LSCFT Strategy Refresh Workshop Overview
The LSCFT Strategy Refresh Workshop in March 2024 aims to review existing strategies in light of organizational changes and stakeholders' input. The workshop focuses on strategic goals, Quadruple Aim, and gathering feedback to shape future steps. The Trust provides a range of mental health, learning disability, autism, and physical health services to a population of 1.8 million across Lancashire and South Cumbria.
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Strategy Refresh Workshop Voluntary & Community Sectors March 2024 Tracy Cook-Scowen Nicola Walmsley Director of Strategic Partnerships Associate Director - Strategy & Planning
LSCFT Strategy Refresh Why we are here today The existing Trust Strategies were developed in 2021 In light of changes to the Trust Board and changes within the wider NHS Landscape, in particular the formation of the Integrated Care Boards, earlier this year we decided to undertake a review of the Strategic Framework In conjunction with our members, council of governors and the various representative councils felt that now might be an opportunity to refresh aspects of it We want to give you a brief overview of the journey so far, to tell you about Quadruple Aim and to listen and hear your feedback regarding some potential Strategic goals What our stakeholders tell us, will help to shape and inform our next steps
LSCFT Strategy Refresh Introducing the Trust We have 813 beds comprising: Established in October 2019 as LSCft, serving a population of 1.8 million, we provide All age Mental Health, Learning Disability & Autism services across Lancashire & South Cumbria Specialist services in low and medium mental health forensic services, Acquired Brain Injury, and inpatient tier 4 services for children and young people, which we both commission and provide. We also provide specialist perinatal services Physical health services including community nursing, district nursing, health visiting and a range of therapy services (across two localities) We have just over 7200 staff in post (6,518 WTE) We have an income of 0.5 billion (2022/23) We deliver services from: 25 CQC registered locations Circa 150 sites (with multiple properties at many sites), across five networks Bed Type Number Adult acute 237 Psychiatric Intensive Care 32 Adult rehabilitation 28 Older adult functional 48 Older adult organic 45 Children Tier 4 (CYP) 14 Perinatal Unit 8 Subcontracted Independent Acute PICU Rehab 222 (112) (16) (94) Secure services 164 Community physical health (Longridge) 15 Total 813
LSCFT Strategic Transformation and Improvement Programme 2020- 2025 (Part 1) 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Q1 Q2 Jul- Sep19 Q3 Oct- Dec-19 Q4 Jan- Mar-20 Q1 Q2 Q3 Oct- Dec 20 Q4 Jan- Mar 21 Q1 Q2 Q3 Oct- Dec 21 Q4 Jan- Mar 22 Q1 Q2 Q3 Oct- Dec 22 Q4 Jan- Mar-23 Q1 Q2 Q3 Oct- Dec 23 Q4 Jan Mar 24 Q1 Q2 Apr-Jun 19 Apr-Jun 20 Jul-Sep 20 Apr-Jun 21 Jul-Sep 21 Apr-Jun 22 Jul-Sep 22 Apr-Jun 23 Jul-Sep 23 Apr-Jun 24 Jul-Sep 24 Initial Response Service (inc Street Triage) Pennine Go Live Central Go Live The Bay Go Live IRS review Diagnostic Design Fylde Go Live Community Mental Health Transformation Talking Therapies expansion Early Bid ARRS Mental Health Practitioners in Primary Care Recruitment & Implementation Intervention in Psychosis Therapists introduced Pennine, Bay, Fylde Enhanced MDT Peer Support Worker Implementation C&W Enhanced MDT Autism Intensive Support implemented Phase 2 Planning Transition from Care Coordination to Lead Professional / Key Worker Dialog+ Pilot Team Go Live Inpatient Teams Go Live Specialist Teams Go Live CHAMS Go Live Community Teams Go Live Physical Health Care Connexions Single Referral Line Transformation of Access into Community Physical Health Service & Alternatives to Hospital Care Waves 1-3 Covid-19 and Omicron variant Diagnostic of Physical Health Services
LSCFT Strategic Transformation and Improvement Programme 2020- 2025 (Part 2) 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Q1 Q2 Jul- Sep19 Q3 Oct- Dec-19 Q4 Jan- Mar-20 Q1 Q2 Q3 Oct- Dec 20 Q4 Jan- Mar 21 Q1 Q2 Q3 Oct- Dec 21 Q4 Jan- Mar 22 Q1 Q2 Q3 Oct- Dec 22 Q4 Jan- Mar-23 Q1 Q2 Q3 Oct- Dec 23 Q4 Jan Mar 24 Q1 Q2 Apr-Jun 19 Apr-Jun 20 Jul-Sep 20 Apr-Jun 21 Jul-Sep 21 Apr-Jun 22 Jul-Sep 22 Apr-Jun 23 Jul-Sep 23 Apr-Jun 24 Jul-Sep 24 Urgent Care Programme Frequent Attenders Team Launched Enhanced Bed Hub Opened Safer Mental Health Liaison Team Investme nt HBTT Accreditation, Optimisation for Purposeful Admission & Gatekeeping Crisis House Blackpool Launched Recovery Discharge Planning Tool Clinically Fit & Ready for Discharge Home Based Treatmen t Teams 24/7 MHUAC Prometheus support for MH in ED 10 Day Discharge Optimisation of Integrated Discharge Team Trailblazer supporting OA in Step Down Accommodation Inpatients Skylark, Avondale, Preston - 11 bedded unit (Opened to Rehab beds until Wesham completed) Trust Strategy Refresh Period Sylark, Avondale, Preston - 11 bedded unit for OA service Users Dormitories Wesham Rehab Unit - 28 bedded unit for Rehab Cumbria Safer Staffing Investment Currently Here. All key milestones met as per plan
Setting our direction The Quadruple Aim
Strategy Refresh Potential Strategic Goals Improving Health Strategic Goals We will reduce the number of people in the ICS who die by Suicide Our serviceswill be available to all who need them, with no inequalities in access, experience or outcomes ??? ??? ??? Joy and Pride at Work Strategic Goals Colleagues feel proud to be in LSCFT Colleagues have better health ??? ??? ??? Best Possible Care Strategic Goals Our Learning Culture will make care safer Our clinical interventions will be evidence-based and of the highest standard ??? ??? ??? Value for Money Strategic Goals We will increase the time to care for inpatient and community staff We will meet our financial obligations to the tax payer and wider NHS ??? ??? ???
What we have heard so far (key themes) Partnership working and translating the Trust s plans into delivery Co-production and co-design (listening and engaging with service users and a commitment to continuing to listen) Young people s mental health (including access to and transition from children s to adult services) Integration across organisations (including community and voluntary sectors) Improve access to services and reducing waiting lists (e.g. there are long waits for some services) Some patients are falling between services and experience difficulties in accessing care Barriers to accessing services (e.g. practicalities in terms of localities and also digital access) The need for a robust Digital plan (and integrated systems)
What we have heard so far (key themes) Availability of older people s specialist services Suicide and bereavement support (what plans are in place to support those impacted by suicide?) Dual diagnosis (Learning Disability and Autism and ADHD services) Resources to deliver the ambition (what opportunities are being explored?) Focus on prevention and keeping well (rather that reactive treatment) Eating Disorder Services (addressing waiting times and increasing the offer of care not waiting until a person is in crisis) Provision of all age MH services (including 0-5 years)
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