How to use

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How to use this tool
Welcome Welcome to the HealthierLives Strategic
Initiative Tool. This tool has been designed to
summarise the key elements of NHS North Yorkshire
and Yorks five-year strategy (2010 to 2015) and
presents them in an easy to navigate way. We
hope that you find this tool useful. If you have
any questions or feedback please email
communications_at_nyypct.nhs.uk Please click on
the How to use this tool tab on the left hand
side which explains how to navigate your way
around.
About us
Glossary
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How to use this tool
How to use this tool This tool has been designed
to work in the same way as a website, except you
dont need to be connected to the internet to use
it! Anyone with Microsoft PowerPoint will be able
to open and use this tool. To navigate around
the content, use your mouse to point and
left-click on menu headings and interactive
features on the page. Clicking on them will take
you to that piece of information. You dont need
to use your right mouse button. To exit the
tool, press escape on your keyboard. If you
have a mouse with a scroll wheel please do not
use it! The tool has been designed for you to
dip in and out of it as you please you dont
have to follow it page-by-page. The Our
vision section contains all the background to
our five-year strategy. You can then access
information about each of our six strategic
initiatives using the menu bar along the top.
When you click on an initiative, the programmes
within it will be listed in the left-hand menu.
You can click on these to read more about them.
Use the glossary link to the left If you come
across any terminology that youre not familiar
with.
About us
Glossary
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How to use this tool
About us NHS North Yorkshire and York is a
Primary Care Trust (PCT). This means we are
responsible for commissioning (buying) all NHS
services in the area. We also have a
responsibility for public health and promoting
healthy living. In geographic terms, we are the
largest PCTs in the country.
About us
Glossary

• Cover 3,340 sq miles
• Serve 788,800 residents
• 98 GP practices 800 GPs
• 120 dental practices
• 140 community pharmacies
• 91 community optometrists
• 5 main acute providers
• The largest PCT provider of community mental
  health services in the region (25 of all
  community services) operating from 160 locations
  including 10 community hospitals
• 7 practice based commissioning consortia
• Annual budget of around 1.2 billion

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Glossary
AE Accident and Emergency - the hospital
department designed to deal with urgent, serious
and life-threatening illness and injury ACP
Anti-viral collection point a designated point
for collection of anti-viral medication for
pandemic influenza AHC Annual Health Check
first used by the Healthcare Commission in 2005,
this is designed to assess, on their behalf,
whether NHS organisations are meeting the
Governments standards such as those on safety
and the quality of clinical care AHP Allied
Health Professional - Allied health professionals
are clinical healthcare professionals (distinct
from medicine, dentistry and nursing) and have
their own caseloads of patients.
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Glossary
BCBV Better Care Better Value is a set of 12
indicators, six aimed at providers and six at
commissioners. The Better Care, Better Value
indicators reveal the potential to make
significant cash or resource savings whilst
improving quality.
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Glossary
CMHS Community and Mental Health Services
provider of community health and mental health
services in North Yorkshire and the City of
York COIN Community of Interest Network a
shared IT network infrastructure designed to meet
the combined needs of a defined group of
organisations (the community) COPD Chronic
Obstructive Pulmonary Disease COPD is an
general term which includes the conditions
chronic bronchitis and emphysema CQC Care
Quality Commission - The independent regulator of
all health and adult social care in
England CQUIN Commissioning for Quality and
Innovation a payment framework which makes a
proportion of providers income conditional on
quality and innovation CVA Cerebrovascular
Accident stroke is the third biggest cause of
death in the UK and the largest single cause of
severe disability
CAB Choose and Book - a service that allows a
patient to choose a hospital or clinic and book
their first appointment. CAMHS Child and
Adolescent Mental Health Services - all those
services that contribute to the mental health
care of children and young people, whether
provided by health, education, social services or
other agencies CHD Coronary Heart Disease - CHD
is common, frequently fatal, and largely
preventable. CHD accounts for about 3 of all
hospital admissions in England. CIPR Chartered
Institute of Public Relations - The Chartered
Institute of Public Relations (CIPR) is the UK's
leading public relations industry professional
body. CLE Clinical Leadership Executive -
Provides support for the Director of Clinical
Engagement in leading our clinicians to be at the
very heart of our commissioning decisions CMB
Contract Management Board
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Glossary
DGH District General Hospital serves the local
community, providing a comprehensive range of
acute surgery and medicine for all ages DH
Department of Health - The department that
supports the government to improve the health and
well being of the population DPH Director of
Public Health DVT Deep Vein Thrombosis - a
condition in which a blood clot forms in a deep
vein, usually in the leg. DVT can cause pain and
swelling and may lead to complications such as
pulmonary embolism
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EBD Excess Bed Days - those where the length of
stay is in excess of the expected LOS length of
stay for a given admission ECP Emergency Care
Practitioners typically based in GP surgeries,
minor injuries units and hospital emergency
departments, ECPs utilise the skills of
paramedics and other professionals (such as
specialist nurses with additional skills) to
support the first contact needs of patients in
unscheduled care ENT Ear Nose and Throat EqIA
Equality Impact Assessment - The purpose of an
equality impact assessment is to ensure that
no-one is disadvantaged by a decision or activity
and to identify where equality of opportunity can
be promoted.
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Glossary
FESC Framework for procuring External Support
for Commissioners FESC provides Primary Care
Trusts with easy access to a framework of expert
suppliers who can support them in undertaking
their commissioning functions
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Glossary
HCC Health Care Commission a non-departmental
public body sponsored by the Department of
Health, it was set up to promote and drive
improvement in the quality of health care and
public health in England and Wales. The
Commission was abolished on 31 March 2009 and its
responsibilities in England broadly subsumed by
the Care Quality Commission HRGv4 Healthcare
Resource Group version 4- Healthcare Resource
Groups 4 (HRG4) support PbR by providing a
classification framework that represents current
clinical practice. HSMR Hospital Standardised
Mortality Ratio - an indicator of healthcare
quality that measures whether the death rate at a
hospital is higher or lower than you would expect
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IAPT Improving Access to Psychological Therapies
a programme that aims to improve access to
evidence based talking therapies in the NHS
through an expansion of the psychological therapy
workforce and services ICE Integrated Clinical
Executive formal sub-committee of the Board,
they are responsible for operational
decision-making around strategic direction IMD
Index of Multiple Deprivation - a guide to the
extent of different forms of deprivation by local
authority ward-level
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JSNA Joint Strategic Needs Assessment -
describes a process that identifies current and
future health and wellbeing needs in light of
existing services, and informs future service
planning taking into account evidence of
effectiveness
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LMC Local Medical Council - the statutory
committee elected by all general medical
practitioners (GPs) in contract with the Health
Authority to represent them and contributes to
the debate on local health issues. LSP Local
Strategic Partnership non-statutory,
multi-agency partnership involving public,
private, voluntary and community sector
organisations working together to achieve shared
goals on behalf of their communities
LA Local Authority local government
organisation, acts within powers delegated to it
by legislation or directives from Parliament,
responsible for local public administration and
governance LAA Local Area Agreement a 3 year
agreement setting out the priorities for the
locality, as agreed between central government
and the locality via the Local Strategic
Partnership LES Local Enhanced Service - locally
developed services designed to meet local health
needs LINk Local Involvement Networks - aim to
give citizens a stronger voice in how their
health and social care services are delivered.
Run by local individuals and groups and
independently supported - the role of LINks is to
find out what people want, monitor local services
and to use their powers to hold them to account.
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MMR Measles Mumps and Rubella MoD Ministry of
Defence government department responsible for
implementation of government defence policy
headquarters of the British Armed Forces MRSA
Methicillin-resistant staphylococcus aureus - a
common skin bacterium that is resistant to a
range of antibiotics MSK Musculoskeletal MSP
Managing Successful Programmes
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Glossary
NICE National Institute for Clinical Excellence
established as part of the NHS with the role of
providing patients, health professionals and the
public with authoritative, robust and reliable
guidance on current best practice. NEYCOM North
and East Yorkshire Commissioning Forum NHS NYY
NHS North Yorkshire and York
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Glossary
OD Plan Organisational Development Plan
describes NHS NYY approach to developing its
culture, capabilities and structure to contribute
to achieving its overall goals ONS Office of
National Statistics - provides an up-to-date,
comprehensive and meaningful description of the
UK's economy and society OOH Out of Hours
Service - primary care services normally provided
by GPs in hours OSC Overview and Scrutiny
Committees - Committees of Local Authorities
which inquire into all matters of local concern
including the NHS. NHS organisations must consult
with OSCs before making any material changes to
service offerings, and must provide the OSCs with
any information requested
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PbR Payment by Results - a national system by
which NHS trusts are paid, via primary care
trusts, for the quantity and type of care they
provide PCT Primary Care Trust - organisation
responsible for improving health, primarily
through using funds received directly from
central government to commission effective local
healthcare and be the local leader of the NHS PH
Public Health - The approach to medicine that is
concerned with the health of the community as a
whole PMG Project Management Group Primary Care
- health services delivered in or near to a
persons home to which patients have direct
access. These services include those provided in
GPs surgeries, health centres and community
hospitals, or in patients homes, by a team of
professional staff including GPs, practice
nurses, community nurses, therapists and
others PROMS Patient Reported Outcome Measures
a measure of quality from the patients
perspective
PACE Programme for Achieving Commissioning
Excellence The aim of the programme is twofold
firstly it aims to bring additional skills,
capacity and tools to help NHS NYYdeliver
increased value for money by identifying
opportunities for savings through enhanced
invoice validation paying for the right
things secondly it aims to help service
redesign activity move forwards faster and
further doing the right things PBC Practice
Based Commissioner - a national approach to
delegating greater responsibility to GPs and
other clinicians in redesigning services to meet
their patients needs PBMA Programme Budgeting
and Marginal Analysis - a process that helps
decision-makers maximise the impact of healthcare
resources on the health needs of a local
population. Programme budgeting and marginal
analysis (PBMA) is a process that helps
decision-makers maximise the impact of healthcare
resources on the health needs of a local
population.
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Glossary
QoF Quality and Outcomes Framework - is a system
for the performance management and payment of
general practitioners (GPs) in the National
Health Service (NHS)
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SUI Serious Untoward Incident an accident or
incident when a patient, member of staff, or a
member of the public suffers serious injury,
major permanent harm or unexpected death and
where the actions of health service staff are
likely to cause significant public concern. Also,
where there is serious damage and/or loss of
health care property. SRO Senior Responsible
Owner the individual responsible for ensuring
that a project or programme of change meets its
objectives and delivers the projected benefits.
They should be the owner of the overall business
change that is being supported by the project.
SCG Specialised Commissioning Group Very rare
diseases sometimes require highly specialised
services for a quite small number of people.
These services are often best provided in a small
number of regional specialist centres. These
services are commissioned either regionally by
Specialised Commissioning Groups or nationally by
the National Commissioning Group. Secondary Care
- patients whose needs are too complex to be
managed in primary care are referred to more
specialist services. Secondary care includes
local hospitals and treatment given away from the
hospital setting, such as mental health services,
learning disability services and help for older
people. SME Subject Matter Expert SNEY
Scarborough and North East Yorkshire Healthcare
NHS Trust - The Trust provides a range of acute
hospital services for around 240,000 people
living in and around Scarborough, Bridlington,
Whitby and Ryedale
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Glossary
Third Sector another term for the voluntary, or
non-profit, sector the sphere of social activity
undertaken by organisations that are for
non-profit and non-governmental.
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Glossary
UDA Unit of Dental Activity activity
undertaken by an NHS dentist
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Glossary
VFM Value for Money all public procurement of
goods and services, including works, must be
based on value for money, having due regard to
propriety and regularity. Value for money is not
about achieving the lowest initial price it is
defined as the optimum combination of whole life
costs and quality.
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Glossary
WCC World Class Commissioning - national
programme to deliver outstanding performance by
primary care trusts in the way they commission
health and care services on behalf of the NHS.
This plan forms an important part of NHS NYYs
assessment against the World Class Commissioning
assurance framework.
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YHFT York Hospitals NHS Foundation Trust -
provides acute hospital services for
approximately 350,000 people living in and around
York and also a range of specialist services over
a wider catchment area of around 500,000 in North
Yorkshire. YHG York Health Group PBC consortia
of 24 GP practices in the York area YHPHO
Yorkshire and Humber Public Health Observatory -
produces information, data and intelligence on
people's health and health care for
practitioners, policy makers and the wider
community.
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Foreword
Foreword As the local leaders of the NHS, we are
delighted to introduce this five-year strategy
for healthcare in North Yorkshire and York (NYY).
NHS North Yorkshire and York (NHS NYY), working
with local Practice Based Commissioning (PBC)
Consortia, is the single commissioner of NHS
services in the county and in 2009/10 the
guardian of 1.2 billion of public money. We are
committed to using this resource in the most
effective way to give the people of North
Yorkshire and York the best possible health care
outcomes, helping all to live long and healthy
lives. With new leadership in place, this
document marks a new chapter for our organisation
and outlines our ambitious plan to commission
world-class healthcare for the people we
serve. We were recently awarded Fair/Fair for
quality of healthcare and usage of resources by
the Care Quality Commission. We are now proud to
say no organisation in North Yorkshire scores
Weak in ratings, indicating that many of our
services meet or exceed the standards required.
Summary
Vision
Mission
Jayne Brown, OBE Chief Executive
Goals
Outcomes
Values
Strategic Initiatives
Kevin McAleese, CBE Chairman
Dr Vicky Pleydell Chair of the Clinical Executive
Click here to read more gt
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Foreword
We have put the population at the heart of our
decision making. The feedback from our Health
Factor summer roadshow indicated that 77 of our
population are satisfied with the current level
of services, higher than the national rate.
Continuing this dialogue, our population has
played a key role in shaping this strategy.
Supported by the expert advice of our clinicians
we have been able to focus our efforts on the
initiatives and projects required to support long
and healthy lives. The NHS is facing one of the
toughest financial periods in its history. Our
aspirations are set within that context and will
require full-scale transformational change to the
health services of the county. We will ensure
that every service we commission can demonstrate
its contribution to quality, innovation and
productivity. This ambitious plan outlines how
we will lead the local NHS through the changing
economic outlook. We cannot achieve the
exciting developments in our strategy without the
help of partners. With PBC, we will work closely
with colleagues in local authorities, health and
social care providers and the voluntary sector to
create seamless patient-centred services.
Finally, thank you to all, but most importantly
our public and staff, who have contributed to
planning the future of healthcare in North
Yorkshire and York.
Summary
Vision
Mission
Goals
Outcomes
Values
Strategic Initiatives
32
Foreword
Summary Our strategic plan is made up of five
main components vision, mission, goals, outcomes
and strategic initiatives. Click on each section
of the pyramid to read a summary of each
component.
Summary
Vision
Mission
Goals
Outcomes
Values
Strategic Initiatives
33
Foreword
Summary Our strategic plan is made up of five
main components vision, mission, goals, outcomes
and strategic initiatives. Click on each section
of the pyramid to read a summary of each
component.
Summary
Vision
Mission
Vision
Goals
Outcomes
Values
Strategic Initiatives
34
Foreword
Summary Our strategic plan is made up of five
main components vision, mission, goals, outcomes
and strategic initiatives. Click on each section
of the pyramid to read a summary of each
component.
Summary
Vision
Mission
Mission
Goals

• Our mission is to commission the highest quality
  health services that
• reduce health inequalities
• empower individuals to manage their own health
• create seamless care with our partners which
  make best use of allocated resource

Outcomes
Values
Strategic Initiatives
35
Foreword
Summary Our strategic plan is made up of five
main components vision, mission, goals, outcomes
and strategic initiatives. Click on each section
of the pyramid to read a summary of each
component.
Summary
Vision
Mission
Goals
Goals
Outcomes
Values
Strategic Initiatives
36
Foreword
Summary Our strategic plan is made up of five
main components vision, mission, goals, outcomes
and strategic initiatives. Click on each section
of the pyramid to read a summary of each
component.
Summary
Vision
Mission
Outcomes
Goals
Outcomes
Values
Strategic Initiatives
37
Foreword
Summary Our strategic plan is made up of five
main components vision, mission, goals, outcomes
and strategic initiatives. Click on each section
of the pyramid to read a summary of each
component.
Summary
Vision
Mission
Strategic initiatives
Goals
Outcomes
Values
Strategic Initiatives
38
Foreword

• Vision
• Our vision is that the people of North Yorkshire
  and York will live long, healthy lives.
• Our vision has been informed by what we have
  heard from patients, the public and stakeholders.
  People told us what they want most is to live
  long, healthy lives and this straightforward
  vision has become the basis for this strategy.
• Our vision has also been informed by clear
  empirical evidence from both Joint Strategic Need
  Assessments (JSNAs) and aligns with our partners
  visions for the health of the community.
• To make this vision a measurable reality for NHS
  NYY, we aim that by 2015, the people of North
  Yorkshire and York will agree that
• They are supported to have healthier lifestyles
• They are satisfied with the services available
  to them
• The services they receive meet their needs
• Services are accessible
• To successfully deliver this vision, we have
  developed a mission that describes our
  contribution as an NHS commissioning
  organisation.

Summary
Vision
Mission
Goals
Outcomes
Values
Strategic Initiatives
39
Foreword
Mission Our mission is to commission the highest
quality health services that reduce health
inequalities empower individuals to manage
their own health create seamless care with our
partners which make best use of our allocated
resources By 2015 we will consistently
commission evidence based pathways of care for
all our services. This will be key for all our
commissioning activity, as a co-commissioner with
Practice Based Commissioning Groups and in
collaborative commissioning with health and
social care partners. We know as a commissioner
and a health community that we are already one of
the most efficient systems in England and yet
with an increasingly difficult economic climate
our requirement for further improvement and
quality gain is paramount. In order to do this
we will work with our providers to transform
patient pathways pathways that are arranged
around our patients and describe the entire
pathway of care, not pathways that are specific
to a service and the organisations that provide
them create an environment where we and our
providers can innovate to ensure the best care
for the people of North Yorkshire and York
invest in health and well-being by promoting
healthy lifestyles and preventing illness
encourage our providers to work as clinical
alliances and networks and commission clinical
systems that support better community and urgent
care services tackle the diseases that impact
most greatly on the lives of our ageing
population, for example, dementia empower
individuals, helping people to care for
themselves and manage their own diseases.
ensure our commissioning decisions encourage
quality, innovation and productivity and hold
ourselves and our providers to account for
delivery.
Summary
Vision
Mission
Goals
Outcomes
Values
Strategic Initiatives
40
Foreword
Goals With our partners and stakeholders we have
defined six goals to respond to the key strategic
issues for our population. We believe that if we
focus on the delivery of these goals over the
next five years we will make the biggest
difference to our population and realise our
vision of long and healthy lives. The goals for
the next five years are detailed below. Click on
a goal to read more
Summary
Vision
Mission
Goals
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
Outcomes
Comprehensive services for our ageing
population Over the next ten years there will be
significant growth in both the over-65 and
over-85 age groups. These increases will result
in 22 of the North Yorkshire and York population
being over 65 by 2020, an additional 45,000
people over 65 in comparison with today. People
in these older age groups tend to have greater
physical and mental health needs, often resulting
in more visits to primary care, greater incidence
of long-term conditions, higher rates of hospital
admissions and increased need for assisted care.
This growth will require us to work with our
partners to ensure we are providing high quality
and joined up services to enable this population
to live independently.
Values
Strategic Initiatives
41
Foreword
Goals With our partners and stakeholders we have
defined six goals to respond to the key strategic
issues for our population. We believe that if we
focus on the delivery of these goals over the
next five years we will make the biggest
difference to our population and realise our
vision of long and healthy lives. The goals for
the next five years are detailed below. Click on
a goal to read more
Summary
Vision
Mission
Goals
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
Outcomes
Reduction in health inequalities In North
Yorkshire and York we have very good overall
health outcomes, although in some areas we do not
meet national averages. These areas where we have
poor results are by and large also the areas
where we have high levels of deprivation.
Geographically we are very large with many areas
sparsely populated which results in limited
access to services. Good health and well-being
should be a reasonable expectation of all the
people of North Yorkshire and York regardless of
their circumstances. We will work to ensure that
the level of inequality be significantly reduced
over the next five years.
Values
Strategic Initiatives
42
Foreword
Goals With our partners and stakeholders we have
defined six goals to respond to the key strategic
issues for our population. We believe that if we
focus on the delivery of these goals over the
next five years we will make the biggest
difference to our population and realise our
vision of long and healthy lives. The goals for
the next five years are detailed below. Click on
a goal to read more
Summary
Vision
Mission
Goals
Goal 3
Goal 1
Goal 2
Goal 4
Goal 5
Goal 6
Outcomes
Improved health and well-being of the population
through the promotion of healthy lifestyles We
must respond to the needs of individuals and
empower them to take responsibility for their own
health and well-being. Over the next five years
we will support individuals and communities to
make healthy choices about their own health.
This will be accomplished through tailored
interventions for those who are least likely to
make these choices.
Values
Strategic Initiatives
43
Foreword
Goals With our partners and stakeholders we have
defined six goals to respond to the key strategic
issues for our population. We believe that if we
focus on the delivery of these goals over the
next five years we will make the biggest
difference to our population and realise our
vision of long and healthy lives. The goals for
the next five years are detailed below. Click on
a goal to read more
Summary
Vision
Mission
Goals
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
Outcomes
Clinically and financially sustainable healthcare
system With rising expectations from the
population, higher demands on the overall health
system and significant economic pressures within
the public sector, it is imperative that we work
with partners to ensure we have a health system
that is both clinically and financially
sustainable. After a period of significant
growth, as an NHS organisation we must make
significant productivity and efficiency gains if
we are to support the population to live long
healthy lives. We must maintain a healthcare
system that delivers the highest quality of care
to our population in a way that ensures value for
money and protects their interests as tax payers.
Values
Strategic Initiatives
44
Foreword
Goals With our partners and stakeholders we have
defined six goals to respond to the key strategic
issues for our population. We believe that if we
focus on the delivery of these goals over the
next five years we will make the biggest
difference to our population and realise our
vision of long and healthy lives. The goals for
the next five years are detailed below. Click on
a goal to read more
Summary
Vision
Mission
Goals
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
Outcomes
Highest quality care in the right settings A
focus on highest quality services, based on the
best available evidence for care and setting, is
imperative now and in the future. There must be
a full care pathway approach to the health
services we commission, recognising that
individuals want care to be high quality and
convenient and have an important say in how and
where they are cared for. We need to ensure
patients receive access to early intervention and
diagnostics, provide services close to peoples
homes or in locations that are accessible and to
make services available when people need them.
This is especially critical for us due to the
rural nature of our geography.
Values
Strategic Initiatives
45
Foreword
Goals With our partners and stakeholders we have
defined six goals to respond to the key strategic
issues for our population. We believe that if we
focus on the delivery of these goals over the
next five years we will make the biggest
difference to our population and realise our
vision of long and healthy lives. The goals for
the next five years are detailed below. Click on
a goal to read more
Summary
Vision
Mission
Goals
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
Outcomes
Strong partnerships focused on the individual
There is increasing demand to work with all
partners to ensure service provision is
integrated. With diminishing financial
resources, there is a need to ensure the system
works together, pooling resources and looking for
more cost-effective methods to commission
services with the individuals needs at the
centre. Over the next five years we will commit
to working positively with existing partners and
find opportunities to engage with new partners to
increase productivity and quality.
Values
Strategic Initiatives
46
Foreword
Outcomes Knowing that we are succeeding and that
our strategy is positively impacting on the lives
and health of our population is key. We have
chosen ten outcome measures that our Board will
monitor during the implementation of our
ambitious plan. We have identified our
aspirations for each outcome measure, pushing
ourselves to go further and working to deliver
outcomes in the top 10 nationally for the
majority of these indicators. Like our partners
we want North Yorkshire and York to be an even
better place to live. The outcome measures
relate to
Summary
Vision
Mission
Goals
1. Inequalities in life expectancy (Health
inequalities) 2. Overall life expectancy 3.
Prevalence of obesity in Year 6 children 4.
Stroke deaths within 30 days of admission 5. Rate
of alcohol-related hospital admissions per
100,000 6. CHD mortality 7. Proportion of all
deaths that occur at home 8. Delayed transfers of
care 9. Smoking quitters 10. Access to
Psychological Therapies (IAPT)
Outcomes
Values
Strategic Initiatives
47
Foreword
Values Values influence the way we treat each
other and the people we serve and are key to us
as local leaders of the NHS. To coincide with
the 60th anniversary of the NHS, Lord Darzi led a
large-scale exercise with patients, public and
staff to identify the values that are important
for the NHS the values that provide the common
ground for cooperation and the values that will
help us achieve our shared ambitions. In June
2009 the NHS Constitution set out these values
for the NHS. Through our extensive engagement
exercise in the summer of 2009 it became clear
that the values listed in the NHS Constitution
reflect the aspirations and the behaviours that
our population expects of us. Our Board has
therefore adopted the NHS Constitution as our
value set. These are
Summary
Vision
Mission
Goals
Outcomes
Respect and dignity
We value each person as an individual, respect
their aspirations and commitments in life, and
seek to understand their priorities, needs,
abilities and limits. We take what others have to
say seriously. We are honest about our point of
view and what we can and cannot do.
Values
Commitment to quality of care
Strategic Initiatives
Compassion
Improving lives
Working together for patients
Everyone counts
48
Foreword
Values Values influence the way we treat each
other and the people we serve and are key to us
as local leaders of the NHS. To coincide with
the 60th anniversary of the NHS, Lord Darzi led a
large-scale exercise with patients, public and
staff to identify the values that are important
for the NHS the values that provide the common
ground for cooperation and the values that will
help us achieve our shared ambitions. In June
2009 the NHS Constitution set out these values
for the NHS. Through our extensive engagement
exercise in the summer of 2009 it became clear
that the values listed in the NHS Constitution
reflect the aspirations and the behaviours that
our population expects of us. Our Board has
therefore adopted the NHS Constitution as our
value set. These are
Summary
Vision
Mission
Goals
Outcomes
Respect and dignity
We earn the trust placed in us by insisting on
quality and striving to get the basics right
every time safety, confidentiality, professional
and managerial integrity, accountability,
dependable service and good communication. We
welcome feedback, learn from our mistakes and
build on our successes.
Values
Commitment to quality of care
Strategic Initiatives
Compassion
Improving lives
Working together for patients
Everyone counts
49
Foreword
Values Values influence the way we treat each
other and the people we serve and are key to us
as local leaders of the NHS. To coincide with
the 60th anniversary of the NHS, Lord Darzi led a
large-scale exercise with patients, public and
staff to identify the values that are important
for the NHS the values that provide the common
ground for cooperation and the values that will
help us achieve our shared ambitions. In June
2009 the NHS Constitution set out these values
for the NHS. Through our extensive engagement
exercise in the summer of 2009 it became clear
that the values listed in the NHS Constitution
reflect the aspirations and the behaviours that
our population expects of us. Our Board has
therefore adopted the NHS Constitution as our
value set. These are
Summary
Vision
Mission
Goals
Outcomes
Respect and dignity
We respond with humanity and kindness to each
persons pain, distress, anxiety or need. We
search for the things we can do, however small,
to give comfort and relieve suffering. We find
time for those we serve and work alongside.
Values
Commitment to quality of care
Strategic Initiatives
Compassion
Improving lives
Working together for patients
Everyone counts
50
Foreword
Values Values influence the way we treat each
other and the people we serve and are key to us
as local leaders of the NHS. To coincide with
the 60th anniversary of the NHS, Lord Darzi led a
large-scale exercise with patients, public and
staff to identify the values that are important
for the NHS the values that provide the common
ground for cooperation and the values that will
help us achieve our shared ambitions. In June
2009 the NHS Constitution set out these values
for the NHS. Through our extensive engagement
exercise in the summer of 2009 it became clear
that the values listed in the NHS Constitution
reflect the aspirations and the behaviours that
our population expects of us. Our Board has
therefore adopted the NHS Constitution as our
value set. These are
Summary
Vision
Mission
Goals
Outcomes
Respect and dignity
We strive to improve health and well-being and
peoples experiences of the NHS. We value
excellence and professionalism wherever we find
it in the everyday things that make peoples
lives better as much as in clinical practice,
service improvements and innovation.
Values
Commitment to quality of care
Strategic Initiatives
Compassion
Improving lives
Working together for patients
Everyone counts
51
Foreword
Values Values influence the way we treat each
other and the people we serve and are key to us
as local leaders of the NHS. To coincide with
the 60th anniversary of the NHS, Lord Darzi led a
large-scale exercise with patients, public and
staff to identify the values that are important
for the NHS the values that provide the common
ground for cooperation and the values that will
help us achieve our shared ambitions. In June
2009 the NHS Constitution set out these values
for the NHS. Through our extensive engagement
exercise in the summer of 2009 it became clear
that the values listed in the NHS Constitution
reflect the aspirations and the behaviours that
our population expects of us. Our Board has
therefore adopted the NHS Constitution as our
value set. These are
Summary
Vision
Mission
Goals
Outcomes
Respect and dignity
We put patients first in everything we do, by
reaching out to staff, patients, carers,
families, communities, and professionals outside
the NHS. We put the needs of patients and
communities before organisational boundaries.
Values
Commitment to quality of care
Strategic Initiatives
Compassion
Improving lives
Working together for patients
Everyone counts
52
Foreword
Values Values influence the way we treat each
other and the people we serve and are key to us
as local leaders of the NHS. To coincide with
the 60th anniversary of the NHS, Lord Darzi led a
large-scale exercise with patients, public and
staff to identify the values that are important
for the NHS the values that provide the common
ground for cooperation and the values that will
help us achieve our shared ambitions. In June
2009 the NHS Constitution set out these values
for the NHS. Through our extensive engagement
exercise in the summer of 2009 it became clear
that the values listed in the NHS Constitution
reflect the aspirations and the behaviours that
our population expects of us. Our Board has
therefore adopted the NHS Constitution as our
value set. These are
Summary
Vision
Mission
Goals
Outcomes
Respect and dignity
We use our resources for the benefit of the
whole community, and make sure nobody is excluded
or left behind. We accept that some people need
more help, that difficult decisions have to be
taken and that when we waste resources we waste
others opportunities. We recognise that we all
have a part to play in making ourselves and our
communities healthier.
Values
Commitment to quality of care
Strategic Initiatives
Compassion
Improving lives
Working together for patients
Everyone counts
53
Foreword
Strategic initiatives In conjunction with our
co-commissioners, the population, our partners
and providers we have set ambitious goals for
2010 to 2015 which respond to the key issues
facing us all in North Yorkshire and York. In
order to deliver these goals and associated
outcomes for our population, we know that our
best chance of success is to have robust and
detailed supporting strategic initiatives. After
a decade of financial growth, the NHS will enter
a period of significant financial constraint
after 2010/11, as public spending is squeezed as
a consequence of the credit crunch and subsequent
recession. At NHS NYY each strategic initiative
has detailed Quality and Productivity (QP) plans
to ensure robust financial management. Our
organisation will focus on delivering the
following strategic initiatives Build an
improved community system Responding to
dementia Help people to change their behaviour
Self care and self management of disease
Clinical networks and alliances An urgent care
system You can click on the initiatives in the
top menu bar to read more about them.
Summary
Vision
Mission
Goals
Outcomes
Values
Strategic Initiatives
54
Overview
Initiative 1 Building an improved community
system Supports goals 1, 2, 4, 5, 6 This
initiative will focus on developing an improved
healthcare based in the community setting. We
will redesign service delivery models and key
care pathways to focus care in the community. We
will prioritise the services we need to
commission to ensure people receive care closer
to home, and only receiving care in an acute
hospital when it is clinically necessary. This is
fundamental to our strategy and is supported by a
robust evidence base. We will consider how
staff work together across providers and how with
innovation, improvement and by removing
duplication we could improve patients experience
of the community services they receive. We will
examine the community estate and infrastructure
required to deliver new care pathways, making the
most of technology in a geographically large and
rural area. Whilst this strategic initiative
will be of particular importance in ensuring we
have the right services in place for our ageing
population, who want their care closer to home,
we recognise that all our service users will
benefit from an improved community system,
particularly the rural population. The
forthcoming decision on the organisational form
of our provider organisation provides further
opportunity. As a commissioning organisation we
will not do this alone, nor will we do this in
health alone, so we will work with Local
Authority (LA) partners and the Third Sector to
build this initiative together. The views of our
population are critical and we will involve
patients and carers in planning services.
0-19 review
Children with disabilities
CAMHS
Patient focused care
Community hospitals
Telemedicine
IAPT
IAPT-MOD
New horizons
55
Overview
Project ST1A Universal services 0-19 review
Project aim To review universal 0-19 services,
redesigning and re-commissioning care pathways
and delivering the Healthy Child Programme across
North Yorkshire and York.
0-19 review
Children with disabilities
Objectives
Key milestones
Project Lead Tara Cox, tara.cox_at_nyypct.nhs.uk
CAMHS

• Review, redesign and re-commission flexible
  services that meet the needs of children and
  their families which
• Provide evidence based care
• Ensure compliance with current and future
  national safeguarding guidance
• Provide equitable access to services across the
  localities
• Improve access to routine health services
  during the development of a child
• Increase ability for services to focus on the
  needs of vulnerable children
• Increase access to services for those young
  people aged 16 to 18
• Increase focus on early intervention,
  prevention and health promotion.
• Improve integration with Local Authority and
  primary care services

Patient focused care
Community hospitals
Telemedicine
IAPT
IAPT-MOD
New horizons
56
Overview
Project ST1A Universal services 0-19 review
Project aim To review universal 0-19 services,
redesigning and re-commissioning care pathways
and delivering the Healthy Child Programme across
North Yorkshire and York.
0-19 review
Children with disabilities
Objectives
Key milestones
Project Lead Tara Cox, tara.cox_at_nyypct.nhs.uk
CAMHS

• April - October 2010 Review current universal
  service provision to children (0-19 years)
  identifying any gaps in line with Health Lives,
  Brighter Futures and the Healthy Child Programme
• October 2010 Proposed model for the Integrated
  Commissioning Executive (ICE)
• October 2010 March 2011 Develop a detailed
  service specification for integrated services
  identify procurement route
• Procurement processes Spring 2011
• Commission new service 2011/12
• Evaluation 2012/13

Patient focused care
Community hospitals
Telemedicine
IAPT
IAPT-MOD
New horizons
57
Overview
Project ST1B Improve services for children with
complex needs and disabilities Project aim Work
jointly with local authorities to review services
for these children to ensure they have the
necessary medical treatment and support to allow
as healthy and inclusive life as possible.
0-19 review
Children with disabilities
Objectives
Key milestones
Project Lead Nadine Paver, nadine.paver_at_nyypct.nh
s.uk
CAMHS

• Provide evidence based care consistently and
  equitably across North Yorkshire and York
• Enable children to have improved access to
  education, leisure services and short breaks by
  improving medical training and support to carers
  and service providers
• Ensure that short breaks are available for a
  wider cohort of disabled children and their
  families
• Improve access to therapy services to support the
  mobility and health outcomes for children with
  complex needs and disabilities
• Improve access to equipment to enable children to
  access services and short breaks
• Develop tailored and co-ordinated programmes of
  care across health, social care and education
• Improve support to parents and carers of children
  with complex needs and disabilities

Patient focused care
Community hospitals
Telemedicine
IAPT
IAPT-MOD
New horizons
58
Overview
Project ST1B Improve services for children with
complex needs and disabilities Project aim Work
jointly with local authorities to review services
for these children to ensure they have the
necessary medical treatment and support to allow
as healthy and inclusive life as possible.
0-19 review
Children with disabilities
Objectives
Key milestones
Project Lead Nadine Paver, nadine.paver_at_nyypct.nh
s.uk
CAMHS

• 2010/11
• Review service provision for medical/medicines
  training support for families, carers and
  support workers of children with complex needs
  and disabilities
• Review findings of the Hambleton and
  Richmondshire Review for Physiotherapy and
  Occupational Therapy
• Redesign pathway for medical/medicines training
  pilot is currently being tendered. This will be
  reviewed throughout 2010/11 for a revised pathway
  
• 2011/12
• Commissioning of new pathways for physiotherapy
  and occupational therapy support for children
  with complex needs and disabilities to be in line
  with 18 week targets
• 2012/2013
• Review service provision of physiotherapy and
  occupational therapy support for children with
  complex needs and disabilities North Yorkshire
  and York wide

Patient focused care
Community hospitals
Telemedicine
IAPT