Futureproofing health and social care in Hounslow Health and - - PowerPoint PPT Presentation

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

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In common with other health systems, Hounslow is facing challenges that require a radical rethink of how health and care is provided

• Significantly more people die from heart

disease and stroke in Hounslow than the England average

• £24.7m additional savings need to be identified

by 2020/21 to deliver financial balance *

• Less growth funding (-37%/-23m) to cover

increasing activity spend (15% / 9m) † over next 8 years

• A need for additional QIPP (+70% / +30m) to

return a balanced net position by 2025/26

• General practice workload is increasing, and

many GPs are approaching retirement age

• Sense of inertia within primary care, with some

practices “battening down the hatches” We’ve looked at existing plans (developed in and outside Hounslow) that scope and set out responses to these challenges

• North West London - STP, high level delivery

plan, Shaping a Healthier Future, ImBC / SOC1

• CWHHE - financial turnaround strategy & plans
• Hounslow CCG - local STP strategic roadmap

and activities plan, strategic objectives, local GP Forward View plan

• LB Hounslow - Corporate plan, joint strategic

needs assessment, health & wellbeing strategy

• NHSE – Five Year Forward View, GP Forward

View, Next Steps on the Forward View

• HLP – Strategic commissioning framework for

primary care, suggested commissioning intentions

• RCGP - Vision for general practice in the future

NHS

Sources:

* NWL STP † NWL ImBC

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 set out a model of care that is fit for 2022 and beyond 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 set out a model of care that is fit for 2022 and beyond

• 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

These plans are a good start which this work aims to build on and align

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• A focus on delivering the right services

for the population

• Success understood through measuring
• utcomes
• A joined up alliance contract that aligns

clinical and financial drivers

• A financially sustainable system able to

anticipate and proactively manage peaks in demand

• A defined framework for collective

accountability

• Better, safer services that are

continuously improving

• Using data to inform better clinical

decisions, and for painting a real time, predictive view of population needs

• Using data to root out variation
• People and their carers are activated and

supported to be key members of the team planning and delivering their own care

• Networking community assets and

providing the navigational support so that people can take greater responsibility for their health, and in managing their needs

• People can access the services they

need, 7 days a week

• There is clarity about who to contact for

information, or for help in a crisis

• Innovate technology and estate to

support new models of care

We’re hearing consistent characteristics that will be important design principles for the future model of care

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• 1. A resident / patient

perspective

• 2. Changing population

needs and the implication for the system

• 3. Developmental

steps towards a future model

• f care
• 4. Infrastructure

and enablers

Improving population based health

How this might look – telling a story through a range of perspectives

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• 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
• ver 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

How the end product will communicate the message

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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

Scope the “as is” position and current plans for the future

Activities

Specify the approach Updated understanding of population and patient needs Develop a set of meaningful population health outcomes Set drafted for discussion Draft options in a range of formats Refine document based on addressing identified gaps, clinical board feedback, and further engagement Final version drafted and handed over to CCG Identify gaps from “as is” to proposed “to be” landscape Map steps towards achieving the “to be” landscape Identify critical path, dependencies and ways to manage these Accompanying roadmap and high level plan drafted and handed

• ver to CCG

The output will be a document which can serve as a starting point for

• ngoing conversations, engagement and iteration where appropriate

The output will be a document which can serve as a starting point for

• ngoing conversations, engagement and iteration where appropriate

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