Quality and Place Transforming health together Our Strategy 2017-2023 A short guide to our future plans 2018-2023 Strategy Summary
Introduction and context Transforming health together Quality and Place is our five-year strategy setting out how we aim to transform health in the communities we serve. It sets out how we want to develop our organisation and the services we provide between 2018 and 2023. It promises to be a challenging period for the NHS. There are a wide range of local, regional and national pressures that will require strong partnership working as we move towards delivering borough focused integrated care. We will be at the centre of this work. Importantly, Quality and Place has been developed with our service users, staff, partners, governors, members and the public. It's based on what they told us they want to see from Bridgewater moving forward and how they want their community services to develop. Our vision is to be an outstanding & sustainable healthcare organisation. Some of our challenges and opportunities Place-based systems of care Development of plans across providers, working in partnership to provide health and social care. Improving quality Moving to a good and outstanding rating with the Care Quality Commission. Financial constraints Facing a significant financial challenge. Reducing costs alone may not close the funding gap. Population growth & needs A growing, ageing population with a greater dependence on health and social care. Technology The need to better use technology and digital solutions in care and management. Building relationships The need to develop good relationships with people in all communities.
Our response - strategic priority one Driving up quality Ensuring a zero harm approach that drives the trust's culture We want to provide the highest quality healthcare services to local people. A zero harm approach will drive the trust's culture - supporting the development of patient safety improvements, sharing learning and promoting what good quality care looks like in each service. We have set a triple aim focused on patient safety, clinical effectiveness and patient experience. Training and development of staff to adopt a personcentred approach will be key. Our reporting processes will be redesigned so that there is a focus on outcomes. Data will be used to drive improvements in care. This approach will help us reduce variation in care across the wide range of services that we provide in the region. We want to ensure that all people receive safe, high quality care with us. How we will deliver this Patient safety Patients will receive care and treatment that is safe and does not put them at risk of harm that could have been avoided. We will reduce the number of moderate harms, increase near miss reporting so we learn from it and be open with every patient. Clinical effectiveness We will provide effective services with the right outcomes for the people we serve. This will involve doing the right thing, in the right way, at the right time in the right place with the right outcome. Care decisions will be based on evidence. Patient experience We will develop a culture of partnership working; improving patient and carer involvement and engagement with the trust. We will listen and learn from people's experiences to develop services.
Our response - strategic priority two Focusing on place Organising our services by place - with better internal integration We want to focus on the individual boroughs that we serve. We will be leaders in the development of accountable care systems where partners work together to deliver health and social care. The focus will be on joint working and asset-based approaches. There will be a shift from healthcare being centred around hospitals to a focus on the community promoting self-care and prevention. We have a wealth of experience and expertise in developing out of hospital care across our boroughs. However, more needs to be done if we are to see a transfer of care from hospital to the community. Our staff will be supported to play a role in developing out of hospital services in the boroughs - working with partners and local people to do this. We will be central to the development of whole system working in boroughs. How we will deliver this Continuous improvement We will drive continuous improvement and innovation, creating joined-up services that deliver better health outcomes and value for money. We will encourage our staff to be positive, courageous and accountable in the way they deliver services. Working in partnership We will work with local authorities, CCGs, the Third Sector and our communities to develop integrated services and redesign pathways of care for the benefit of local people. Prevention We will support the prevention plans and priorities within our boroughs - keeping people healthier for longer and reducing health inequalities. Complexity will be reduced in services to meet the needs of individuals.
How we deliver Quality and Place Enablers There are eight key enablers that will allow us to deliver our plans - each as important as the other New service models Asset-based delivery We will work with partners to deliver new accountable care systems in our boroughs. We will support local people to become more health literate and have better conversations with our clinicians through a person-centred approach to the planning and delivery of their care. Continuous improvement Quality, wellbeing, finance We will drive continuous improvement and innovation, creating joinedup services that deliver better health outcomes and value for money. We will encourage our staff to be positive, courageous and accountable in the way they deliver services. Communications and engagement We will develop positive relationships in every borough with our partners and better engage with people in the community to develop services together. Services in boroughs will be better supported so that their plans are driven by insight and intelligence from better local engagement. Service line management Ensuring sustainable services Engaging with our communities We will review all of our contracts as we move to a place-based way of organising the services that we deliver. We will seek to retain and strengthen our core services and ensure that resources are allocated properly and that contracts are fit for purpose and reflect what we need to deliver in each borough.
Technology A digitally enabled organisation We will use digital technology to transform how people engage with services. This will drive improvements in care coordination and efficiency and help people manage their own health and wellbeing with our support. This will include clinical systems, patient-focused technology, cybersecurity and back-office systems. Data & information Supporting perfornance Workforce transformation Developing our people We will ensure our workforce has the skills and flexibility required to work in community-based services and integrated teams as service models change. We will foster a culture that focuses on quality and innovation. We will develop capacity and capability through workforce planning at a borough level, with support for excellent staff wellbeing. We will enhance the way that we use data so that it drives service improvement and allows us to identify variation in care easily and quickly. Data will help us to provide efficient, evidence-based care and provide the information that staff need to support their day to day work and future service development. Estates & infrastructure The right space for care We will ensure that as much of our public budget as possible is spent on front-line service delivery. We will utilise more shared space with partners as part of integrated working in boroughs - creating more convenient places for patients to access integrated, one-stop care in their communities. Our enablers are key to our future success. Each enabler is of equal importance. Action plans will be developed in 2017-2018 to plan the work programme over the next five years and make the changes that are necessary to support the delivery of Quality and Place.
Strategic change and monitoring Ready for greater collaboration With a focused programme of transformation and efficiency as outlined in this strategy, Bridgewater is financially viable. Quality and Place is about the trust continuing as a standalone entity working in a more efficient and effective way. We will also be ready and willing to work in collaboration with other providers and commissioners in new ways during the life of this strategy. This might involve, for example, integrated teams, clinical networks and hub and spoke models of care where they can support a community. We will ensure that our staff are ready to do this so that Bridgewater can deliver the best possible care to local people. We are ready and able to work in collaboration with partners to improve care. Measuring the success of our strategy Quality and Place sets out what we want, and need, to achieve over the next five years at Bridgewater. Having described and set a clear vision and strategic direction, our board and council of governors must ensure that these are delivered. Performance monitoring and progress updates will be reported through our existing committee structure. Each of our two priorities and eight enablers will have an executive and clinical lead to drive their delivery. Quality and Place has been developed in partnership with our staff, partners and people who use our services in the local community. A key part of our success will be to share our progress with these groups on an ongoing basis. We are committed to continue working with our communities moving forward, sharing and shaping the strategy and our progress as we move along our journey to 2023. Our vision of being a sustainable and outstanding organisation will only be achieved in this way.
Finding out more You can find out more about Quality and Place. On our website you will find our full strategy document, a simple plan on a page and ways that you can comment on any aspect of our plans. We'd love to hear your views on our plans and how you can help us deliver them. bridgewater.nhs.uk/qualityandplace Our values shape how we work At Bridgewater, our PEOPLE values will shape how we deliver our NHS services in your local community and how we will deliver this strategy. We are: Person centred: We believe in putting people in control, coordinating and delivering services to achieve the best health and care outcomes Encouraging innovation: We want to encourage and embrace new ideas to learn and deliver creative and pioneering improvements in community care Open and honest: We aim to behave in a way that develops relationships based on mutual trust and respect Professional: We recognise and value the contribution of our staff and seek to ensure they have the skills to deliver outstanding care Locally led: We strive to continually develop our knowledge of the communities we serve and work in partnership to respond to local need Efficient: We look to use resources wisely to ensure our services provide value for money and we are a sustainable organisation in the future. We are Bridgewater People Bridgewater Community Healthcare NHS Foundation Trust. Published December 2017.