ITEM NO: 10 Report to: HEALTH AND WELLBEING BOARD

Date: 19 June 2014

Executive Member / Reporting Officer:

Richard Spearing (Director of Service Development and Partnerships, Pennine Care NHS Foundation Trust)

Subject: PENNINE CARE UPDATE

Report Summary: The attached documents provide the Pennine Care vision and Service Development Strategy for 2014 -19.

Recommendations: That the content of the report be noted.

Links to Health and Wellbeing Strategy:

Direct link to the prevention agenda set out in the strategy.

Policy Implications: The Vision and key themes will contribute to the Health and Wellbeing objective of delivering sustainable improvement in health and wellbeing for patients, carers and communities.

Financial Implications: (Authorised by the Borough Treasurer)

There are no direct financial implications for the Council relating to this report.

Legal Implications: (Authorised by the Borough Solicitor)

Three Council Members, Councillors Sullivan, Cartey and Bell are on the Joint Scrutiny Panel overseeing the Pennine Care delivery.

Risk Management : There are no risks associated with this report.

Access to Information : The background papers relating to this report can be inspected by contacting Richard Spearing:

Telephone: 0161 716 3118

e-mail: richard.spearing@nhs.net

Workingtogether,living well

2014 to 2019Our vision for transformation

Our vision is to deliver the best possible care to patients, people and families in our local communities by working effectively with partners, to help people to live well.

Living well means we will adopt a whole person approach to care by looking after a person’s health, lifestyle and wellbeing all together. This ranges from helping people to make positive lifestyle choices or manage a long-term condition, to stopping people from going into hospital or helping them to recover. We also want to help people and their families through difficult times, such as when a family is facing adversity or a loved one is at the end of their life.

We have already started to bring our mental health and community services more closely together so that we can look after a person’s physical and mental health needs at the same time, in an integrated way.

We also know that in order to help people to live well, we need to support people with other aspects of their lives such as employment, leisure, lifestyle and isolation; all of which affect their wellbeing.

It is vital that people can access our services easily so they can get the support they need without delay. This means

we need to make better use of modern technology to help people to manage their own health

and empower them to be as independent as possible.

We want to help local communities to support each other by working closely

with our partners including the NHS,

local authorities, voluntary agencies, volunteers, community groups, carers and the people who use our services.

Of course, our services should be planned, led and delivered locally in each town and neighbourhood we work in, so we want to develop a plan for each area. This means we need to work collaboratively with our health and social care partners to transform and deliver better care together.

Our 6,000 employees are proud of our services and are committed to helping local people. As well as providing excellent clinical care or treatment, we want our staff to become ambassadors for their local communities and help people to improve their lives.

However, if we don’t get something right, which can happen, we need to be open, put things right and learn how to improve for the future.

Our ambition is to remain the partner of choice for mental health and community services. We will do this by continuing to provide high quality care and looking at the whole person, whilst empowering people to look after their own health and wellbeing. This is how we can help our communities to live well and transform our services for the future.

Michael McCourt Chief Executive

John Schofield Chair

Our vision for transformation

Over the last 10 years, Pennine Care has grown to become one of the UK’s leading providers of community and mental health services.

Our 6,000 staff provide care to 1.3 million people across Bury, Oldham, Rochdale, Stockport, Tameside and Glossop and Trafford. They are dedicated to providing the best possible care to every patient at home or in the community, helping patients to care for themselves or avoid going into hospital whenever possible.

We work closely with a range of partners including NHS Trusts, the private sector, local councils and voluntary organisations to deliver innovative and integrated care to our communities.

Our mental health services provide care and treatment for people with conditions such as depression, anxiety and dementia, as well as mental illnesses such as schizophrenia, bi-polar disorder and more.

Our community services are wide-ranging and support people to stay out of hospital from birth right through to the end of their life, including district nursing, health visiting, audiology, podiatry, health improvement and intermediate care.

We seek to build on the progress we have made over the last few years in providing patients with both physical and mental health care. Rather than just treating a specific condition, our community and mental health services are working collaboratively to provide patients with integrated care that better meets their needs, looking after the whole person.

About Pennine CareOur prioritiesIn order to ensure the Trust continues to be a high performing provider of mental health and community services we have identified five strategic goals. The goals were first established in 2008 when the Trust became a Foundation Trust and have been refreshed today as overarching priorities that steer the organisation in the right direction.

Our strategic goals• Put local people and communities first

• Strive for excellence

• Use resources wisely

• Be the partner of choice

• Be a great place to work

People are at the centre of all of our plans, after all that’s the reason we are here. This means that we will:

• Listen, involve and be accountable to our patients, carers, governors and members

• Promote and deliver health and wellbeing in our local communities

• Contribute to developments in our communities through our corporate social responsibility commitment

Put simply, we want to add value to everything we do. If we are working with commissioners we want them to value our contribution. We want all of our staff to maximise their individual contribution and demonstrate every day why Pennine Care is a partner of choice for community and mental health services.

Our corporate social responsibility strategy should add value to our communities and we will listen and engage on matters that are important to them.

This includes working closely with our Council of Governors, public members, patients, carers and volunteers as part of our engagement strategy.

Our services are part of the communities we serve, delivered through locally responsive leadership teams and designed around neighbourhoods.

Our ambitions for the future• For all staff to act as ambassadors within their

local communities

• To implement and embed our corporate social responsibility strategy

• Listen to the patient and carer voice and take action

• Promote wellbeing and recovery at every opportunity

Goal: Put local people and communities first

We need to be responsible with public money and use all of our resources wisely. This means we will:

• Work within a financial plan that supports and enables the delivery of commissioned services

• Identify opportunities for developing and enhancing services

• Continually assess our business and market position to ensure we remain valued by our service users, carers and commissioners

• Maximise the effectiveness of resources by being efficient and innovative

As a Trust we will achieve our key contractual, statutory and regulatory requirements. In simple terms, this means we will deliver on the service and financial plans we have said we will achieve each year and the care we provide will be safe, effective and efficient.

We know we have to deliver significant savings, like all other public services, and this will mean challenging ourselves on what we can do differently, with reduced resources and by being ambitious with our plans for change.

We will produce key quality and financial performance plans each year. These will set the direction for local services to develop their own plans, in order to meet the key priorities.

Our ambitions for the future• Deliver financial targets year on year

• Invest in technology and mobile working

• Provide care from high quality environments

• Deliver savings whilst striving for excellence and high quality care

• Secure new investment to build the capacity to provide care closer to home

• Run and lead local services where we are the preferred provider

Goal: Use resources wiselyWe want to be a leading provider of care and strive for excellence in all of our services. This means we will:

• Provide safe and effective commissioned services

• Deliver an excellent experience for service users and carers

• Involve people with lived experience in service change and redesign, putting the patient first

• Provide whole person care

• Deliver efficient, innovative and competitive services

We want to excel wherever we provide services or support the delivery of care by utilising the top experts, modern treatments and technologies.

Our staff already provide compassionate, high quality care, but we want them to go the extra mile by making a positive difference to every person they see. In turn, we will provide our staff with the best support we can, to help them to be successful community leaders.

Service excellence can’t be achieved by just what we do, it’s also about how we work as an organisation. We want our staff to always be professional and act as ambassadors for the NHS and Pennine Care. We want to be known for providing the highest levels of care and compassion to our service users and carers.

We will support local proposals for integrating health and social care by working closely with our partners. Where we have additional plans for more specialised services, we will ensure they have strong local connections for the people who use them.

Over the next five years, service excellence will only be achieved through transformation. The change will be at scale across all services and we will develop multi-disciplinary, integrated health and social care services that work in communities.

Our ambitions for the future• Work with our partners in each town to transform care

• Look after a person’s physical and mental health together, adopting a whole person care approach

• Integrate our services within local neighbourhood teams

• Work closely with GPs, social care and hospital services

• Make sure our services are easy to access

• Empower people to look after their own health

• To be at the forefront of modern technology

Goal: Strive for excellence

Goal: Be a great place to workWe want to continue to build a skilled and motivated workforce, as well as attract the best people to work for us from our local communities. This means we will:

• Promote a culture of openness, transparency and innovation that values everyone’s contribution in delivering high quality patient care

• Create a trained, well developed workforce that is committed to the delivery of the Principles of Care

• Expect personal responsibility and accountability in the delivery of patient care

• Celebrate success and recognise best practice

Given the challenges across the public sector, there has never been a more important time to ensure Pennine Care is a great place to work and that we look after the people who work for us, just as they care for others.

We must work closely and openly with our staff and involve them in the plans we develop. Our staff make the difference between good and great care, so we need to ensure that they are supported and empowered to make positive improvements. As a Trust, we must ensure the working environment is supportive, involving and rewarding.

We will develop and implement a new strategy for supporting our staff at work and involving them to ensure the Trust is a great place to work.

Our ambitions for the future• To have a healthy and engaged workforce

• Excel at providing training and organisational support

• Recognised as a valued local employer

• Diversify our NHS brand to suit local needs

• Support staff through challenges

• All staff have a voice

Goal: Be the partner of choiceWe want to continue to be the preferred NHS partner of choice for community and mental health services because we believe these services benefit from being managed together, outside of hospital. This means we will:

• Work with commissioners to influence service design and improve service delivery

• Respond proactively to commissioner intentions

• Continue to build on the development and delivery of care closer to home

• Deliver high quality outcomes

• Demonstrate the benefits of delivering integrated community and mental health services outside of hospital

Our main priority is to deliver community-based health and wellbeing services. We also want to further strengthen our relationships and service delivery with primary care, social care, secondary care, voluntary services and wider community partners.

We want our staff to be ambassadors for their local services and communities, promoting the good work they do, making services easy to access and simple to use.

As a Trust we want to be open and transparent, trusted by those who rely on our services to help them, preferred by those who invest in our services and a partner of choice for the long-term.

Our ambitions for the future• To secure long-lasting relationships with local

stakeholders and partners

• To establish long-term partnership arrangements within each locality

• To be valued as an expert provider of evidence-based community and mental health services

• To be a valued community organisation

Our core communities• Bury

• Oldham

• Heywood, Middleton and Rochdale

• Stockport

• Tameside and Glossop

• Trafford

Our visionOur vision is to deliver the best possible care to patients, people and families in our local communities by working effectively with partners to help people to live well.

Key challenges• Financial savings

• Complex commissioning environment

• Increased competition and procurement

• Growing demand

• More acute needs

Supporting strategies and plans• Strategic Plan

• Service Development Strategy

• Town Plans

• Quality Strategy

• Commercial Strategy

• People Strategy

• Organisational Development Strategy

• Estates Strategy

• Communications and Engagement Strategy

• Nursing and Allied Health Professional Strategy

Key enablers• Strong relationships with our commissioners and partners

• Support and build a skilled and motivated workforce

• Public engagement and experience based design

• Organisational development and culture change

• Public sector reform

• A plan for each town

• Effective internal structures and processes

• Devolved autonomy

• Clearly defined brand and identity

About us• Leading mental health and

community services provider

• More than 10 years of experience

• Cover a 1.3m population

• Approximately 6,000 staff

• Annual turnover £273m (2014/15)

• Deliver savings year on year

• 14,000 public members

Our strategic goals• Put local people and communities first

• Strive for excellence

• Use resources wisely

• Be the partner of choice

• Be a great place to work

April ‘14

March ‘19

Our plan on a page April 2014 to March 2019

Our transformation programmes• Living well – supporting people to live well

• Easy access – ensuring service users and referrers can access our services and expertise easily

• Whole person care – delivering integrated physical and mental health care, that is locally focussed and tailored to individual needs

• Places that work – develop and implement the most productive model for each neighbourhood

• Better use of technology – implementing an effective clinical information system, rolling out mobile working and utilising assistive technologies

• Fewer buildings – reduce the Trust’s spend on community estates by 25%

• Different ways to deliver care – explore different organisational vehicles to deliver high quality care

www.penninecare.nhs.uk

Get invo lvedFor regular updates, follow us on Twitter @PennineCareNHS or like the Pennine Care NHS

Foundation Trust page on Facebook

If you need help to understand this information, require it in another format such as large print, spoken (on CD) or Braille, or require it in a different language, contact the Communications Team on 0161 716 3152.

Transformation programmesLiving wellLiving Well Academy, self-management and shared decision making, behavioural change, recovery.

Easy accessCoordinated access for all referrers which directs the delivery of the right care, to the right person, at the right time, in the right place.

Whole person careIntegrated health and social care teams, care wrapped around primary care, care co-ordination for most complex, integration of physical health and mental health, enhanced urgent care in the community, early intervention, 7-day working, housing, employment, education, community engagement.

Places that workDevelop and implement most productive model for each neighbourhood.

Better use of technologyImplement Paris by December 2015, efficiency and clinical effectiveness with mobile working by April 2015, assistive technology to improve care and reduce cost.

Fewer buildingsReduce spend on community estate by 25%.

Different ways to deliver careDifferent organisational vehicles to deliver high value care.

Our Service Development Strategy on a pageOur vision is to deliver the best possible care to patients, people and families in our local communities by working effectively with partners, to help people to live well.

Nine key themes1. Get change right

2. Safe and high quality care for all

3. Help people to live well

4. Deliver whole person care

5. Provide alternatives to hospital admission

6. Integration of physical and mental health

7. Early intervention

8. Wrap services around primary care

9. Demonstrate our social impact

Success criteriaSuccess will be measured using the following:

• Exceed current Friends and Family Test results of 87%

• Meet quality standards

• Paris and mobile working by 2015

• Reduce spend on estate by 25%

• Reduce acute hospital admissions

• Successful delivery of Divisional Business Unit Plans

• Deliver savings of £42.5m over 5 years (£8.5m per year)

Five strategic goals• Put local people and communities first

• Strive for excellence

• Use resources wisely

• Be the partner of choice

• Be a great place to work

10 Principles of Care1. Safe and effective services

2. Meaningful and individualised

3. Engaging and valuing

4. Constructive challenge

5. Governance procedures enable

6. Focused and specific

7. Competent skilled workforce

8. Clear and open communication

9. Visible leadership

10. Shared accountability

EnablersStrong relationships with our commissioners and partners, support and build a skilled and motivated workforce, public engagement and experience based design, organisational development and culture change, public sector reform, a plan for each town, effective internal structures and processes, devolved autonomy, clearly defined brand and identity.