The future provider landscape Chair: Stephen Dalton, Chief Executive, Mental Health Network Katrina...
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The future provider landscape Chair: Stephen Dalton, Chief Executive, Mental Health Network Katrina Percy, Chief Executive Southern Health NHS Foundation
The future provider landscape Chair: Stephen Dalton, Chief
Executive, Mental Health Network Katrina Percy, Chief Executive
Southern Health NHS Foundation Trust Bev Humphrey, Chief Executive,
Greater Manchester West NHS Foundation Trust Professro Ian Stewart,
The City Mayor of Salford Sir David Dalton, Chief Executive,
Salford Royal NHS Foundation Trust @nhsc_conference
#confed2015
Slide 2
The future provider landscape Katrina Percy, Chief Executive
Southern Health NHS Foundation Trust @nhsc_conference
#confed2015
Slide 3
The future provider landscape: Our perspective as a mental
health and community provider Katrina Percy, Chief Executive
Slide 4
Introduction to Southern Health Southern Health NHS FT formed
on 1 April 2011 through merger of a community services and mental
health provider 350m budget, 8000 staff Delivering community
services, mental health, learning disability & some social care
services
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Our future Developing our specialist Mental Health and Learning
Disability Services and ensuring their sustainability Developing a
Multi- Speciality Community Provider (MCP) integrating primary care
& community services
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Developing an MCP Your Health, In Your Hands, With Our Help.
Commissioner Reform Provider Reform Our new care model Pooling the
combined resources for the local population and commissioning
services using long term outcome and capitation based contracts
Coming together to deliver the new model of care that has been
co-designed with local people, is seamless across health and social
care services and is cost effective A new care model with better
access to care, extended primary care team proactively managing
need, and specialist advice and support in the community.
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MCP Care Model Improved access to care An extended primary care
team De-layering specialist support Wider primary care at
scale
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An extended primary care team +=
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Delivering the model East Hampshire 10 practices / 70k patients
Semi-rural new town Gosport 11 practices / 80k patients Urban
deprived New Forest 7 practices / 70k patients Rural older
demographic
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Specialist Mental Health Services Delivering recovery
orientated services Redesigning care pathways Reducing reliance on
inpatient care Integrated health and social care model with local
authorities
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Specialised and forensic services Adult low and medium secure
services Adolescent medium secure services Tier 4 CAMHS Services
that require capital investment and scale to be sustainable
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Delivering the new models and implications for organisations
such as ours
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Building leadership capability
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Organisational form? With primary care, these services will
form MCP(s) These services increasingly need to operate at scale
(whilst maintaining local focus)
Slide 15
Determining organisational form An organisational form is
required for the MCP to succeed, and for our specialist mental
health and learning disability services Our work is to determine
the best solutions that enable success Our Board clear that the
Trusts long term future is in the new organisational forms Working
to overcome the hurdles with regulators
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Conclusions Focus on the new model of care this is what will
improve care and enable financial sustainability Building
leadership capacity and capability is key Our provider
organisational forms will also change Working with partners and
regulators to ensure a smooth transition
Slide 17
The future provider landscape Sir David Dalton, Chief
Executive, Salford Royal NHS Foundation Trust @nhsc_conference
#confed2015
Slide 18
10+ 12 + 15 LAs CCGs Providers 1948 2016
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Coherent Public Services Serving the needs of people, - not
Regulators or central funding bodies Although each township is
proud of its heritage we share a common view and have more that
binds us than separates us.
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or
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Coherent Improvement Programme 7 day services Specialist Cancer
Services Diabetes - Prevent - Identify - intervene Dementia Better
Service + National Institute Support unemployed with mental health
needs Single Shared Hospital Services C&YP Mental health
wellbeing + Eating disorders Reduce GP variation in quality
Integrate Pharmacy & Dentistry 1 Care Offer Relationship with
Industry & Pop Based Trials Adopt & Spread Vanguard
Learning GM Workforce Passport GM Contracts for GPs (GMS & PMS)
Datawell Intelligence & Analytics Academic Health Science
System Estates Optimisation Ed & Training + Skills & Job
Design Early Deliverables Other Deliverables Enablers Improving
Outcomes & Access Improving Health & Care Improving Wealth
& Employment Improving Models Of Care
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Industry Improved health & economic growth Unmet needs
Collaborative resources: Clinical trial infrastructure &
facilities Integrated Ehealth infrastructure Business development
NHS adoption and procurement Health economics Entrepreneur
development Large, stable ethnically diverse population NICE
strategic relationship Solutions Collaborative assets: Integrated
health and Social Care Academic & clinical excellence Exemplary
business development and environment infrastructure FUSONFUSON
FASTER BETTER Academia FUS I ON IMPACT
Slide 23
Single System of Governance P P P P Lead P P BENEFITS Full
range of services within a single management arrangement more
effective, efficient and coordinated care Collaborative environment
without the need for new organisational forms Aligns interests of
commissioners and providers, removing organisational and
professional silos that contribute to fragmented and sub-optimal
care Collective ownership of opportunities and responsibilities;
any gain or pain is linked to performance overall Supports a focus
on outcomes and incentivises better management of population demand
CCG, City Council, SRFT, GMW, Salix Health, social care &
wellbeing for 65+ population Some services subcontracted Phased
introduction 2014/15 onwards 23 Salford Vanguard
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GM Improvement Dividend 16% differential in weekend mortality
rates Saving 500 lives over 3 years by meeting trauma and emergency
surgery standards Liberating 1500 hospital beds (with closer to
home facilities or in home support) 20% reduction in urgent care
admissions 25% reduction in care home admissions Supporting 000s of
people back to work
Slide 25
Regulation NHS Constitution/Core National Standards ALB
Regionalised Offices? GM Local Standards GM Improvement Programme
metrics Employment Contracts (Primary Care)
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Governance (a personal view) 3 levels of decision making: -
local - sector - regional Must not travel at the speed of the
slowest Decisions must stick limit power of veto/appeal
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27 Dalton Review #DaltonReview2014 What might a GM Health Care
Organisation look like in five years time? Federated Back Office
With GM Providers Integrated Care Models for Long term conditions,
Dementia Mental Health and Urgent Care Single Shared Service with
2+ Providers serving 1m population Service Line Contract for with
Specialist Providers ? Management Contract, or Organisational
Chain
Slide 28
The future provider landscape Ian Stewart, The City Mayor of
Salford @nhsc_conference #confed2015
Slide 29
Bev Humphrey, Chief Executive, Greater Manchester West NHS
Foundation Trust @nhsc_conference #confed2015