Healthy Liverpool

Five areas of transformation

“Not just physical activity, other factors have to be considered, loneliness, deprivation, housing conditions, support mechanisms. More to be put into place to enable individuals to sustain connections and maintain healthy lifestyle which will combat illness and mental health state. The environment around us dictates our lifestyle.” Directly engaged = 14,097 people 92% supported proposals in the Community programme Summary of Engagement Summer 2015

improvements in waiting times and appointment systems at GP surgeries with longer opening times mental health needed to be included - would have a positive impact on other areas of an individual’s life variations in both quality of care and access to services depending on where you live lifestyle awareness and incentives could help for the minority who disagreed and commented, lifestyle changes more important than change to services 85% agree services need to change – and commented… AND for those unsure - they wanted more information before they could decide

Recognising the issues facing Liverpool: Overall people agreed BUT Elements missing: mental health - low HLP priorities limited funding & support available poverty and health inequalities social issues services dependent on postcode poor diets and poor choices leading to ill-health AND those who were unsure, felt they didn’t have enough information to answer

Key messages we took away

Community Services vision: “Making the most of our city’s assets to deliver the best in community-based care and support, to improve the health and wellbeing of the people of Liverpool.”

Community Services aims: People feel supported to take control of their health More assessments, tests and treatments will be available nearer to people’s homes Care tailored to individual needs Better communication between health and care staff from different organisations Consistent care in hospital and community settings Improved access to 7 day care in primary and hospital services and to the right urgent care when needed

Person centred Promoting a proactive approach Eliminating avoidable variation in quality of care Improving access to services in the community Integrated across health, social care and the voluntary sector Making the best of digital technology Community Services: Design principles

Core community care team in each Neighbourhood Access to full range of wider support, including therapies, diagnostics, mental health teams Proactive approach Improved community access, including access to GP services 7 days a week Community care teams: “No wrong door”

Targeting key groups with poor outcomes where current services do not meet their needs Commissioning specialist support to meet need Focus on key groups: Homeless Alcohol and addictions Severe mental illness Managing complex needs: “Supporting vulnerable people”

Prevention is better than cure Working closely with your GP Away from hospital settings Educating and supporting people Specialist clinical integration: “Care closer to home”

Neighbourhood collaborative: “Maximising community assets” AKA: Social Model of Care Social prescribing Neighbourhoods working with community partners Major agencies such as Fire and Rescue, housing sector and voluntary and community organisations Making the most of local venues, groups and organisations to reach people

16 Referral via wellbeing service

Ensuring people know what services are available and can get the right care at the right place at the right time Reviewing urgent and emergency care both in and out of hospital – Emergency care centres – Walk-in/urgent care centres – GP out of hours service – Ambulance services & NHS 111 Understanding and responding to public expectations and demand

19 Hospital services

Hospitals Vision Co-ordinated services and teams working across hospitals: single service, city wide delivery – Aims; To have the best hospital care system in the country For all patients to receive the right care in the right place first time To have a safe health care system that provides a quality service and is sustainable clinically and financially into the future To maximise patient outcomes and experience

Single service, city wide delivery Vision Hospital care to be delivered as a single service Single teams working across hospitals and sites to reduce variation and improve care Services will be high quality and delivered to best practice standards

Co-ordinated services What could this mean? Ensuring patients get the right treatment they need at the right time, regardless of which hospital they attend A combined workforce delivering standardised patient pathways Single shared patient record High quality services delivered to consistent best practice standards Collaborative working Single clinical leadership

Example of how this might work for a future cardiology single service: Single common patient pathway – same quality for all, common waiting lists Emergency access (common, high quality assessment at Emergency Centres with rapid treatment access) Single medical notes / diagnostics across the city (develop joint Electronic Patient Record) Population outcome based delivery model Some services could be delivered in the community – e.g. community based heart failure model Extend use of telehealth 24/7 consultant cover for acute cardiology Patients to be taken to the right place first time

QUESTIONS