Transforming Southwarks NHS

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Transforming Southwarks NHS

• Susanna White
• Chief Executive

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Our Vision

• Enable the population of Southwark to
• achieve the best possible outcomes, live
• healthy lives and have access to a choice
• of good quality services when and where
• needed.

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Five strategic goals

• Improve the health and wellbeing of Southwarks
  population
• Commission integrated care pathways
• Lead the local NHS
• Increase patient and public involvement
• Socially responsible corporate citizen

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Health in Southwark is improving
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But inequalities remain
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In the last year

• Stop smoking target achieved
• GP walk in centre
• Transforming Southwarks NHS consultation
• Swine Flu H1N1
• Annual Health Check
• Fair on quality of services
• Good on use of resources

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Annual health check

• Fair on quality of services
• Good on use of resources
• 18 week audiology, stop smoking, maternity
• services early access, immunisation, drug
• misusers in treatment

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How we spent our money 2008/09
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(No Transcript)
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The need for change

• The demand for healthcare continues to rise
  whilst funding will not. There are three things
  we need to do to deliver a high quality and
  affordable system
• A real shift of activity out of hospitals into
  polysystems
• Better management of long term conditions, more
  effective prevention and the decommissioning of
  services that arent effective.
• Working with providers to reduce the cost of
  services

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Pace of change

• The Healthcare for London proposals have
  received the backing of people in Southwark and
  across London and they show us the path we need
  to take stroke, trauma, better access to GPs.
• The financial situation means we now face means
  we need to move further and faster.
• RIGHT CARE, RIGHT PLACE, RIGHT TIME, RIGHT COST

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Change in more detail

• Shift to lower cost setting
• Where it is safe and effective, deliver services
  out of hospital
• Long Term Conditions and case management
• Provide care proactively for people outside of
  hospital to prevent use of hospital services
• Prevention
• Reduce demand for healthcare services by
  improving prevention better education,
  immunisation and screening

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Change in more detail

• Decommissioning
• Stop commissioning and providing low value added
  interventions
• Reduced costs for services in the non acute
  sector
• Reduce the cost of non-acute services to be
  delivered within a Polysystem setting
• Eliminate unnecessary and costly service overlaps
  like out-of-hours, extended hours, urgent care,
  and AE

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Care outside hospital - Polysystems

• Integrated multi-disciplinary network
• Co-ordinating the work of teams ranging from
  social workers and community staff to specialist
  nurses and doctors.
• One-stop shop access to services and diagnostics
• Continuity and integration between primary and
  secondary care and easy, quick access to
  specialist advice and diagnostics.
• Cheaper and more efficient structure
• A better mix of skills and using staff and
  buildings more efficiently to deliver sustainable
  high quality care.
• Access to urgent care
• Easy access to high quality, urgent care 12
  hours a day, 7 days a week to prevent unnecessary
  and expensive AE visits.

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Thank you

• To all our staff and partners in the voluntary,
  statutory and independent sectors.
• Welcome to stay for our staff awards