Our Strategy Refresh FINAL - Flipbook - Page 15
Pillar 3
What we will do
We know that the vast majority of healthcare is done outside
of hospital and involving not just the formal parts of the NHS
and the voluntary sector but also the informal but vital role
of carers and local communities. For the Trust to not only
survive but thrive, we need to tap into these resources and
work closely to ensure that collectively we are greater than
the sum of our parts, to make things easier and more joined
up not only for patients navigating the system but also staff
to help their patients find the care or support they need first
time.
Our Priorities:
Implement the ‘Team Swindon’ model – the model for
integrated care in Swindon, redesigning key pathways
across acute, community and social care.
Work with local partners on ways to improve flow and
introduce shared care records and common IT
infrastructure.
Integrate acute, community, primary care, social care
and mental health under a single professional
leadership where appropriate with opportunities for
staff to work flexibly across both.
Play an active role in the STP and the Acute Alliance
through the delivery of a shared approach to fragile
services and support services.
Develop a new approach to contracting that enables
and empowers a new model of care. To include
arrangements that work for the Trust & CCG for front
door emergency activity.
Work as a system to develop a sustainable investment
strategy that promotes investment in out of hospital
alternatives. Future models will require input and
expertise from more organisations outside of our
Trust; in health, social care and beyond.
What will
success look
like?
We will see single pathways of care
operating between acute and community
and a shared care record in place.
With our partners we will have reduced
growth in demand for urgent and
emergency care through joining up
services, prevention and reducing hospital
bed days.
Our journey towards
integrated care
Local health and social care
organisations in Swindon are
transforming services through
working known as ‘integrated
care’, which promises a better
experience for patients, more
efficient services and better value
for tax payers.
Removing organisational barriers,
improving communication and
working together to plan, finance
and provide patient services are
at the heart of this work.
It makes sense that better
coordination between general
practices, community services,
hospitals and social care, should
mean a more positive experience
for all.
There is also a big shift towards
helping people to stay healthy,
doing more to keep long term
conditions such as diabetes under
control and preventing ill health in
the first place.
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