1. Welcome
To the Joint Annual General Meeting and Annual Members’ Meeting
26 September 2018
Your hosts for the afternoon are:
Richard Baum and Lee Cornell

2. Annual Members’ Meeting 2017/18 Overview of the Year
Peter Lewis
Chief Executive

3. Year at a Glance

4. Challenges 2017/18 Winter Workforce Community Hospital Inpatient Beds
Waiting Times
Finances

5. Mental Health Services
Service Review by Somerset Partnership Board
Secured Additional Investment:
CAMHS
CAMHS – Eating Disorders
Home Treatment Teams
Psychiatric Liaison
Link to Health and Care Strategy

6. Merger of the Two Trusts

7. Values and Behaviours

8. 2017/18 Financial Overview Pippa Moger Director of Finance

9. Quality
Finance
Access

10. Somerset Partnership NHS FT

11. Where does our income come from?
Total income £174.2m

12. How do we spend our money?
Total Expenditure £162.0m

13. Financial Headlines
Retained operational surplus excluding reversal of impairment - £4.0m to reinvest (Annual accounts £8.7m surplus)
Achieved Sustainability and Transformation funding of £2.9 million
Generated efficiency savings of £4.2 million
Cash balances in the bank £14.9 million
Achieved a financial risk rating of 1 out of a maximum of 1

14. What did we spend our capital on?
Total Capital Expenditure £3.7m

15. Taunton and Somerset NHS FT

16. Where does our income come from?
Total income £308.9m

17. How do we spend our money?
Total expenditure £313.9m

18. Financial Headlines Deficit of £5m (2016/17 £4.3m)
Received Sustainability & Transformation funding of £6.7m (2016/17 £8.8m)
Generated efficiency savings of £13.2m (2016/17 £9.6m)

19. Capital programme
Total capital expenditure £13.3m

20. The changing face of Inpatient Care
Conservators Team- Sr Vanessa Redwood, Rachel Biddle, Physiotherapist & Bhawana Adhikari, Occupational Therapist
Chris Wilkin- Older Person Mental Health Practitioner & Topic Lead for Dementia

21. Heading

23. Fit for my future TSFT & Somerset Partnership Annual Members Meeting
26 September 2018
Fit for my future

24. The Case for Change
Greater focus on prevention of ill health & promotion of positive health and wellbeing
Tackle inequalities
More integrated, holistic services based on the needs of the individual, and supporting their independence
Shift resources from hospital inpatient services towards community based services to support people in their own homes & sustain their independence
Recognise that mental health is as important as physical health
Ensure that when people need emergency & specialist care they have the right access to the skills & expertise they need
Achieve financial sustainability
Fit for the future

25. Urgent & Emergency care Emerging change proposals
Develop single integrated system for accessing emergency & urgent care services
Develop network of urgent treatment centres in line with national guidance
Review stroke services to determine best future model, including stroke and neuro rehabilitation
Review options to enhance specialities which are most vulnerable and support delivery of efficient elective care at acute hospitals
Fit for the future

26. Proactive care, LTC and frailty Emerging change proposals
Work with local communities and neighbourhoods to improve health and wellbeing – encourage people to address risk factors linked to lifestyle
Support primary care to deliver consistent proactive care to support health & wellbeing through care planning, care coordination; health coaching; drawing on local networks of support
Neighbourhood team model which can provide alternatives to hospital admission
Single unified approach to supporting people who are frail
Community based packages of care to support people following hospital discharge
Integrated care model for diabetes
Fit for the future

27. Mental health & Learning Disability Emerging change proposals
Primary mental health care. Improve IAPT performance through primary care link workers & streamlined referral processes.
Secondary mental health care. Increase capacity in community mental health services & improve outcomes for people with complex health problems, including earlier support for people with emerging disorders such as psychosis.
Mental health crisis care. More investment in intensive home treatment; develop alternatives to admission for people in crisis.
Learning disabilities. Enhanced learning disability services to improve universal health & social care offer.
Better services for people with memory loss. Earlier diagnosis, more care in people’s own homes, reduction in use of residential facilities.
Fit for the future

28. Children’s and maternity services Emerging change proposals
Develop single county wide maternity & neonatal service including:
Better access to midwife-led birthing options as standard for most
women.
Single county-wide maternity & neonatal workforce
Centralisation of high-risk & complex cases to ensure safer
birthing outcomes, through staff specialisation & locality based
expertise.
Use alliances / more formal arrangements for single children’s service:
Single point of access for multi-disciplinary teams based in neighbourhood /community / locality hubs in areas of greatest need.
Single integrated paediatric workforce, with supporting alliances across children’s social care, public health & education.
Review of Tier 1 & 2 mental health services
System wide roll out and standardised use of digital solutions
Fit for the future

29. Emerging change proposals
Planned care services
Emerging change proposals
Transform outpatient services by streamlining current processes & offering alternatives to traditional appointment systems, such as telephone appointments and virtual clinics
Ensure sufficient capacity in right place 24/7 to support early diagnosis & provide better clinical access to tests
Fit for the future

30. Emerging change proposal
Cancer services
Emerging change proposal
Progress Somerset-wide network model for cancer services which addresses workforce challenges & delivers consistently high standards of cancer care
Fit for the future

31. Engagement plans
Fit for my future

32. (Public engagement - broadest reach)
Our engagement & communications
process - Stage 1
Stage 1 Phase One
July-September 2018
Engage & Involve
(Staff, Strategic Stakeholders, Lay & Experienced Service Users
Stage 1 Phase Two
September 2018
Engage and Involve
(SCC & neighbouring HOSCs; Somerset CCG AGM & Foundation Trust AGMs)
Stage 1 Phase Three
September - December 2018
(Public engagement - broadest reach)
Fit for the future

33. Our engagement & communications process - Stage 2
Stage 2 Phase One
January - February 2019
Review engagement & feed back:
‘you said, we listened’
Engagement on option appraisal criteria
Stage 2 Phase Two
May - June 2019
Engagement on options appraisal
June - July 2019
Co-production of consultation strategy & delivery plan
Stage 2 Phase Three
October - December 2019
Consult*
Stakeholders, patients and the public
*assumes NHSE, Clinical Senate approval & HOSC support
Fit for my future

34. Our approach
understand frustration that previous change & transformation programmes appear to have led to nothing
deliberately established a dynamic timeline to demonstrate momentum & show our commitment to deliver
engagement events and opportunities in the autumn; nothing is set in stone; genuinely seeking views
selection of appraisal criteria & subsequent option appraisal process will involve stakeholders & experienced service users & public
co-production of formal consultation strategy and delivery plan
Fit for the future