Our five year plan to improve local health and care services
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Our five year plan to improve local health and care services

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Our five year plan to improve local health and care services

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Our five year plan to improve local health and care services


Our vision for local health and care“Our plan is to work together as one area to improve public services and make sure we have sustainable, high quality health and care services for the long term.”


Why do we need a new plan?Health and social care services are under increasing pressure – locally and nationally

The system isn’t working as well as it should - to continue to offer high quality services to local people we have to change

Working together in this new partnership – bringing together health and care professionals across 11 organisations – offers us an exciting opportunity to plan in a new way

To make sure all our residents have access to the best care and

treatments and have a voice in shaping them

And that these services are affordable into the future


850,000 peopleCombined health funding in 2016/17 of £1bn Combined social care and public health budget of £328m

3 Clinical Commissioning Groups

684 GPs in 95 practices


4 acute hospital sites


11 community hospital sites

2 community services providers1 mental health provider working from 4 in-patient sites and delivering community services from 22 sites 1 local authority (Surrey County Council) providing adult & children’s social services7 District/Borough Councils


A sensible size for working together

Surrey Heartlands


In Surrey Heartlands we are facing four big pressures that we need to addressWe have an older population compared to national

average, who often have many complex conditions


demand is putting pressure on services, particularly urgent care

Under-developed community and primary care services means people

are often

not treated in

the best place. This is increasing

pressure in our hospitalsHigh cost of living and being close to London means we have significant recruitment pressures and rely too much on agency staff to fill gaps


We’re already made fantastic progress in developing new and innovative services and we can build on these

We are already creating more joined up out of hospital care:



Hub in Woking where older people have access to a range of services all in one place

Local organisations working together in the Epsom area (known as a provider alliance), working to a single budget

‘My Care, My Choice’ in Guildford – a joint approach to providing more coordinated care for adults over 65 (at high risk of being admitted to hospital)

In mental health – specialist inpatient care supported by innovative out of hospital care (e.g. safe haven service, home treatment)

Using technology to improve care – for example we are already developing a Single Care RecordBetter Care Fund – is already providing a strong basis for partnership working that we can build on


Our emerging vision:Four key strands which will make a big difference

To make sure all local residents have access to the same high quality standards of care – via a Surrey Heartlands clinical academy

To promote self-care and

encourage and support

local people to take more responsibility for their healthcare

To improve the way we provide services – with more care in the community,



centres for some of the most specialist hospital services (creating expertise and improving patient outcomes)Working as one – moving towards one budget and one overall plan for the Surrey Heartlands area


1. Access to high quality standards of care

We want to establish a Heartlands Academy – to develop consistent clinical and professional standards so all patients receive the best quality care and treatments

Ensuring clinical ownership of developing consistent standards and making sure this becomes part of day to day practice

Empowering patients – using information to help patients make more informed decisions and take responsibility for their own healthcare


2. A citizen-led approachPutting more emphasis on ‘prevention’, promoting healthier lifestyles and choices

Making sure we invest resources where they have most effect, e.g. population in later middle age who are at high risk of developing chronic diseases

Improving early detection and prevention of long-term conditions (NHS Health Checks, national prevention programmes)

Supporting more self management for people with long-term conditions (based on clear evidence)

Working with our citizens to help them understand the complexities and trade-offs in planning and budget setting

Communicating and engaging in a very different way – so local people are more equipped to take part in co-designing services


3. Improving health and care services (1)More focus on joining up out of hospital services, building on the work we are already doing e.g. locality/community hubs

Improving the way we provide primary care services – with GPs taking responsibility for coordinating a person’s care - supporting a culture of personal responsibility and prevention


capacity in primary care to

look after

people that need to be seen on the same


Improving how we manage long-term conditions based on sound evidence (e.g. patients seeing a GP, pharmacist, nurse or physician’s associate depending on their need) – helping to keep people out of hospital

And using technology (e.g. teleheath, telemedicine) where appropriate so patients have access to senior clinicians


3. Improving health and care services (2)

For acute hospital and mental health services:

Creating centres of expertise for the most specialist services

Linking expertise across hospital sites so patients still have access to other specialties such as diagnostics and specialist opinions locally

Developing our Cancer Centre within a new Surrey/Sussex Cancer Alliance


joined up care for older patients, working closely with local community, primary, mental health and social care, with easy access to hospital care where necessary


Conclusions and next stepsOur emerging vision and new partnership approach will help make sure local residents have the best care and treatments and that they are sustainable in the future

Our vision includes having ‘one system, one plan’ – with a shared approach to

how we use our buildings,

workforce plan, patient care record and so on

Over the coming months we will be:

Widening our staff, stakeholder and citizen engagement

And developing more detailed plans for submission to NHS England later in the year