
• Staff and patient engagement

All services need to meet brand standards on

• Are critical to addressing

local population needs

• Have significant
• pportunity to develop a

nationally distinctive profile within Barts Health, through partnerships

• Have healthy current

and future scale and margins A subset of services which excel on all the brand standards and also

• Reputation and Recognition
• Research power
• Excellence in Teaching and

Training

• World class infrastructure and

investment levels One or two globally acknowledged truly distinctive service lines, that bring international renown and acclaim for Barts Health along the dimensions of

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
• ur 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

• rganisational 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