Modernising Diagnostics
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Our journey – developing capacity
Ben Vinter
January 2024
NHS Trust
Hospital Sites
CDCs
Cheshire and Merseyside Acute and Specialist Trust Collaborative
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12 acute and specialist trusts in C&M
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Developed from hospital cell and strong pandemic collaboration
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Initial focus: mutual aid, resilience, improvement / transformation
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Developmental focus on vision, values, relationships and behaviours and restoration and recovery priorities – for
around a year
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Alongside our development we established and implemented a programme approach – reflecting our priorities
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Links with other forums through: place, programme boards, ICB etc – ongoing
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Governance foundations well established through leadership behaviours, Chairs plus, culture and Joint Working
Agreement and Committees in Common approach – 15 – 18 months through our journey. Now 3 years
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CMAST is one of nine provider collaboratives across England to secure NHSE Provider Collaborative Innovator status
– supported timely reflection and validation
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Working effectively with places, Partners and stakeholders to improve the health and wellbeing of the
population of Cheshire and Merseyside by:
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Reducing health inequalities
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Improving access to services and health outcomes
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Stabilising fragile services
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Improving pathways
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Supporting the wellbeing of our staff and developing more robust workforce plans
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Achieving financial sustainability
Our work and programme delivery are governed through our established CMAST governance and networks
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The Diagnostics Programme has set out an ambitious
5-year strategy (2023-28) to deliver against six key priorities:
To deliver we will:
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CMAST Programme SRO
Group
Clinical
Pathways
Elective
Restoration &
Transformation
Workforce
Finance,
Efficiency & Value
Trust Boards
CMAST Operational
Performance Group
CMAST Leadership Board
MDs Group
COOs Group
DOF Group
Director of
Strategy Group
DONs Group
HRD Group
ICB
CMAST PMO
Diagnostics
CMAST Programmes (reporting to SRO Group)
Groups
supporting
the CMAST
Programme
SRO Group
Trust Chairs
Committee In
Common
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We initially established 5 programmes and the means to govern and take system decisions when needed.
This work encompassed three core delivery programmes and two enabling programmes
Our programmes:
Delivery
Programmes
Enabling
Programmes
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Our programmes for 2024 and beyond (emerging from 2023 focus, investment
and system prioritisation):
Enabling
Programmes
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Collaboratively developing capacity, Cheshire and Merseyside Acute and Specialist Trust focuses on reducing health inequalities, improving access to services, stabilizing systems, enhancing pathways, supporting staff wellbeing, and ensuring financial sustainability. Their strategic direction includes digitalization, innovation, capacity increase, demand reduction, pathway standardization, and productivity maximization.
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Presentation Transcript
Diagnostics Programme Acute and Specialist Trust Collaborative Diagnostics Programme Our journey developing capacity Ben Vinter January 2024 Modernising Diagnostics
Cheshire and Merseyside Acute and Specialist Trust Collaborative Population NHS Trust Hospital Sites 2.7 million people 23% of neighbourhoods most deprived in England 1.154 square miles CDCs Organisations 349 GP Practices 47 Primary care Networks (PCNs) 7 Acute Trusts 5 Specialist Trusts 9 Places 3 Community/Mental Health Trusts 1 Ambulance Trust
Orientation: Who are we 12 acute and specialist trusts in C&M Developed from hospital cell and strong pandemic collaboration Initial focus: mutual aid, resilience, improvement / transformation Developmental focus on vision, values, relationships and behaviours and restoration and recovery priorities for around a year Alongside our development we established and implemented a programme approach reflecting our priorities Links with other forums through: place, programme boards, ICB etc ongoing Governance foundations well established through leadership behaviours, Chairs plus, culture and Joint Working Agreement and Committees in Common approach 15 18 months through our journey. Now 3 years CMAST is one of nine provider collaboratives across England to secure NHSE Provider Collaborative Innovator status supported timely reflection and validation
CMAST Priorities Working effectively with places, Partners and stakeholders to improve the health and wellbeing of the population of Cheshire and Merseyside by: Reducing health inequalities Improving access to services and health outcomes Stabilising fragile services Improving pathways Supporting the wellbeing of our staff and developing more robust workforce plans Achieving financial sustainability Our work and programme delivery are governed through our established CMAST governance and networks
Strategic Direction The Diagnostics Programme has set out an ambitious 5-year strategy (2023-28) to deliver against six key priorities: To deliver we will: Digitalise & Innovate Increase Capacity Reduce Demand Standardise Pathways Maximise Productivity
CMAST Governance ICB Committee In Common Trust Chairs CMAST Leadership Board Trust Boards CMAST Programme SRO Group CMAST Operational Performance Group Director of Strategy Group Groups supporting the CMAST Programme SRO Group CMAST PMO HRD Group CMAST Programmes (reporting to SRO Group) MDs Group DONs Group Elective Restoration & Transformation Finance, Clinical Pathways COOs Group Workforce Diagnostics Efficiency & Value DOF Group
Our initial focus We initially established 5 programmes and the means to govern and take system decisions when needed. This work encompassed three core delivery programmes and two enabling programmes Our programmes: Delivery Programmes Elective Recovery and Transformation Clinical Pathways Diagnostics Finance, Efficiency and Value Includes: Efficiency at scale with includes back office opportunities Enabling Programmes Workforce
Our focus now Our programmes for 2024 and beyond (emerging from 2023 focus, investment and system prioritisation): Elective Recovery and Transformation Clinical Pathways Diagnostics Efficiency @ Scale Finance, Efficiency and Value Enabling Programmes Workforce Digital
Our challenges. Our ingredients for success? Challenges Inherited cultures and approaches to governance Data access and standard Diagnostic islands Ingredients for success CEO SRO Shared SRO with Cancer Alliance System leadership connectivity and alignment Relationships Capital approaches and timeframes Operational and leadership capacity Trust
Diagnostics Programme We have 2.7 million reasons to modernise diagnostics in Cheshire and Merseyside
