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Derby Hospitals 2013-2018 Strategy. Overview  This is the story of how we set about creating a strategy for the next five years  It considers how the.

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Presentation on theme: "Derby Hospitals 2013-2018 Strategy. Overview  This is the story of how we set about creating a strategy for the next five years  It considers how the."— Presentation transcript:

1 Derby Hospitals Strategy

2 Overview  This is the story of how we set about creating a strategy for the next five years  It considers how the NHS is changing, and what this might mean for Derby Hospitals NHS Foundation Trust  The story sets out the vision and key objectives for the next five years

3 About us  Annual turnover £442 million  8,000 staff  Hospital and community based Vital statistics (2011/12)Full yearDaily average Outpatient attendances644,0422,536 Planned admissions:69, Elective14,01555 Daycase54, Emergency Department attendances116, Emergency admissions44, Numbers of babies born6,20017 Community patient appointments200,000548

4 Developing our Strategy  We have achieved a lot in the past ten years  But a lot has changed, increasing financial pressures, new technologies and increasing public expectation  We need to consider how we move forward and meet these challenges  We’ve engaged with patients, the public, staff and partners and asked them what they think

5 Dilemmas we face Meet Lilly  Lilly is taken to A&E after a fall  Undergoes tests  Admitted to hospital  Becomes more dependant on care

6 How we can improve this  On the day Lilly began feeling unwell her GP called the single point of access  Lilly referred to rapid assessment  Care plan in place

7 There are new challenges we need to consider  People are living longer and more patients have long-term conditions  Patients have higher expectations  Quality of care must continue to improve  New technologies and treatment are increasing what it is possible to do  Meeting the financial challenge means we need to do more for less to fund the growing demand for health care locally

8 How we will respond to these challenges  Thinking differently  Working better with other agencies to create seamless care  Doing the right things for people  Being creative  Working with others to improve the quality and experience of acute care and grow complex acute care  Avoiding unnecessary hospital visits  Encouraging patients as partners  Creating passion and pride in our staff and our public

9 To be a national beacon for all that is best in the NHS delivering 21st century healthcare. We will be part of a flourishing network of health and social care partners to integrate care for our patients, deliver clinically excellent results and be financially sustainable. Partnership working Systems and infrastructure Workforce Transformation Partnership working Systems and infrastructure Workforce Transformation Our strategic must do’s Develop integrated care for people with long term conditions to help them stay as healthy as they can e.g. diabetes and frail older people Transform services to maximise productivity and efficiency e.g. ambulatory care Deliver quality in everything we do; safety, effectiveness and patient experience e.g. always events Create networks for acute and complex care e.g. stroke and vascular services Enabling strategies Our vision (our long term ambition) Our Strategy – Quality through Partnership

10 How we will deliver our strategy  Talk to patients and carers about what they need and want from our services  Ensure our staff understand our strategy and their personal contribution to delivering it  Share our strategy with all our stakeholders  Work with our partners to improve how we provide care, particularly how we support people out of hospital  Agree and plan what we must do each year to ensure we deliver our strategy  Regularly measure our progress

11 Summary  Our new strategy positions us to respond to the new challenges in a positive and sustainable way  Partnership and whole system working is critical to delivery  It ensures we use resources wisely for the benefit of the people we serve  We can support our population to be as healthy as they can be  Any Questions?

12 Opportunities to influence the future of Derby Hospitals  You can get involved by becoming a member  Costs nothing to join, no minimum time commitment, how much you choose to get involved is your choice  No special skills or experience needed  Membership discounts  Opportunities range from receiving regular updates from us to putting yourself forward to stand for our Council of Governors  Lots of ways to join


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