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NHS Forth Valley New Zealand Visit 2014 Jane Grant CEO

NHS Forth Valley New Zealand Visit 2014 Jane Grant CEO. Profile of Scotland. 5m population declining and ageing Urban central belt, remote areas in North Reliance on public sector-higher than UK Health status-lower than UK Inequalities-higher than UK Health spend-reaching European average.

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NHS Forth Valley New Zealand Visit 2014 Jane Grant CEO

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  1. NHS Forth ValleyNew Zealand Visit 2014 Jane Grant CEO

  2. Profile of Scotland 5m population declining and ageing Urban central belt, remote areas in North Reliance on public sector-higher than UK Health status-lower than UK Inequalities-higher than UK Health spend-reaching European average

  3. Health system 11 mainland Boards Responsible for health improvement and service delivery Strong governance & public accountability Board membership Integrated / regional / CHP approach within health Increasing emphasis on public sector partnership working

  4. Forth Valley NHS Forth Valley Co-terminous with 3 Local Authorities Falkirk Stirling Clackmannanshire

  5. The changing demographic nationally Population of Scotland

  6. Projected bed days by age band (All FV Residents only)

  7. Facts and Figures NHS Forth Valley Spending just under £500m per annum Around 8000 direct employees Serving a population of 300 thousand Covering an urban and rural area Operating 1 major hospital, 4 community hospitals, wide range of primary care and community based services

  8. Facts and Figures(2) 45,000 In Patients/Day cases in acute 260,000 Hospital Out-patients C1.5 m primary care consultations 450,000 community nursing contacts Many other community contacts for children, psychology etc. Staffing resource is therefore most significant

  9. Generic Care Pathway

  10. Focus on Quality & Safety • Quality & Safety Priorities • Reducing avoidable mortality • Reducing avoidable harm • Improving patient experience • Ensuring evidenced based care • Contributing to safely reducing costs and increasing increasing time to care

  11. Further Challenges • Demographic • Financial context • Integration of all Health and Social Care • Delivery of the 2020 Vision

  12. More on Quality Peter MurdochInterim Medical Director

  13. Much more than buildingsDesign Principles 2004 Improved patient flow and separation of streams Ambulatory bias Community and integrated focus Right care by right person, right place, first time every time Multidisciplinary team working Flexibility

  14. Challenges Continuing drive to improve Quality & Safety Person centred approach Community focus Consistency Improving access Optimising efficiency Demographics and co-morbidity Information driven improvement

  15. Encouraging Culture Change Openness, honesty and candour Striving for excellence Reflective learning Commitment to Improvement and Quality- Continue to learn and embed range of QI methods Effective leadership Information driven Clarity and communication

  16. New Vision Beyond boundaries – working together for a healthier future Radically reviewing systems across all sectors Commitment and momentum to radical and transformational change needed

  17. Tom Steele Director of Strategic Projects & Property

  18. Responsibilities Include • Operational estates and facilities management services • Strategic asset planning and development

  19. Operational services are delivered in house as well as contracted out • Strategic priorities: • Locality service and infrastructure planning • Current projects: • Stirling care village • Doune Health Centre • FVRH CHP power plant • IMT strategy • Vehicles and fleet management • Medical Equipment

  20. Fiona RamsayDirector of Finance

  21. Finance Community Health Partnership £ 92.7m Specialist and Ambulatory Care £ 78.6m Emergency and Inpatient Services £ 72.0m Women and Children £ 22.5m Primary Care Prescribing £ 53.7m General Practitioners £ 40.5m Dentists, Pharmacists, Opticians £ 30.1m Area Wide Services/PFI £ 84.2m Specialist Services outwith Forth Valley £ 43.4m Total £ 517.7m

  22. Estimated Scottish Government DEL Expenditure – June 2010 Budget Results (2010/11 Prices)

  23. Finance Key issues • Pension Changes • Demographic pressures • Delivery of Waiting Times Targets • Emergency Care demand and flow • Deliver more care in home/community • Prescribing / Technology Need to reduce costs by 3% per annum to ‘stand still’ and expected to move resources to community…

  24. Helen KellyDirector of Human Resources

  25. NationalNHSScotland Staff Governance Standard Partnership Working with Trade Unions Workforce Vision & Implementation Plan Everyone Matters

  26. LocalNHS Forth Valley • Workforce Strategy • Staff Experience • Values Matters Programme • Workforce Planning

  27. Our People

  28. Challenges • Workforce Planning and Development – right person, right skills, right time, ensuring our workforce has time to learn • Developing Leaders and Succession Planning for Emerging Leaders to address the workforce demographic • Supporting a culture of Quality and Improvement whilst still responding to demand and pace of service delivery • Embedding Staff Governance Standard and workforce values in practice and recognising staff for ‘Values-based’ performance and achievement • An integrated future and developing a multi-professional and multi-agency approach to team working

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