Agenda item

Report of Professor Andy Hardy, University Hospitals Coventry and Warwickshire (UHCW). Brenda Howard, UHCW will report at the meeting on:

(a) Proactive and Preventative Care

(b) Urgent and Emergency Care

(c) Planned Care

(d) Maternity and Paediatrics

(e) Productivity and Efficiency

The Board considered a report of Professor Andy Hardy, University Hospitals Coventry and Warwickshire (UHCW) and received a presentation from Brenda Howard, UHCW which provided an update on the Better Health, Better Care, Better Value programme and work streams.

The report highlighted that the Sustainability and Transformation Plan had recently been renamed ‘Better Health, Better Care, Better Value’ reflecting the triple challenges facing health and social care as set out in the ‘Five Year Forward View’ report.

On 25^th May, 2017 Board Members met NHS England and NHS Improvement for a quarter one review of progress. The meeting was positive with the strength of the collaboration being commended. The well-defined governance and executive leadership structures were acknowledged. A copy of the formal response received was set out at an appendix to the report.

The Board had agreed its support structure to enable the transformational and enabling work streams to deliver their priorities and objectives. Recruitment was underway and the aim was, as far as possible, to attract internal partner organisation applicants as secondments. It was intended to establish a ‘System Leadership Academy’ enabling participants to experience working in the different organisations within the system.

A second appendix set out the reinforced governance arrangements for the programme. The Design Authority had been reframed with greater representation from local clinical leaders and a Programme Delivery Group had been established. The Board were informed that it had recently been decided that mental health services should be designated as a transformational work stream and arrangements were now progressing to establish this. In addition it had also been decided to establish a cancer work stream as part of the approach to planned care.

The report provided detailed information on progress, including individual priorities, with the following transformation work streams: maternity and paediatrics; urgent and emergency care; mental health; proactive and preventative; productivity and efficiency; planned care and cancer.

The report also referred to the enabling work streams. Work force challenges would be an issue for all work streams and the workforce group had established three key areas of focus: career pathways, leadership, and new roles and new ways of working.

In relation to Estates, the Estates Group provided a report to the Board outlining its key priorities relating to a premises stocktake, resources required to deliver the future model and the efficiency delivery of infrastructure functions. The group was progressing discussions on a Health and Wellbeing Campus model for George Elliot Hospital and a workshop for partners across the system was planned for 11^th July. An updated briefing on the Estates Strategy was tabled at the meeting which included background information on the Naylor Report and referred to local plans and key priorities

The report also highlighted the communication and engagement sessions which had taken place since the last report to the Health and Wellbeing Board.

The presentation highlighted the programme governance, structure and work streams; reviewed progress with the regulators; referred to the estates strategy; and concluded with the next steps.

Members raised a number of issues in response to the presentation including:

·  Clarification about the estate premises under consideration and whether it included buildings owned by other organisations

·  The complexities associated with the mental health work stream community capacity and resilience

·  Examples of how voluntary organisations can support and help people suffering from mental health issues and the importance of using these community assets

·  The importance of including patients and the public in the structures and ensuring their views are taken into account as work progresses on the work streams

·  The importance of using Elected Members who can engage with local residents helping to get the right messages out

·  An acknowledgement of the need for organisations to continue to work together putting patients at heart of any new system.

RESOLVED that the contents of the report and presentation be noted.  

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