Transcript Slide 1
VCS & NHS Walsall Yvonne Thomas ~ Director of Partnerships, NHS Walsall Presentation: Statement Plans Assurance Next Our long term strategic aims are to raise levels of general health, invest in equality and manage illness 1 Raise levels of general health Investment shift Commissioning challenge 2 Invest in equality Health not illness 3 Manage illness Strategic direction Long-term strategic aims Strategic goals Walsall context* Index of Multiple Deprivation Invest in inequality Improve life expectancy by addressing inequality & improving lifestyle choices Raise general levels of health Manage illness Commission high quality services to improve patient experience and clinical outcomes * Darker shades indicate worse outcome/level of deprivation Source: Walsall JSNA interim summary and core data set, September 2008; NHS Walsall Public Health Department Executive summary NHS Walsall has a comprehensive map of the way in which its vision and strategic goals will be supported by its programme structure and initiatives Chosen WCC metrics Invest in equality “As the local leaders of the NHS, NHS Walsall will shift investment to health, rather than illness, empowering people to have the best possible health by working in partnership with patients, engaging carers and communities in Walsall and commissioning evidence based and excellent services.” Improve life expectancy by addressing inequality & improving lifestyle choices Raise general levels of health Delivery based on principles of Health Evidence Alliances Listening True Choice Hitting the Hard targets Manage illness Commission high quality services to improve patient experience and clinical outcomes Outcomes N Life expectancy N Average IMD score 1 Infant mortality rate 42 Rate of hospital admissions per 100,000 for alcohol related harm 55 Obesity 51 CHD controlled cholesterol 50 CHD controlled blood pressure 46 Key delivery programmes Prioritised Initiatives Reduce infant & perinatal mortality Maternity and Children’s Health Improve services for children with disabilities Key performance indicators Additional metrics that are important for us to measure Number of women enrolled in Family Nurse Partnership Number of families with disabled children with access to respite/childcare Self-care Expert patient programme enrollment CVD LIT CVD hospital admission avoidance Diabetes Diabetic hospital admission avoidance CVD mortality Breathe LIT COPD hospital admission avoidance 49 Diabetic controlled blood sugar Stop smoking Four week smoking quitters 6 Smoking during pregnancy 48 COPD prevalence Weight management % Adult patients with a BMI recording in the past 15 months % Children with a height and weight recording 33 Percent of stroke patients given a brain scan within 24 hours Urgent Care Centre Number of people seen in UCC vs. A&E Rapid Response Service % COPD patients treated at home vs. hospital admission Improved Access to Psychological therapies Number of people who have entered psychological therapies Home & community dementia care Reduction in nursing/residential home admissions due to increased access to community care Chemotherapy Transfer of chemo activity to a community provider Musculo-skeletal Number of MSK OP and secondary referrals Dermatology Transfer of dermatology OP to community provider Stroke pathway tbd Palliative care centre Number of people who experience end-of-llife care outside of a hospital setting 29 Self-reported experience of patients and users 25 Proportion of cancer patients waiting no more than 31 days 44 COPD mortality 39 Suicide mortality 31 Cancer mortality 30 Patient and user reported measure of respect and dignity in their treatment 46 4 hour A&E wait time target Long term conditions Health and Well being Governance, performance, data and analysis Strategic goals Partnerships Long-term strategic aims “Fully Engaged” Vision Urgent Care Dementia & Mental Health Planned Care Older People Source: Walsall JSNA, 2008; Walsall 5 year strategic plan, 2008; Walsall Local health Economy, 2008; client interviews and workshops 6 Life events slide World Class Commissioning Assurance Framework Do the right things and Doing things right Key components: Outcomes, Competencies and Governance COMPETENCIES ARE ASSESSED AS PART OF THE ASSURANCE PROCESS Competency 11 is assessed within the governance component of assurance What we are doing:Refresh Priorities, Plans and Programmes August 2009 WCC process September –December 2009 Appointment shortly Market stimulation and development