1. Croydon Health Services Strategy Development & Integrated Business Plan Presentation to Patient Issues Committee Dominic Conlin Director of Strategy & Commercial Development 8 August 2012

2. Overview Outline of CHS Strategy Development How this aligns with FT timetable & development of IBP External Environment Questions/debate for Patient Issues Committee: Test & Inform strategy development Involvement in engagement and co-development Will it enable the delivery of high quality, safe and compassionate care

3. Vision ‘’To ensure that Croydon residents receive excellent integrated hospital and community services in partnership with primary, mental health and social care services; and to establish Croydon as the premier integrated care system in England.’’ Population and whole system focused Aligns with Croydon Transformation Board’s vision

4. Strategic Objectives 1)To deliver high quality integrated patient centred care which improves outcomes, patient safety and patient experience. 2)To work with partners to improve the health and wellbeing of the people of Croydon. 3)To develop our workforce and to establish a way of working that builds a culture that is committed to an open transparent evidence based approach. 4)To deliver best practice performance standards against the national operating framework. 5)To deliver well managed quality services which are value for money for the tax payer

5. Measures of Success Our overall priority is to ensure that the population we serve consistently receives high quality, safe and compassionate care. For our patients this will mean: Excellent care Properly co-ordinated and communicated across a range of services and providers An experience they would recommend to others. For the local population this will mean: Access to high quality services in the right place and at the right time, 24 hours a day, 7 days a week Appropriate support in maintaining a healthy lifestyle.

6. Strategy Pyramid Process Enablers: Clinical, Quality, Estates, Workforce, IM&T, Comm & Engagement Organisational Enablers: Partnership, Community/ population facing, FT application Alignment with IBP Directorate, Dept & Service line plans, CIPs, QIPP plans, CQC and other action plans, Trust Operating Framework (SO, SFIs etc) Strategy Pyramid

7. Development of Integrated Business Plan SectionSources 1) Executive summaryOverall vision and strategy 2) Trust profile11/12 out-turn data Other data as at 31/3/12 Annual report Quality account 3) StrategyOverall vision and strategy Enabling strategies (eg Quality Strategy) 4) Market assessmentEnabling strategies (eg Clinical Services, Workforce strategies) JSNA, Commissioning Intentions, BSBV Dr Foster/CHKS analysis CHS compliance with regulatory standards 5) Service developmentsEnabling strategies (eg Clinical Services) BSBV 6) FinanceEnabling strategies (eg Esates, Workforce) Finance plan/LTFM 7) RisksBAF Risk register Downside scenario planning 8) Leadership and workforceGovernance arrangements Enabling strategy (eg Workforce) 9) GovernanceGovernance arrangements Membership (Comms & Engagement) Overall summary (section 1) to articulate the “golden thread” 31 Aug Chapter drafts14 Sep First draft to Trust Board (TB)24 Sep TB approval to submit v1 to SHA29 Oct TB approval to submit v2 to SHA28 Jan TB approval to submit final version to SHA/NTDA27 May Underpinned by Engagement & Co-development Alignment with IBP

8. External Environment Strategy & IBP not developed in a vacuum: Commissioning Landscape Local commissioners strategic and financial position Development of CCG and transition between NHSL & NTDA BSBV Trust performance Operating Plan and contractual targets Regulatory bodies Patient Experience and organisation’s reputation Needs and preferences of our local population

9. Engagement 1)Consultation Expecting to consult (Jan-Mar 2013) Underpinned by consultative approach Formal partners Membership Wider population 2)Co-development What does good look like Development of patient and population facing metrics