Royal College of Surgeons 10th November Haydock Park Ian Davies, Programme Director for Hospitals & Urgent Care

Royal College of Surgeons
  10th November Haydock Park

Ian Davies, Programme Director for
     Hospitals & Urgent Care

• Responsible for commissioning health services for the
  493,000 registered patients in Liverpool (93 member
  Practices)

• Responsible for a budget of £835m (2015/16)

• Leading the Healthy Liverpool Programme - in
  partnership with our health and social care partners

Healthy Liverpool Vision
A health care system in Liverpool that is person-centred,
supports people to stay well and provides the very best in care

Our Ambition:
• Reducing years of life lost - less people dying early (24% reduction in
   avoidable mortality)
   Improving quality of life for people with long term conditions
   (increase to 71% the average quality of life score)
• Reducing avoidable emergency admissions (by 15%)– enabling more
  people to be cared for in homes and communities
• Our hospitals to be in the top 10 for good patient
  experience
• Our Community-based care to be in the top 5 for
  patient experience

The Case for Change
Poor Health
                       Lifestyle

Health Inequalities

The Case for Change
Ageing population

Access and Variation

5 Transformation Programmes

Liverpool will be the Most Active City
                            in England by 2021.

              Inspiring and enabling people who live and
              work in Liverpool to be active every day for
              life
• Inactivity directly contributes to over 2,600 deaths
  per year in Liverpool & costs £10.8 million a year
  based on the 5 most prevalent diseases – diabetes,
  breast cancer, colon cancer, coronary heart disease
  & hypertension

• The programme aims to have engaged an additional
  118,000 people in undertaking at least 30mins of
  activity, one day per week by 2021.

Physical Activity - Aims
•   To get the inactive active
•   To get the moderately active more active
•   To ensure the active remain active

How:
•   A sustained, social marketing programme – generating a Liverpool social
    movement
•   Mass participation themes and events – walking, cycling, active travel
•   Improving access to quality indoor and outdoor assets
•   Back to sport programmes
•   Integration into health services – activity as a treatment
•   Establishing champions & volunteers to work with individuals &
    communities
•   Large scale community grant scheme

Vision & Aims
                      ‘making the most of the city’s assets to improve the
                      health and wellbeing of the people of Liverpool’

•    Creating a new system of ‘person centred’
     community care where:
      – People are empowered to manage
         their own health and care
      – Care is integrated in the planning and
         delivery across health and social care
         and including mental health
      – Services provide more proactive care,
         targeted on people at most risk of
         poor outcomes
      – Care is provided closer to people’s
         homes and is designed to support
         people to remain independent and in
         their home environment
      – People are supported to return to
         their home environment, as soon as
         possible, following admission to
         hospital
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Our ambition is to be in the top 10 most digitally advanced
health and social care economies in Europe by 2020
We will:
• Enable people to utilise digital technologies to manage their own care
• Ensure that information is available to the right people, in the right
  place, at the right time
• Create and deliver an information exchange across health and social care
• Ensure informatics system wide coherence and strategic leadership
• Exploit the benefits of existing and future technologies
• Support a technologically enabled workforce to fully
  benefit from digital solutions
• Fully exploit the data and intelligence available to
  maximise the effectiveness of our services

Digital Model

Our Vision
To deliver an urgent and emergency care pathway that is
recognisable and clear to patients, public and healthcare
professionals; delivering the right care at the right place, first time

• Reviewing urgent and emergency care both in and out of
  hospital
• Implementing the recommendations of the national review
• Understanding and responding to public expectations
  and demand

Key Principles for Service Design
•   Providing better support for people to self-care
•   Helping people with urgent care needs to get the right advice in the right
    place, first time
•   Providing highly responsive urgent care services outside of hospital so
    people no longer choose to queue in A&E
•   Ensuring that those people with serious/life threatening needs receive
    treatment in centres with the right facilities and expertise to
    maximise survival & recovery
•   Connecting urgent and emergency care services to the
    overall system becomes more than just a sum of the parts

Urgent Care

Our Vision

Single Service, City Wide Delivery:

Centralised University Teaching Hospital Campus -
Delivered through centres of clinical & service
excellence

Clinical Alignment
• Strategic direction endorsed at the Clinical Assembly held in July
  2015. Confirmed that work would continue on the clinical areas
  highlighted in the Prospectus, namely:

Phase 1 Priorities
•   Delivering 7 days services
•   improving cancer services (haem-onc, pelvic and Upper GI & Hpb)
•   women’s health (including maternity, gynaecology and neonates)
•   urgent & emergency care
•   cardiology
•   stoke services

Healthy Liverpool Programme –
                  progress so far………
• Case for Change phase concluding (Prospectus and SDC)
• Phase 4 – Options development through to Public
  Consultation commencing (where required)
• Programme resourcing – PMO, recruitment, partner
  secondments
• Enabling work-streams established – communications &
  engagement, workforce, estates
• High level Investment strategy approved for 15/16 and
  16/17 (Living Well £3M; Digital £15M, Haem-Onc £12M)
• Business Case Pipeline underway

Road to consultation

                             Options                    Pre-Consultation
SDC Development            Development                   Business Case           Formal Assurance
                         Long to Short List              Development                 Process
 June – Sept 15                                                                    Jan - May 15
                             Sept to Dec 15               Jan to Apr 16

                                                                    Pre-Consultation
                                            Options                  engagement &
                                          Modelling &                                         Formal Public
              SDC Approval                                               Formal               Consultation
                                           Appraisal                  Consultation
              September 15                                              Planning             June to Sept 16
                                          Jan to Mar 16              Jan to May 16