TIM KENDALL

1
A Long Term Vision

• TIM KENDALL
• ALAN WALKER
• KEVAN TAYLOR

2
SHSC Vision Key Principles

• A long-term vision is required to provide a
  frame-work for short and medium term planning
• The vision will set out the direction of travel
  but will flexible, not prescriptive
• The vision will be based on core values
• The vision will be developed by consulting staff
  and stakeholders

3
SHSC Vision Benefits

• Necessary cost savings can be planned and
  delivered through reconfiguration rather than
  across the board
• Integrated services can be developed - rather
  than piecemeal initiatives
• Stability - as the vision can be agreed with
  commissioners
• Improved performance - as staff throughout the
  organisation align behind a vision based on
  shared values
• Delivering the right help, to the right person at
  the right time

4
SHSC Vision Challenges

• Services do not always meet local needs
• Confusing pathways to care/multiple access points
• Multiple hand-offs
• Inefficient local delivery and access
• To Further develop clinical leadership and
  engagement

5
SHSC Vision Practicalities

• Changes in the market provide opportunities to
  grow our services requires new ways of working
  and business focus
• World Class Commissioning develop services that
  meet commissioners/local needs
• What additional skills/resources do teams need?
• How can central directorates better support
  services?

6
SHSC Vision Core Values

• Social inclusion
• Tackling inequalities
• Addressing stigma (BME, age, mental illness)
• Collaboration and co-production with users
• Needs led services
• Interventions based on clinical / cost
  effectiveness
• Clinical/managerial partnership

7
SHSC Vision Evolutionary Approach

• Evolution not revolution
• Ten years not tomorrow
• Building on what we are already doing
• Realising the benefits of the leadership review
• Further developing leadership at all levels
• Delivering on care pathways

8
SHSC Vision Some Principles

• Asylums - therapeutic communities - community
  care - communities that are therapeutic
• Institutionalised social exclusion
• Difference and disability -equal access to
  citizenship
• How we intervene eminence/evidence based
  practice what works for whom

9
SHSC Vision Proposed Changes

• Most services will be provided close to homes and
  families
• Easy access for users / single point of access
  for professionals
• Specialist services and research ending care
  pathways
• Least restrictive environment for treatment
  (increase alternatives to admission)

10
SHSC Vision Integrated Services

• Bring teams together as an integrated locality
  service
• All localities to have their own general
  facilities integrated with other services
• Integrating physical, mental and social care
• Locally managed services

11
Meeting the Challenges

• Services do not always meet local needs
• Basing managers and clinical leaders in
  localities enables them to understand the needs
  of the communities
• Links can be built with non-statutory groups
• Understanding the priorities of GPs and practice
  based commissioners
• Services are accessible
• Facilities are close to peoples homes
• When issues arise local leaders can ensure
  consistency and delivery

12
Meeting the Challenges

• Confusing pathways / multiple access points
• One simple pathway based on the stepped care
  model
• Services delivered by local staff calling upon
  specialist support as required
• One point of access for referrers
• Services provided in a variety of locations
  depending on local needs and habits
• Navigators responsible for signposting with an
  understanding of NHS, Local Authority, third
  sector and private sector options

13
Meeting the Challenges

• Multiple hand-offs
• Fewer teams means less boundaries and hand-offs
• Continuity of care care managed by local team
  even when specialised services are called upon
• Local services and leadership increase the
  ability to understand what is available
• Local leaders manage and reduce the barriers
  between primary / secondary / intermediate care

14
Meeting the Challenges

• Efficient local delivery and access
• Less time lost to travel around the city
• Developing the services that localities need
  one size does not fit all
• Site the services in places where people go
  improving access and reducing stigma
• Services users do not need to travel increasing
  ease of compliance and maintaining normal lives
• Continuity of physical health care links with
  primary care are maintained

15
Meeting the Challenges

• Developing clinical leadership and engagement
• Clinical Directors can work closely with GPs
  increasing GP knowledge of the services SHSC can
  deliver and improving communication
• Service Directors can work with practice managers
  and consortia leaders to develop services which
  meet their needs
• Clinicians able to provide leadership for local
  teams
• Work with GP commissioners, local authority,
  third sector and public health specialists to
  design integrated services

16
SHSC Vision Local Services

• Removing barrier between primary, secondary,
  intermediate and social care
• Community Mental Health Centres in each locality
• Satellite centres spread throughout locality in
  appropriate locations
• Steps 1-4 (and parts of step 5) of stepped care
  provided in the locality
• Various leaders working in partnership

17
SHSC Vision Specialist Services

• Further develop specialist services in line with
  NICE guidelines
• Site research strategy within specialist services
• Specialist services have can do attitude
• Specialist services provide training ,
  consultation etc for general services

18
We Want Your Views

• What can we do better?
• What should we keep?