Croydon Health ServicesStrategy Development & Integrated

Business Plan

Presentation to Patient Issues Committee

Dominic Conlin

Director of Strategy & Commercial Development

8 August 2012

Overview

• Outline of CHS Strategy Development• How this aligns with FT timetable & development of IBP• External Environment• Questions/debate for Patient Issues Committee:

• Test & Inform strategy development• Involvement in engagement and co-development• Will it enable the delivery of high quality, safe and

compassionate care

Vision

‘’To ensure that Croydon residents receive excellent integrated hospital and community services in partnership with primary, mental health and social care services; and to establish Croydon as the premier integrated care system in England.’’

•Population and whole system focused•Aligns with Croydon Transformation Board’s vision

Strategic Objectives

1) To deliver high quality integrated patient centred care which improves outcomes, patient safety and patient experience.

2) To work with partners to improve the health and wellbeing of the people of Croydon.

3) To develop our workforce and to establish a way of working that builds a culture that is committed to an open transparent evidence based approach.

4) To deliver best practice performance standards against the national operating framework.

5) To deliver well managed quality services which are value for money for the tax payer

Measures of Success

• Our overall priority is to ensure that the population we serve consistently receives high quality, safe and compassionate care.

• For our patients this will mean:• Excellent care• Properly co-ordinated and communicated across a

range of services and providers• An experience they would recommend to others.

• For the local population this will mean:• Access to high quality services in the right place and

at the right time, 24 hours a day, 7 days a week• Appropriate support in maintaining a healthy lifestyle.

Strategy Pyramid • Process Enablers: Clinical, Quality, Estates, Workforce, IM&T, Comm & Engagement

• Organisational Enablers: Partnership, Community/ population facing, FT application

• Alignment with IBP

• Directorate, Dept & Service line plans, CIPs, QIPP plans, CQC and other action plans, Trust Operating Framework (SO, SFIs etc)

Strategy Pyramid

Development of Integrated Business Plan

Section Sources1) Executive summary Overall vision and strategy2) Trust profile 11/12 out-turn data

Other data as at 31/3/12Annual reportQuality account

3) Strategy Overall vision and strategyEnabling strategies (eg Quality Strategy)

4) Market assessment Enabling strategies (eg Clinical Services, Workforce strategies)JSNA, Commissioning Intentions, BSBVDr Foster/CHKS analysisCHS compliance with regulatory standards

5) Service developments Enabling strategies (eg Clinical Services)BSBV

6) Finance Enabling strategies (eg Esates, Workforce)Finance plan/LTFM

7) Risks BAFRisk registerDownside scenario planning

8) Leadership and workforce Governance arrangementsEnabling strategy (eg Workforce)

9) Governance Governance arrangementsMembership (Comms & Engagement) 

Overall summary (section 1) to articulate the “golden thread” 31 Aug

Chapter drafts 14 Sep

First draft to Trust Board (TB) 24 Sep

TB approval to submit v1 to SHA 29 Oct

TB approval to submit v2 to SHA 28 Jan

TB approval to submit final version to SHA/NTDA 27 May

Underpinned by Engagement & Co-development

Alignment with IBP

External Environment

• Strategy & IBP not developed in a vacuum:• Commissioning Landscape

• Local commissioners strategic and financial position

• Development of CCG and transition between NHSL & NTDA

• BSBV• Trust performance

• Operating Plan and contractual targets• Regulatory bodies• Patient Experience and organisation’s reputation

• Needs and preferences of our local population

Engagement

1) Consultation• Expecting to consult (Jan-Mar 2013)• Underpinned by consultative approach• Formal partners• Membership• Wider population

2) Co-development• What does good look like• Development of patient and population facing metrics