August 2014

19th November, 2014

Why a review?

Organise our services to make them the best that they can be

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Learning from change since 2005 Consultation

- Phase 1 - 17 ISAs … 600+ people - Phase 2 – more than 40 groups

Research & Learning – Integrated Care

Linking this learning to inform our recommendations around

Composition of Community Healthcare Organisations Governance & Management Structure Delivering the model of service envisaged in “Future Health”

over time

Our Approach to the Review

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What did the consultation tell us?

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What is integrated care ? Easier to navigate - making it simpler for people who

need services

Better co-ordinated care, with continuity of care across community and hospitals

People moving easily through the different healthcare services to meet their needs

People receiving good quality services & outcomes

We must reorganise our structures and the way we work to deliver this integrated approach

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What we learnt about integrated care?

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What has the report recommended to deliver this integrated model of care?

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The nine Community Healthcare Organisations

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Why these nine Community Healthcare Organisations?

Most appropriate option to deliver integrated model of care. These nine Community Health Care Organisations meet a broad range of the defined criteria; meet the key requirement of linking Primary Care Networks

and acute hospitals; provide a strong basis for linkage with local authority

boundaries, county councils and the proposed Regional Assemblies;

strikes the right balance between an organisation of sufficiently large scale to support organisation and business capability, while at the same time sufficiently small scale to provide the local community connection and response required to deliver integrated care;

accounts for cross-border links and connections; can be delivered from within existing resources.

Primary Care Networks 90 Networks, approx. 50,000 population – one

for every large town / district Average of 10 networks in each CHO Network Manager working with GP Lead &

Network Team Responsible for service delivery & integration

with specialist services & access to acute hospitals

Strong relationships with local communities Standardised clinical governance & supervision Team Leader – protected time Key Workers – complex needs

Population Mid West 379,327 8 Primary Care Networks

Population Range 31,300 – 73,547

Proposed norm – 50,000

All care groups co-terminus – National oversight process to ensure consistency

Primary Care Networks- Illustrative

Changing how we work together

Standardised models and pathways of care – Social Care, Mental Health and Health & Wellbeing

Integrated clinical programmes across community & acute hospitals

Rapid access to secondary care in acute hospitals & specialised services in the community

Community Healthcare Organisations and Hospital Groups Working actively together – effective integration Continuity of care for people through all services

Management & Governance Structure to make this happen

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What does this mean for our clients ? Easier to

Access services Move through services from community healthcare to acute hospitals and

returning to the community Receive “the right services, at the right t ime, in the right place,

by the right team”

Improving services through: More local decision making around local needs Clinical staff and GPs on management teams - professional staff closer to

patient decision-making Network teams “championing” the needs and requirements of those living

locally Meeting high quality, safety and value for money standards Providing services locally in which people have confidence Consistency for all, based on nationally prescribed frameworks

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What does this mean for staff ?

Opportunit ies for staff Staff with greater say and involved in decision making at a local level New leadership roles, and involvement of GPs and clinicians in senior

management teams Networks will provide staff with opportunities to work with colleagues

from other disciplines in a new dynamic and integrated manner Investment in education & training with appropriate mentoring, and

development of leadership and management skills Strong leadership will be required - must be supported and developed

at all levels in the organisation

To ensure these changes happen staff wil l be Included in the decision-making process Enabled and supported throughout the process Provided with training in the knowledge and skills required to make

integration a success

Next steps Communication & EngagementPhase 1 Comprehensive process of communication will be undertaken 4 “regional type” briefings DG & leadership team: 5 th – 12th November CHO based briefings, voluntary sector & wide range of stakeholder

groups – Project Lead & National Directors

Phase 2 Informing the implementation process

Engagement with staff associations & representative bodies Service users & advocacy groups

Implementation • Comprehensive governance process – national steering group to

provide oversight • High level implementation agenda being developed • First step towards implementation – appointment of Chief Officers

We want everyone involved

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Vision

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Thank you for your attention

Questions & Answers