Welcome to the Stakeholder Event for the acquisition of. NHS Trust. Dr Neil Goodwin, Interim Chief Executive

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1 Welcome to the Stakeholder Event for the acquisition of North Cumbria University Hospitals NHS Trust Dr Neil Goodwin, Interim Chief Executive

2 Today s programme 08:30 09:00 Tea/Coffee and Stakeholder Registration 09:00 09:30 Welcome and briefing from the Chair 09: Northumbria Healthcare NHS Foundation Trust 11:00 11:15 Break 11:15 12:45 A Partnership with Newcastle in Cumbria Cumbria Partnership NHS Foundation Trust & The Newcastle upon Tyne Hospitals NHS Foundation Trust 12: Summary and Close Lunch

3 Strategic vision We will deliver clinically sustainable and high quality acute services from two hospitals in North Cumbria by becoming part of an existing Foundation Trust which delivers high quality safe patient care, and is financially strong. Together we will develop an organisational approach and critical mass which will enhance access to acute healthcare for all patients across our catchment areas by combining the synergies of our clinical services and teams, developing high quality innovate service models and new integrated patient pathways.

4 Strategic aims Rural service provision Specialist Services Collaborative Approach Cultural Fit Training and Education Quality Performance FT Track Record

5 The best option for people in north Cumbria Stakeholder views October Financial and non-financial evaluation of options July- October Trust Board Meeting with FTs November Identify which FT(s) should proceed to formal ITT

6 Timescales November Trust Board decision on FT(s) proceeding to ITT February Trust Board decision on preferred FT March negotiations on transitional support March negotiations on transitional support April recommendation to SHA and DH Cooperation and Competition Panel Approval by Monitor Secretary of State approval of Business Case Estimated handover of Trust September 2012

7

8 Moving Forward with North Cumbria University Hospitals NHS Trust Jim Mackey Chief Executive

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10 Why do we want to do this? Public service ethos Common challenges Unified goal better and stronger as one: Greater scale Preventing centralisation creep Sharing best practice Reputation gain a new business concept Enhanced recruitment & retention

11 The skills we have gained over the years Similar geographical challenges We ve been through tough times financially Primary care and secondary care working Clinical leadership Track record in integrated care Experience of extensive change management Evidence of finding innovative solutions Track record of successful staff and public engagement Financial and performance strength Delivery of high quality teaching and education

12 Why Us? Culture & organisational ways of working Strong inclusive organisational culture and renowned for partnership working Commitment to patient decision-making and experience Mature, equal relationship with commissioners Exceptional clinical relationships across primary and secondary care Excellent working relationships with primary care, Local Authority and other stakeholders Unique member & governor model

13 Why us? High performing NHS Foundation Trust Excellent reputation for delivery of first rate care Highly experienced and innovative rural care provider Understanding of multi-site challenges and access issues Experienced integrated health (and social care) provider Track record in building confidence in the Trust Experienced in managing significant transactions National reputation in developing and delivering strong clinical and managerial leadership across the system Excellent levels of patient and staff satisfaction Acclaimed teaching and training First rate financial and clinical governance

14 What would we bring? For patients: Removal of the cloud of financial, regulatory, performance troubles from North Cumbrian hospitals Improved confidence in local secondary care Focus on improvement not just survival Secured/enhanced local services including specialist care Realisation of clinical ambition of very best in class Continually improved service quality and patient experience and satisfaction For staff: Removal of the cloud of financial, regulatory, performance troubles from North Cumbrian hospitals Thus, freeing up staff to focus energies on improving care Improved confidence in themselves and their organisation Enhanced retention and recruitment, personal and professional development and satisfaction For the organisation: Being part of an experienced and credible FT with a proven track record Tackling as one organisation current and future challenges Being part of an organisation which demonstrates national leadership in patients experience and data quality Enhancing quality systems, leadership model and business style Benefit of FT flexibilities Increasing insight into staff and patient views on improving care For the public, partners and others: Secure local employment Work for/with a Trust with a strong sense of sustainable development within communities served Ability to build confidence with politicians, regulators and other partners to be able to move forward without distraction Help for partners work together to drive forward care provision and integration Mature, robust relationships with primary care/commissioners

15 Our clinical model Philosophical commitment to integrated care One of three national Kaiser beacon sites and lots of learning over last 10 years Enabling care to be provided as close to home as possible through domiciliary and multi-site provision Focus on self-management, care planning and maintaining quality of life and independence Measuring patient experience as a fundamental marker of quality in all that we do

16 Specialist services Broadening our collective portfolio for mutual benefit Larger teams, enabling greater flexibility and development of sub- specialty expertise Maximising delivery in wide range of local settings Facilitating early repatriation and seamless care transfer from tertiary providers

17 How would we make it happen? Moving forward together Understanding the issues fully (with the facts) Jointly understood, developed and delivered solutions Clinical engagement Public and staff engagement New governance and engagement model Strengthened and visible leadership Focus on delivery

18 How would we make it happen? Visible Leadership and Management Chief Executive and key personnel presence Immediate clinical and managerial alignment and the right senior management system Agree balance between devolution and corporate decision-making Embark on the right Organisational Development plan Establishing clear effective mechanisms with GPs/commissioners Start on governor, member and public engagement

19 How would we make it happen? Clinical services Implement the clinical model principles Defining, agreeing and supporting delivery of standards for locally based teams, sharing of best practice, and robust clinical leadership Use economies of scale and critical mass efficiencies to improve/increase care Improve opportunities for staff through rotation, secondment, peer support, new roles Harnessing synergies from collaboration on service innovation, e- health systems, education & training, sharing ideas

20 How would we make it happen? Corporate services Plug-and-play approach Streamlining and standardisation of delivery including use of electronic single systems where possible Local services conform to single standards Wide-ranging communications and engagement programme comprehensive brand strategy

21 Managing the Risks Money & clinical sustainability Politics Relationships Confidence Time

22 Our commitment We do not under-estimate the size of the undertaking but we believe this is the best option for patients: We can resolve the financial and performance issues It will secure stable, high quality services for North Cumbria in the long-term Improvement of care and experience of patients will be our primary focus Together, our two organisations can become one single, competitive NHS Foundation Trust delivering leading edge rural and other health services across North of England

23

24

25 Sustainable healthcare Partnership with Newcastle in Cumbria October 2011 Stephen Dalton and Sir Leonard Fenwick

26 Our vision for North Cumbria Integrated healthcare Patient centred Local communities Once in a generation opportunity..

27 Existing commitment to North Cumbria High performing organisations A real stake in success for our community Already provide 400 beds in Cumbria and employ 4000 staff Why we want to do this

28 Local members supporting our local services Cumbrian people governing our services NHS services embedded in local communities Its all about local communities

29 The North & West Cumbria Hospitals Group

30 Delivering our vision Cumbria Partnership North and West Hospitals Group Newcastle Hospitals

31 Run in Cumbria, by Cumbria, for Cumbria All decisions taken locally Newcastle providing specialist support, underpinning local clinical expertise Faculty of Medical Sciences alignment Single focus for commissioners Lining up financial incentives Accountable to local communities Delivering our vision

32 Better patient pathways, less travel, more care in Cumbria Already deeply involved in Cumbrian healthcare An outstanding range of specialists, involving a more comprehensive offer than any other provider One of the strongest research programmes in the UK, access for Cumbrians to world class pioneering research Amongst the strongest performing teaching/tertiary FT s in the country National leader in areas of distinct interest to Cumbria i.e. Ageing; Cancer Care; Heart & Lung What do Newcastle bring?

33 A joined up local health service Experience of providing services in Cumbria A real say for local people and local staff We can make it happen Why us?

34 Integration can start immediately 3 year programme Taking people with us on the journey Investing in the long term A realistic ambition

35 Flexibility of 8000 jobs in Cumbria Newcastle bring fantastic opportunities for career development Staff will be working in a joined up health service Benefits for staff

36 New hospital for West Cumbria We deliver new buildings on time, on budget Community Acute Specialist networking West Cumberland we will deliver

37 It s the right thing to do We believe in a Cumbrian solution first and foremost not a bolt on We know services are good (in some cases very good) and we will build on this Sustainable, safe services and an exciting future Together we will tackle the problems we all share Why we want to do this

38

39 Summary 2 presentations Q&A session Visit the web site Next Steps.. Share information with your interest group Summarise your interest group s views Submit feedback to Trust by 19 October Stakeholder report presented to Trust Board

40 Please submit feedback to. Caroline Griffiths The Cumberland Infirmary Newtown Road Carlisle Cumbria CA2 7HY

41 Thank you for supporting the Stakeholder Event

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