working with Bromley Healthcare 18 months in Update to Health, Social Care and Housing Partnership Board 05/11/2012

working with NHS (Acute) vs. Bromley Healthcare Working in an NHS hospital – a world of cuts –5% per annum cuts –Significant uncertainty / little control for the individual –Move to take services out of hospital Working for Bromley Healthcare – a world of competition –Services moving out of hospital > increasing £ –Competitive market / 5 year contract –Less uncertainty / more control (if you perform)

working with How we will prosper in a competitive world Take the best from three worlds – private sector / charities & social enterprise / public sector –Private sector: performance management, customer focus, knowledge of how to compete (relentlessly improve & modernise) –Charity & social enterprise sector: work closely with local and national organisations > we are helping the same group of people –Public sector – retain purity of motive and patient focus And compete on quality….

working with The journey – ever better services CORE DELIVERY Many examples of service improvements On budget Green balanced scorecards New business £3.6m vs. £1.8m C21 COMMUNITY PROVIDER C21 HEALTH MANAGEMENT ORGANISATION Big private / charity sector Local charity sector NHS & history of organisation Competition Productivity / IT Innovation & performance Great solutions Many local organisations Purity of mission Commitment to patients and quality Strength of culture System health innovation Outcomes contracts / prime contracts Objective: build an organisation that draws on many influences and works better in every way

working with How do you drive quality Delegate and empower to front line staff Culture / mantra, of which key is Key messages to staff –Constantly improve the services (your responsibility not mine) –Treat others as you would like to be treated yourselves –Hit targets (which are continually measured and analysed).

working with Culture is everything

working with This approach is working Targets – green, patient and staff satisfaction very high, 85% share ownership Clinical innovations & developments – (numerous) Leg ulcer assessment clinic (healing rates 21 weeks to 5), Leg Club, COPD in reach, Hollybank, UCC, COPD, Sexual Health, MDT pilot, Integrated discharge Working with GPs -Single Point of Entry / GP links New business – 111, AQP (double in half the time) Productivity & proof - + 8% I Nurse (forecast =20%) / DNAs 13% - 5% New forms of revenue – SEIF grant/ Equity style social investment (?) Partnership – Age UK, Carer’s Bromley, WRVS, SLHT, Hurley Data – Rapid Response Plus (cost £43k / saving £280k)