Council of Governors20th May 2014

5 Year Strategic Plan 2014-2019

Lisa QuinnGrahame Ellis

Contents• Refresher - What is the Annual Plan?• Key components – NTW Operational Plan• Key components – NTW Strategic Plan• Strategic options post 2017• Governors and SMT thoughts• Progress and next steps• Recommendations

What is the Annual Plan?• Main annual submission to Monitor• 2 year Operational Plan 2014/15-2015/16• 5 year Strategic Plan 2014/15-2018/19• Based on the Integrated Business Plan (2012-17)

and subsequent developments • Must take account of the views of the CoG• Must meet Monitors requirements – new content,

style, format, timing• Summary 5 Year Strategic Plan to be published

Key Components – NTW Operational Plan

• Submitted on 4th April 2014• Covers 3 years – 2014/15 to 2016/17• Agreed with Monitor that our plan will include 2016/17 to

cover the full Transformation programme

Transformation Map:

Service Developments (Core and Business Opportunities (March 2014)

Current state:•Strong record of innovation•Variations in models of care•Strong clinical leadership and expertise•Unconditional CQC registration•Strong track record of modernising services•Impressive range of generic and specialist services – some unique to the UK market

Future State to be:

Improving the wellbeing of the people we serve

through delivering services that match the best in the world.

Market leader in the provision of Planned Care

Services

Market leader in the provision of Specialist

Care Services

Year 1 Year 2 Years 3 - 5 (to 31 March 2015) (to 31 March 2016) (to 31 March 2019)

Specialist Corporate/Trust-wide

Strategic Objectives 1.Modernise and reform services; 5. Provide high quality evidence based and safe services, supported by effective integrated 2. Be a sustainable and consistently high performing organisation; governance arrangements;3. Be a model employer, an employer of choice and an employer that makes the best use of the talents 6. Improve clinical and management decision making through the provision and developmentof the entire workforce; of effective information;4. Fully embrace and support service user, carer, staff and public involvement , including 7. Be an influential organisation which supports and enables social inclusion. our membership, in all aspects of our work; Abbreviation Key: IRT = Initial Response Team LD = Learning Disabilities RAID = Rapid Assessment, Interface and Discharge Blue = Plan Red Font = Work in progress Green = Development complete

Supporting implementation of the Trust wide future

vision of services

2.1 PRIDE Opening of Hopewood

Park1,2,3,4,5

3.4 Assessment and Treatment Unit for Autism

1,2,3,4,5

2.3 Improving the Adult Acute Mental Health Inpatient Pathway South of Tyne

1,2,3,4,5

Explore business

opportunities for gaps

in the market,

responding to tenders

etc

1,2,3,4,5,6,7

Implementing Trans-forming Services

Programme, including

Transforming Corporate

Services (5.1)

Cross Trust support for change -

Scaffolding,TED,

1,2,3,4,5,6,7

2.6, 2.7 Redesign of Moving On

Services North and

South of Tyne1,2,3,4,5

2.10, 2.11 Rationalisation of the Dementia Pathway in Newcastle, South Tyneside and

Sunderland1,2,3,4,5

2.4 Consolidation of PICU Services (interim) 1,2,3,4,5

2.5 Improving Older Peoples Functional Inpatient Services

South of Tyne 1,2,3,4,5

3.5 Review of Specialist Services, including

RADS review 1,2,3,4,5

2.8, 2.9 Development of

Male HDU North of Tyne and Trust wide

Female HDU1, 2, 3, 4, 5

3.1 Review of Neurological

Services, including

Heppell House review 1,2,3,4,5

1.1, 1.2 Principal Community Pathways (including Access) Tranches 1&2

1,2,3, 6, 7

Market leader in the provision of Urgent Care

Services

3.2 Review of Children’s and Young Peoples

Medium Secure and Forensic Outreach Services 1,2,3,4,5

Continuallyimprove

and develop Service Quality

1,2,3,4,5,6,7

3.3 Review of Forensic Services including Hebron Pathway

Development and development of Diversion Services,

1,2,3,4,5

4.1 Review of Northumberland Adult Residential

Mental Health Services (Phase

2)1, 2, 3, 4, 5

4.2 Redesign Northumberlan

d Mental Health Day

Services1, 2, 3, 4, 5

2.2 Expansion of hospital based liaison services implementation of RAID model Sunderland, Gateshead, South Tyneside, Newcastle, Northumberland, North

Tyneside1,2,3,4,5

3.6 Development of an Integrated Attention deficit

Hyperactivity Disorder Service

1,2,3,4,5

2.12 Development of a Personality Disorder

Augmentation Hub team1, 2, 3, 4, 5

3.7 Recon-figuration of Eating Disorder Services

1,2,3,4,5

Key Components NTW Strategic Plan (1) • Covers 5 years 2014/15 – 2018/19

–Incorporates NTW 3 year Operational Plan – should be no material changes

–Plans for 2017/18 – 2018/19 have been developed over last two months

–To be submitted by 30th June 2014

By 2017 we will have; • Implemented Principal Community Pathways• Opened Hopewood Park• Transformed Inpatient services- provided from around 400 beds• Opened a Male High Dependency Unit North of Tyne• Opened a trust wide Female High Dependency Unit• Psychiatric Liaison in some localities• A new Autism Unit at Northgate• Completed the transformation of specialist services• Reduced our overheads through transformation of corporate

services• No Social & Residential Services provided

What strategic options do we have post 2017? (1)

An SMT development session discussed several ideas;•Scope for further transformation?•Opportunities for growth/new business?•Should we consider divesting services?•Consideration of integration agenda- integration, collaboration or merger? •Scope for alternative models of provision and/or employment models e.g. Social Enterprise?•Reduction of cost per whole time?

What strategic options do we have post 2017? (2)

SMT and Governors were asked to provide their thoughts on:

•What is the highest patient need likely to be in 2017-19?

•What do we do well now and would like to expand ?

•What don’t we do at the moment but would like to do?

•What should we stop doing, or support others to do?

•What evidenced based service models do we have that could be “franchised” elsewhere?

Feedback was via CSU questionnaire, a 2nd SMT development session and APWG meetings

Key strategic themes post 2017 - Trust themes• Delivery of better care drives our strategic direction• Development of integrated place based services in the community –

across all 6 localities• Identify opportunities to develop delivery models and organisation

structures for care and service improvement and financial sustainability across the Local Health Economy

• Build on the expertise and knowledge in our Specialist and Augmenting services – opportunities for geographical expansion and franchising

• Specialist and Augmenting services contribution to sustainability and for wider health economy in attracting knowledge and funding to the North East

Key strategic themes post 2017 – Governors thoughts

• Marketing of cutting edge services, ensure sustainability• Integration of services• New models of delivery to enable social inclusion • Become an influential organisation, active in partnerships and policy

making • Focus on community services, including estate• Focus on care of older people • Reduce medication/increase talking therapies• Develop Recovery Colleges• Develop quality through good practice and research• Develop as a model employer and learning organisation• Develop “trialogue” between, staff, service users and carers

•

Key strategic themes post 2017 – Integration

• Integration and development of place based services will be key to our success going forward

• Development of integrated pathways across our six localities will impact on;– our ability to deliver services, – the financial stability of the local health economy, and – the structure and configuration of organisations including

NTW• We cannot plan alone for the delivery of locally based

community services

Strategic options from 2017 going forward (1) Key themes and thoughts above are included in the body of the document and in the strategic options illustrated below:

Strategic options from 2017 going forward (2)

Strategic options from 2017 going forward (3)

Strategic options from 2017 going forward (4)

Strategic options from 2017 going forward (5)

Strategic options from 2017 going forward (6)

Summary of Strategic Priorities

• Integration• Partnerships• Growth• Sustainability

Progress and next steps• Draft Strategic Plan developed by CSU• Draft Strategic Plan to:• - Council of Governors 20th May 2014

- FIBD 21st May 2014

- Board of Directors (BoD) 28th May 2014• Final Plan to BoD for approval 25th June 2014• Submit Strategic Plan to Monitor 30th June 2014• Develop and publish 5 year Summary Strategic Plan

RecommendationsThe Council of Governors is asked to:

• Note the involvement of Governors in developing the Strategic Plan 2014-19

• Recommend to Board of Directors approval of the Strategic Plan 2014-19

• Await further updates as the 5 Year Strategic Plan is drafted