welcome to the swindon strategic partnership conference 18 th march 2011
TRANSCRIPT
Welcome to the Swindon Strategic Partnership Conference
18th March 2011
Tom Charnock
Chair of Swindon Strategic Partnership Overview & Monitoring
Group
Pat Geenty
Assistant Chief ConstableWiltshire Police
Lyn Hill-Tout
Chief ExecutiveGreat Western HospitalNHS Foundation Trust
Some Facts About The Trust
• 3,300 staff• Serving 340,000 people across Swindon, Wiltshire, parts of
Oxfordshire, Gloucestershire and West Berkshire• 9,200 members (Over 5,000 are members of the public)• Annual income of £200 million • Authorised by Monitor (the Foundation Trust Regulator) as an
FT in December 2008• Licensed by the Care Quality Commission (April 2010) • Provide services at Great Western Hospital, Brunel Treatment
Centre, Fairford Hospital, Savernake Hospital and various GP practices in Wiltshire
GWH Income 2010/11 = £200.2m
Context
• Less care in hospital, more care provided in the community• Choice – where and how care is provided by GPs, hospital, any
willing provider (private or voluntary sector)• Greater regulation by the Care Quality Commission• Safety, quality and growing patient satisfaction (and
expectations)• Although the NHS is receiving the same level of funding,
nationally savings of £20bn are required• These savings need to deal with increasing health needs• White Paper published – radical reforms• Concerns about changes and effect on NHS
How The NHS Operates … Currently
Parliament
Department of Health
Strategic Health Authorities
Primary CarePrimary Care Trusts (PCTs)General Practitioners (GPs)DentistsOpticiansPharmacistsWalk in Centres
Secondary & Tertiary CareAcute HospitalsAmbulance TrustsMental Health TrustsCare Trusts
Foundation Trusts
Monitor(Regulator of Foundation
Trusts)
Contract
How The NHS Will Operate
Parliament
NHS Commissioning Board
? Regional Commissioning Boards
Foundation Trusts
Any Willing Provider
Monitor(Regulator of Foundation
Trusts)
GP Consortia
Contract
Regulated for Quality
by Care Quality
CommissionContract
What could the national £20bn savings mean for GWH
1. FINANCE 11/12 12/13 13/14
£m £m £m
Cost pressure to be funded internally 4.0 3.75 3.5
Tariff reduction 3.2 3.0 2.8
Total GWH savings requirement 7.2 6.75 6.3
Proposed income reductions
Swindon PCT 7.33 7.84 8.25
Wiltshire PCT 0.825 0.825 0.825
8.155 8.665 9.075
How Will This Be ManagedNHS Swindon NHS Wiltshire
Reduce emergency admissions (improve urgent care)
Shifting settings of care and optimising urgent care
Improve management of long term conditions (end of life care, virtual wards, assisted technology)
Long term conditions
Elective care (stop procedures of limited clinical benefit, telephone advice to GPs)
Elective care pathways
Primary and community care (review all primary care contracts)
Improving primary and community care
Medicines management (reduce prescribing costs)
Improve prescribing
Mental health (reduce out of area placements) Mental health
Learning disabilities (reduce out of area placements)
Learning disabilities
Non clinical productivities (organisation structure, estate disinvestment)
Non clinical productivities
GWH Approach1. Partnership Working
– With Swindon Borough Council, NHS Swindon and Wiltshire to reduce duplication/improve quality/add value
– Wiltshire Community Health Services will merge with GWH on 1st June– Work with other providers – e.g. Independent Sector Treatment Centre, Prospect Hospice
2. Service Change– Provide more local care– Less care and treatments in hospital – reducing cost to Primary Care Trust– Reduce length of stay in hospital = less beds– Work with commissioning intentions, e.g. no longer provide treatments of low clinical benefit– Treat patients locally– Innovate – use of technology to improve care and reduce cost
3. Staff– Engage staff so they understand the issues, help reduce waste and improve productivity and be
proud/promote the care we provide– Review who and how care is provided– Agency staff – only use in exceptional circumstances– Integrate GWH and Wiltshire Community Health Services staff
Gavin Jones
Chief ExecutiveSwindon Borough Council
The fundamental issueThe fundamental issue
time
demand demand
resources
Stem demand,More effective use of resourcesBuild new capacity
Drives a fundamental rethink of what we are here to do, how we should do it and how we are organised
Why we have to change further and fasterWhy we have to change further and faster
Rapidly diminishing revenue
Some public services can prolongdependency
The volume and complexity ofdemand is increasing
Major national policy changes including a drive for localism
Public Health role for LA’s
Working alongside communities to better understand and prioritise needs, create capacity and broker local solutions
(Securing services) Strategy &
Commissioning Ensuring Service
Delivery is effective
Local People &
Communities
Shaping and defining outcomes for local people, and building the framework for delivery
CE
Cabinet
Local People & Communities
Mixed market of community, voluntary, private and public providers
From…
What does this mean …. Direction of travel?What does this mean …. Direction of travel?
Local Engagement
Functional S
ervices
Functional S
ervices
Functional S
ervices
Functional S
ervices
To…
Commercial
Public Social
People &PlaceInfrastructure
Business
- Transport- Land Use- Digital infrastructure- Support Services
- Education &Skills- Housing- Community infrastructure- Engaged and active communities
Grow : Technology Environmental Start-ups and SME’s Retail & LeisureRetain: Manufacturing Insurance Distribution
OutcomesXx new jobsYy Growth sector increase££ new private investment?? Social Value
One Swindon :Resilient EconomicGrowth
© Participle Ltd. // www.participle.net
Judgement
Agencies’ agendas
Be the parent/power & control
Enforcement
Professionalism and alienating language
Service design not relevant to people’s lives
Rescuing not empowerment
Lack of trust, honesty, transparency
Hopelessness, believe that change is not possible
Defensiveness & fear
Oppression
End up with parent/child relationship
Isolation
Exhausted with fighting system
No safe space to ask for help
Lack of trust, honesty, transparency
Hopelessness, believe that change is not possible
AGENCIES FAMILIES
Insight 4: Barriers
Facilitators: Matt Gott & Ruth Kennedy
Commitments:
One Swindon in Practice
•Twigs – Alan Holland •Broadgreen Mental Health Project – Sheena Dean
•Football in the Community – Tim Hall•Neurological Alliance – David Wray
•Promoting Positive Outcomes for 13-19 year olds – Kate Steel
•Groundworks – Kerry Wray & Mike Pringle
Coffee
Please be back at 11:25 to start the next session
Nick Stanhope, Managing Director,
‘We Are What We Do’
One Swindon
Facilitators: Matt Gott & Ruth Kennedy
One Swindon PrinciplesLocal and Lasting : We will encourage local people to get involved in decisions affecting their lives, to make the most of the opportunities available to them, and to help themselves, so they in turn can contribute to the place they live.
Stronger together :
Organisations in Swindon like the Council, Police, NHS Swindon, Voluntary and Community sector are working together more effectively than ever before – but have to get even better and we need to work more with businesses, communities and people in Swindon.
Prioritisation & Leadership :
There are leaders in all areas of our communities and we must enable them to flourish. Leadership will be about being open minded, flexible, showing humility and knowing when to let go as well as when to get involved.
Trust & Bravery: We will all need to trust each other and create a common purpose and shared endeavour. We need to share our ambitions, respect our differences and build on the things that bind us together.
One Swindon in Practice
•Bulb Planting Project – Paul Russell•‘Northview’ – Keith Smith & Maureen Penny
•Stay Safe – Peter Robinson
Lunch
Please be back at 1:45 to start the afternoon session
If needed a Quiet room has been set aside on the first floor for prayer and quiet contemplation
Welcome to the Swindon Strategic Partnership Conference
18th March 2011
Nick Stanhope, Managing Director,
‘We Are What We Do’
LeadershipFacilitators: Matt Gott & Ruth Kennedy
Local leadership:
How will it need to be different?How will we bring people with us?What will it look/feel like?How will decisions get made?How will we decide what’s important?What’s the role of elected members?
Plenary Session & Next Steps
Ruth Kennedy
Conference Close
Cllr Roderick BluhLeader of the Council