1. Programme for Health Service Improvement Stakeholder Forum 27th November CARDIFF AND VALE NHS TRUST YMDDIRIEDOLAETH GIG CAERDYDD A’R FRO Appendix 3 - Presentation

2. PHSI – Stakeholder Forum Welcome Siân Richards Chief Executive, Cardiff Local Health Board Chair, PHSI Project Board CARDIFF AND VALE NHS TRUST YMDDIRIEDOLAETH GIG CAERDYDD A’R FRO

3. Stakeholder Forum – Why?  Raise awareness of PHSI – its aims and objectives  Enable feedback on emerging thinking  Inform future public engagement activities

4. The questions we will be asking you today…  Is there broad acceptance of the need for change?  What are your views on our vision?  Are there other areas we should consider?  Are there any other changes happening across Cardiff and the Vale of Glamorgan that we need to build in to our plans for local services?  What is most important for you as we work to improve local services?  How should we approach the formal engagement phase?

5. PHSI – Stakeholder Forum Aims and Objectives Sue Gregory Nurse Director, Cardiff and Vale NHS Trust Chair, PHSI Clinical Services Planning Group CARDIFF AND VALE NHS TRUST YMDDIRIEDOLAETH GIG CAERDYDD A’R FRO

6. Our underpinning philosophy  A shift of focus from illness to health  People to be treated and cared for at home, or as near their home as possible  Providing the right care, at the right time, by the right professional  Making the most of resources to achieve excellence

7. Hazard Warning  Important to: Establish key principles Agree some core assumptions Ensure we build in flexibility Predicting the future is difficult and we will get some things wrong

8. Key principles  Improve quality, safety and outcomes  Right care, right time, right place, right professional  Emergency and planned care pathways separated as far as possible  Local work and specialised work separated as far as possible  Focus on services and patient experience  Maximise resources to achieve excellence

9. Key Assumptions…  Our users will: Be more confident in using information and technology Expect responsive, personal and high quality integrated services Want to receive more care at home, or as close to home as possible

10. Key Assumptions (2)  Demographic change will be significant in some areas:  International Sports Village  St Athan  Age profile changes  The rate of growth in funding will reduce after 2008/09  Pressures for centralisation and devolution will continue

11. Key Assumptions (3) If capacity, service models and incentives are aligned we could improve outcomes and:  Reduce emergency admissions to acute hospitals  Reduce outpatient attendances  Reduce A&E attendances

12. Summary  An opportunity to share progress to date  An opportunity to capture views, issues, concerns  An opportunity to influence next steps  An opportunity to advise and inform

13. PHSI - Progress so far… Katie Norton Programme Director, PHSI Director of Service Planning, Cardiff and Vale NHS Trust CARDIFF AND VALE NHS TRUST YMDDIRIEDOLAETH GIG CAERDYDD A’R FRO

14. Background  National changes – improved access, more personalised care and empowerment of patients to improve their health  Cardiff and Vale of Glamorgan LHBs and Cardiff and Vale NHS Trust working together to improve health, and health care services

15. Designed For Life (1) Improved Performance Reducing Inequalitie s Clinical Excellence Sustainability Designed for Life - Creating World Class Health and Social Care Clinical Networks Strong Commissioning Research & Development Workforce redesign IM&T Community involvemen t

16. Designed For Life (2) Levels of Care Local acute services Services provided at home & in the community Specialist and Critical Care Centres Tertiary and highly specialist services Determinants of Health EffectivenessBest PracticeLocal Needs Policy Development Cardiff and Vale NHS Trust Bro Morgannwg NHS Trust

17. Why change?  Changing expectations (public and professionals)  Quality and clinical outcomes  Health inequalities  Demographic change  Technology  Workforce  Teaching and research  Affordability  Accountability

18. Programme for Health Service Improvement in Cardiff and the Vale of Glamorgan - Joint programme of Cardiff and Vale Trust and the two LHBs (with LA and HCW involvement) - New approach to service planning - Strategic Outline Programme November 2006 - Single strategic document - Describes our model of care for the future - Describes our capital requirements for next 3 – 5 years CARDIFF AND VALE NHS TRUST YMDDIRIEDOLAETH GIG CAERDYDD A’R FRO

19. Where we have come from?  Change is not new to this health community Emergency services Maternity services Children’s services Mental health services Etc.,

20. What we have heard so far…. Phase I engagement – key issues emerging  Consensus that change is needed  Main issues/priorities emerging Access to primary care – particularly GPs and dentists Waiting times for elective care Communication and patient focus More use of technology Prevention and health promotion Rehabilitation and intermediate care Integration and development of “one stop shop” services Less managers/admin and more clinical staff

21. The Strategic Outline Programme Our Strategic Outline Programme aims to:  Set out our priorities for developing capacity in the community to enable primary and community based services to work with communities to maintain health  Set out our priorities for improving access to and quality of hospital based services  Signal to WAG capital requirements to support service improvement

22. Resource Context  Staffing Contractual changes impacting on all staff  Financial Levels of growth expected to decrease with associated funding shortfalls increasing NHS bodies and our two local authorities experiencing significant financial pressures  Estates and Information Technology Much Trust estate no longer fit for purpose New technology provides opportunity for transformation change

23. Current Service Map  71 GP practices  4 Community Hospitals  Community services, including 21 health centres  1 Mental health hospital (2 nd inpatient unit adjacent to acute hospital)  2 Acute Hospital sites  Independent, private and voluntary sector

24. Clinical Service Strategy Out of Hospital Care Hospital Care

25. Clinical Services Strategy Workstreams  Primary & Community Services including Long term condition management Unscheduled care Rehabilitation & intermediate care  Acute and emergency care  Tertiary and Specialist (including Cancer & children’s services)  Mental Health  Clinical support

26. Primary and Community Services – emerging model  Network of high quality primary care practices working within defined localities (4 in Cardiff, 3 in Vale)  7 localities as basis for managing access to core community based services managed through resource centres aimed at enabling individuals to maintain their health and independence  Enhanced focus on supporting people with long term conditions e.g. diabetes and heart disease  Enhanced focus on needs of children and young people

27. Cardiff Localities 91,693 (18 practices) 93,902 (12 practices) 82,640 (13 practices) 81,700 (11 practices)

28. Vale Localities Western Vale 26,678 (3 practices East Vale 38,003 (7 practices) Central Vale 54,974 (7 practices)

29. Resource Centres Rehabilitation and reablement teams Day case surgery (local anaesthetic) Specialist rehabilitation Outpatient clinics Diagnostics Patient education and support Community nursing teams Minor emergency services Day therapy services Child health clinics Community mental health teams Therapy services (podiatry, physiotherapy, OT, SALT Locality Resource Centre Co-ordinating “out of hospital” services for local communities Local Authority Services Voluntary Sector Services

30. Integrated Community Based Rehabilitation and Reablement Services – Emerging Model  Multi-disciplinary teams working on locality basis Rapid assessment, rapid response services Community based rehabilitation and reablement Maintenance and prevention services  Direct access to specialist support working across localities Day treatment Specialist community inpatient beds Specific condition based teams e.g. stroke, continence

31. Primary and Community based Services - Summary including reablement and rehabilitation Strategic expansion of capacity in community settings.to support health improvement in line with recommendations from the Review of Health and Social Care in Wales. Investment targeted to reduce health inequalities and reduce demand on acute hospital services through the development of evidence based services. Remodelling of rehabilitation and rehabilitation services to maximise independence and recovery. This will support a strategic shift to a new model of care, reducing reliance on inappropriate inpatient facilities and enabling the closure of Westwing and Rookwood £49m to support improvements in rehabilitation and recovery services in community settings £18.5m to support additional community based services including dental services and diagnostics £28m to support practice improvements in line with LHB Primary Care Estates Strategy including a network of Resource Centres Capital requirementsStrategic case

32. Primary and Community Services - Key Issues  Creating capacity in primary care  Location of resource centres  Number and location of community inpatient facilities  Need to develop clear view on stroke, spinal and neuro rehabilitation  Ensuring service can respond to needs of all adults, not just older people  Capacity within independent sector

33. Mental Health Services – Emerging Model  Reprovision of Whitchurch by 2009/2010 Continued development of community based services including rehabilitation New adult acute unit on Whitchurch site Elderly care assessment unit at Llandough

34. Mental Health - summary Modernisation of services for adults and older people in line with National Service Frameworks and Designed for Life. Focusing on development of community based services to support individuals effectively through a comprehensive range of services which then reduce reliance on institutional care. £35m to re-provide acute inpatient facility on Whitchurch site £25m to support older persons mental health unit at Llandough £20m to support community care phase 1 and 2 Capital requirementsStrategic case

35. Mental Health Services - Key Issues  Links with locality model/ Resource Centres  Continued development of community based services for adults and older people  Independent sector to support continuing care for older people with mental health needs

36. Unscheduled Care – Emerging Model  Single point of access 24/7  Urgent care/treatment centres  More integrated working  Provision of comprehensive alternatives to admission

37. Unscheduled Care - Summary Improved management of urgent and unscheduled care to reflect the policy direction set out within DECS £2m to develop medical day treatment capacity £5 m to improve access to unscheduled care services, including the development of urgent care centres Capital requirementsStrategic case

38. Unscheduled Care – Key Issues  Urgent care centre locations (Barry, UHW?)  Ensuring models address issues associated with medical responsibility

39. Acute Hospital Care – Emerging Model Aim is to achieve …  Clear separation of emergency and elective workstreams  Clearer separation of local and specialist workstreams  Environment fit for purpose  High quality teaching opportunities

40. Emerging Acute Hospital Profiles Llandough  Acute medical admissions (Vale and W Cardiff)  General Medicine  All intermediate surgery  Elective orthopaedics  Midwifery unit  EMI assessment  ? Cancer surgical centre… Supported by appropriate diagnostic & support services including rationalised labs etc., UHW  A&E/Trauma  Acute medicine (Central & East Cardiff)  General Medicine  All emergency surgery  All complex surgery  Specialist/tertiary services  All inpatient paeds  Obstetrics/MLU

41. Acute Hospital Service TransformationSummary Modernisation of hospital care pathways to ensure that health community demonstrates performance in the upper quartile of comparator providers. Model of care proposes balanced approach to general/acute medicine across two acute sites with clearer separation of elective and emergency surgical streams with development of short stay/low dependency planned surgery at Llandough, and UHW as base for emergency/specialist surgical services. Models also seek to recognise unique role of the Cardiff and Vale Trust in relation to undergraduate and postgraduate teaching and research in partnership with Cardiff University £54m to develop range of schemes to support service modernisation across health community including outpatient services, surgical cancer services, pathology services £66m to support implementation of service models on Llandough site including low dependency surgical treatment centre, ward modernisation, orthopaedic centre £52m to support implementation of service models on UHW site including ward modernisation, critical care capacity, womens services implementation Capital requirementsStrategic case

42. Acute Hospital Care - Key Issues  Developing the elective surgical model ensuring support of medical admissions across two sites Implications for patients in terms of access Implications for workforce working across two sites  Establishing balanced model for acute/general medicine across two sites with clear locality focus  Surgical Cancer services model

43. Specialist and Tertiary – Emerging models  Potential for increased role as specialist centre for South Wales - Surgical cancer, surgery for children - HCW Reviews – Neurosurgery, thoracic  Ensuring specialist services do not compromise the ability to delivery high quality local services and vice versa  Ensuring critical mass, quality and cost effectiveness

44. Tertiary and Specialist Services - Summary Recognising the unique role of the Cardiff and Vale Trust in providing highly specialist and tertiary services in line with the commissioning intentions of Health Commission Wales. Strong links with the University are recognised as being vital £2.2m for the Teenage Cancer Trust Unit (funded by the Teenage Cancer Trust) £38m for ph2of the Children’s Hospital for Wales £7.2m for the PET research centre Capital requirementsStrategic case £9.9m for the new Renal Unit (part of tertiary block) £13.5m for the Neurosciences Centre (part of Tertiary block, subject to outcome of consultation) £10m to support cardiothoracic services (subject to outcome of HCW review)

45. Clinical Support Services – Emerging Model  Development of appropriate diagnostic capacity in community settings e.g. plain film x-ray, ultrasound, endoscopy  Improving access to support emergency and acute work streams  Rationalisation of some pathology services to reduce inappropriate duplication

46. Other Acute and Community Service Modernisation Summary including Clinical Support and Infrastructure issues To ensure that high quality clinical support services are in place to support emerging service models To ensure that basic infrastructure issues are addressed to support efficient and effective service delivery £101m across a range of infrastructure schemes including: catering electrical infrastructure switchboard Information technology £5m to support the modernisation of outpatient capacity (including community based services as appropriate) £10m to support pathology rationalisation and development Capital requirementsStrategic case

47. Emerging Clinical Strategy Framework Increasingly local care – less care in main acute hospitals Primary care practicesResource centres and community based services Acute and emergency hospitals Intermediate care and rehabilitation Specialist community rehab beds Outpatients Minor emergencies Day-therapy services Day-case surgery – local anaesthetic Diagnostics (such as X-ray) Patient Education and support Local Authority Services Primary care team and therapy Services Minor procedures Clinics (for example diabetes and CHD) Tertiary and specialised services Elective (non-urgent) surgery Inpatient cancer services Complex diagnostics Specialist outpatients Secondary emergency services Acute women’s and children’s services Major accident and emergencies Well-men and well-women clinics Rehabilitatio n support Voluntary sector services Community services Local facilities throughout the area Resource centres serving networks of @ 50 – 80,000 populations University Hospital of Wales, Llandough  Increasingly specialist care – more care in major hospitals

48. Key Messages  Rebalancing services to provide more responsive care for patients  More services provided in local settings  More efficient, effective and responsive hospital services  Services, not buildings  Much that we can do now

49. Next Steps November 27 th First Stakeholder Forum to discuss SOP November/DecemberPhase II Engagement begins targeting health and social care professionals January – AprilPhase II Engagement with public focus

50. Key Issues for Stakeholder Forum  Is there broad acceptance of the need for change?  What are your views on our vision?  Are there other areas we should consider?  Are there any other changes happening across Cardiff and the Vale of Glamorgan that we need to build in to our plans for local services?  What is most important for you as we work to improve local services?  How should we approach the formal engagement phase?

51. For more information  Visit our website at www.wales.nhs.uk/phsi www.wales.nhs.uk/phsi  Email us at phsi@cardiffandvale.wales.nhs.uk phsi@cardiffandvale.wales.nhs.uk  Call us on 029 2074 4299