Agenda item

Frimley Health NHS Foundation Trust

To receive a presentation from Jane Hogg, Transformation Director, on the work of the Frimley Health NHS Foundation Trust in the Borough and the challenges and key issues faced by the Trust.

Minutes:

Jane Hogg, Integration and Transformation Director, Frimley Health NHS Foundation Trust gave a presentation in respect of the Trust’s work to develop and implement its Sustainability and Transformation Plan.

 

Made up of 30 statutory bodies including 5 CCGs, 1 acute care provider, 5 mental health and community providers, 5 GP federations, 2 county councils, 3 unitary authorities and 5 district and borough councils the Trust provided health and care services to 750,000 people across Surrey Heath, North East Hampshire and Berkshire. 

 

The five year Sustainability and Transformation Plans (STPs) had been introduced by the Government to encourage NHS organisations and local authorities to come together to develop ‘place-based plans’ for the future of health and care services in their area.  STPs covered all aspects of NHS spending in England and were intended to cover three headline issues: improving quality and developing new models of care; improving health and wellbeing; and improving efficiency of services.  Trusts had been tasked with identifying the key priorities needed for their local area to meet these challenges and deliver financial balance. In addition to having to cover all aspects of NHS spending, STPs also had to focus on improving integration with social care and other local authority services.

 

Following extensive work, the Trust had submitted its STP to NHS England on 21st October 2016 and funding applications had been submitted to the Sustainability and Transformation Fund.

 

The Frimley Health and Care STP recognised that although performance across the Trust’s footprint was strong and that there were pockets of good practice more needed to be done to expand identified good practice, make best use of resources and reduce duplication and inefficiencies. 

 

As part of this work the Trust had developed a number of initiatives that would be implemented over the next 18 months including:

 

·         Ensuring people have the skills, confidence and support to take responsibility for their own health and wellbeing.

·         Developing integrated decision making hubs to provide a single point of access to services.

·         Laying the foundations for a new general practice model.

·         Designing a support workforce that is fit for purpose across the whole trust

·         Transforming the social care support market.

·         Reducing clinical variation to improve outcomes and maximise value for all individuals accessing the Trust’s services.

·         Implementing a shared care record that is accessible to all processionals across the STP footprint.

 

Arising from Members’ questions and comments the following points were noted:

 

·         A planning application had been submitted for the redevelopment of Heatherwood Hospital and a decision was expected by the end of March.

·         The redevelopment of Heatherwood Hospital would not provide additional acute services.  Instead the re-provision of operating theatres, increase in bed capacity and better use of day case facilities would enable the Trust to improve its elective offer and reduce congestion at the acute sites.

·         It was the Trust’s ambition for 90% of patients to experience an 18 week referral to treatment time limit.  However this was difficult to achieve when hospitals experienced a surge in acute cases which resulted in routine work being delayed.

·         It was acknowledged that the current appointment booking system was old fashioned.  Work was underway to make the booking system more flexible and user friendly.

·         The preoperative smoking cessation programmes had been recognised as being an opportunity to help people give up smoking permanently and support services were available to help with this.

·         The Trust was exploring ways to introduce video consultations, which had been used successfully elsewhere, for pre-operative and follow up consultations where the patient was considered to be healthy.

·         It was acknowledged that councillors were in a unique position to work to influence national policy direction on health and social care.

 

The Committee thanked Jane Hogg for her informative update.

 

 

 

 

 

 

 

 

 

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