1. Sustainability & Transformation Partnerships
Clare Hawkins
Deputy Chief Executive, Director of Quality/Chief Nurse
Hertfordshire Community NHS Trust
19th July 2017

2. Aims of the STP Improve the Health and Well-Being of the population
Improve the quality of the services provided
Efficient and affordable care

3. Our vision Our approach
We want people from Hertfordshire and west Essex to live as healthily and independently as possible, supported by caring, effective and affordable health and care services
Our approach
Working together with our residents to support healthy and independent lifestyles
Working together with our staff so that they can provide high quality care in the right place at the right time
Working together between organisations
to ensure that the care and support we provide is delivered effectively and efficiently

4. The new Hertfordshire and West Essex health and care planning ‘footprint’ has a population of around 1.5 million people.
It’s a complex health and social care landscape…
There are:
160 GP practices,
Two county councils
Two Health & Wellbeing Boards
Two branches of Healthwatch
13 district and borough councils
Three acute hospitals
Two mental health providers
Two community healthcare providers
One ambulance trust
and a significant number of other health and social care partners, including numerous voluntary and ‘third sector’ organisations.

5. Context Financial pressures Pressure on the health and care system
Hertfordshire and West Essex
Sustainability and Transformation Plan
Context
Financial pressures
Current system spend is approximately £3.1bn
Forecast deficit of £94m for 2016/17 rising to £401m (£552m Inc. Social Care) by 2020/21 if we don’t take action
Increasing demand
Population expected to increase by over 10% from 2011 to 2021.
Number of over 85s expected to increase by approximately 45% from 2011 to 2021
Pressure on the health and care system
Primary care capacity
Acute care performance and quality challenges
Social care funding
National drivers
NHS Five Year Forward View
NHS GP Five Year Forward View
NHS Constitution commitments
National service strategies, e.g. mental health, cancer and maternity

6. Herts and West Essex Financial Overview
Hertfordshire and West Essex
Sustainability and Transformation Plan
Herts and West Essex Financial Overview
£ millions
Deficit Recovery /Control Totals:
Current Deficit , Requires Cash Releasing Solutions req
-c£90m
Estimated Cost of future pressures
Cost Avoidance Req
-c£401m

7. Proposed STP Governance Structure
DRAFT
Proposed STP Governance Structure
External stakeholders include:
Patient and public engagement forums
Health and Well Being Boards
Health Overview and Scrutiny Committees
Independent and third sector organisations
District Councils
LMC
Healthwatch
GP Federations
Regulators
Sovereign bodies
Health and well being boards
External stakeholders
STP Oversight Board
STP Oversight Board – to lead on alignment of sovereign bodies with STP vision, to ensure Boards are committed to the transformation and to support in the management of external stakeholders (as appropriate).
Chief Executives Board
Chief Executives Board – strategic direction of the STP and to oversee the delivery of STP through the Programme Board and System/Local Delivery Groups.
Local Delivery Partnerships
Herts Valleys
East and North Hertfordshire
West Essex
Engagement
Key:
Reporting 5

8. Our Approach to Delivery
Turnaround
Finance Directors
- Align CIPP/QIPP
Task and Finish Groups
- POLCE / Exclusions
- Meds Management
- Back Office
- Procurement
- Agency
- Outpatients
Transformation
Clinical
Workstreams
Enabling Workstreams
Reconfiguration
Model Changes
- Activity
- Workforce
- Investment
- Finance
Organisational form

9. STP Priorities Prevention / self management Demand management
Hertfordshire and West Essex
Sustainability and Transformation Plan
STP Priorities
Prevention / self management
Demand management
Commissioning thresholds
Increase capacity & access in Primary care
Place based care, population approach
Managing Urgent & Emergency Care
Planned Care
Frailty
Cancer & Mental health
Efficiency of support and back room functions

10. Proposed STP System Leadership Arrangements
DRAFT
Proposed STP System Leadership Arrangements
STP
Enabling transformation
Urgent and Emergency
Dr Andy Morris
Katie Fisher
Barbara Harrison
Planned Care
Michael Van De Watt
Deborah Fielding
Support
Mental Health and Learning Disabilities
Dr Prag Moodley
Karen Taylor
Simon Pattison
Cancer
Clinical Lead
Nick Carver
Sarah Brierley
Clinical transformation
Prevention
Jim McManus
Linda Mercy / Maggie Pacini
Primary Care
Dr David Buckle
Beverley Flowers
Denise Boardman
Clinical Support Services
Trevor Smith
Workforce
Jinjer Kandola
Andrew Boasman
Technology
Dr Paul Bradley
Trudi Mount
Estates, Facilities
& Capital
Professional Lead
Helen Brown
Diane Brent
Women’s & Children
Jenny Coles
Kate Barker
Population Based &
Int’d Care
Clinical Lead
David Law
Support
Collaborative Comm’g
Clinical Lead
CCG CEOs
Ed Knowles
Comms
& Engt
Beverley Flowers
Nuala Milbourn
Frailty
Dr Rachel Joyce
Kathryn Magson
Iain MacBeath / Suzanne Westhead
Task and Finish Groups

11. Future Plans for the STP
Focus on delivery of priority projects
Ensure transformation is embedded
Increase clinical engagement
Develop vision for Hertfordshire and West Essex with regard to new models
Workforce for the future

12. How can you be involved ?
Contribute and lead workstreams and task & finish groups.
Identify opportunities for quality improvement and be efficient.
Think about how you can , should do things differently
Make every contact count - is it of value?
Support engagement with stakeholders, patients and the public.