Shaping our future: clinical strategy

What is the clinical strategy?

• Sets strategic direction for the next five years.
• Sets out how we will achieve the Trust's objectives developed with the public in 2010.
• Allows us to adopt a consistent and coherent approach to developing and where necessary, re-configuring services.

Why do we need a clinical strategy?

• Seeking bold and radical change that reflects the needs of patients, the rapid development of clinical practice and the new era of financial austerity.
• Key building block for Integrated Business Plan on which Long Term Financial Model will be built - both required for Foundation Trust status.
  

Guiding principles for the clinical strategy

• Achieves the Trust target objectives and be consistent with promoting patient choice
  • Allows us to redesign services to meet the needs of the local population

• Clinically led service redesign
  • Active involvement from a wide range of clinicians with clear clinical leadership
  • Models of care with broad clinical support
  • Models of care clearly aligned to commissioning intentions with support from GP Commissioners and JSNA

• Evidence based and quantified
  • Models of care supported by clinical evidence
  • External perspective for independent challenge and validation

• Communications and Engagement a priority
  • Public and patient engagement to ensure delivery of patient-centred care models
  • Internal communications also be key, given the degree of change across ESHT

• Integrated Trust View
  • Include links to network strategies
  • Take an “end to end” view of the model of care, including services in the community and third parties
  • Work closely with our corporate workstreams such as IT, Estates and Workforce.
    

Our approach

Primary Access Point workgroups established, with nominated clinical and management leadership

Workgroups have completed:

• Baseline current model of care
• Determined desired target outcomes and gaps to address
• Developed a future model of care
• Determined the changes required and performance improvement potential
• Identified how changes support the achievement of the overall Trust objectives
  

• With clinicians, stakeholders, patients and the public.
• Comparing current practice to evidence and Trust target outcomes.
• Developing a number of options to deliver the model of care
• Developing options appraisal criteria
• Appraising the delivery of options against agreed criteria
  

• Clinical staff across Trust.
• External partners through variety of meetings.
• Focus groups with patients.
• On website with means of feeding back.

• Update on progress so far in developing delivery options and appraisal criteria - click here>>
  

Summary of the Primary Access Point models of care

• Acute Medicine
• Cardiology
• Emergency Care (A&E)
• General Surgery
• Maternity
• MSK Trauma and Orthopaedics
• Paediatrics and Child Health
• Stroke

Delivery options for Primary Access Point models of care

Draft delivery options have been developed. Listed below are the delivery options for each Primary Access Point so far. Delivery options will be appraised on the following crtieria - click here>>

• Acute Medicine
• Cardiology
• Emergency Care (A&E)
• General Surgery
• Maternity
• MSK Trauma and Orthopaedics
• Paediatrics and Child Health
  
• Stroke

Should you wish to comment on any of these options, please click here>>

Next steps

The Trust needs to enter the next financial year with a clear strategic plan for the next five years, that drives implementation of future models of care and aligns with annual business plans; Cash Releasing and Effficiency Savings (CRES) targets; Quality and Organisational Development agendas, etc.

The next steps required to achieve that include:

• Pre-consultation planning and engagement,  to ensure that options and assessment criteria are developed with full engagement. The engagement will be structured so that we can undertake an options appraisal using clear criteria and with a full understanding of the potential impact e.g. through EIA. Leading to full consultation where required.
  

• Options appraisal and impact modelling , to evaluate and align preferred options for implementation across the organisation, recognising challenges, dependencies sequencing etc.
  

• Integrated model development,  to complete a modelling framework that captures both Acute and Community Services aspects and provides a consistent baseline from which to evaluate alternative proposals and options.
  

• Integrated business planning, to combine the clinical strategy with financial (inc. LTFM and Foundation Trust application), contract and quality planning  and organisational development so that there is one, coordinated, communicated and resourced plan to drive the Trust forward.
  

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