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NHS 24 Strategy 2017-2022

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NHS 24 Strategy 2017-2022 Our Strategy 2017-2022 Helping to deliver a healthier Scotland by connecting people to health and care advice, information and support 24/7 1 Contents Page Our Foreword (Chair and Chief Executive) 2 Overview 3 Our Purpose 4 Strategy Our Strategic Objectives 5 Our Delivery Principles 6 Our Current Services 8 2017-2022 Our Key Successes 9 Making it Happen – Our Key Priorities 10 Sustaining Improvement, Measuring Impact 16 Conclusion 16 2 3 1. Foreword 2. Overview NHS 24 is best known for the delivery of our 111 NHS 24 is the national contact centre organisation The Scottish Government has identified a Route service, and this is at the forefront of delivering for NHSScotland and is responsible for providing Map1 to achieving the 2020 Vision, which has a safe and effective urgent care and support to a range of telehealth services to people across Triple Aim at its core. Our strategy encompasses the public when GP practices are closed. We also Scotland. NHS 24 also supports and facilitates that Triple Aim of: deliver a range of other urgent care and scheduled developments in telehealth and telecare to improve services, which support partner NHS Boards. the health and wellbeing of the population. We develop and deliver a range of digital services, Delivery of safe, effective and person centred care • Quality of care which add value to the health and wellbeing to the people of Scotland is the absolute priority landscape across Scotland. for NHS 24. • Health of the population As a national organisation, NHS 24 has a unique Our services are delivered across a range of opportunity through its infrastructure to align itself Esther Roberton Chair channels including telephone, online, web more closely with primary care in response to a NHS 24 chat, text, email and social media, on a ‘Once • Value and financial number of drivers including Health and Social Care for Scotland’ basis to complement the face to Integration, the programme of work to Transform sustainability face delivery of NHSScotland’s health and care Urgent Care, and national strategies such as the services. Our strategy is aligned with the Scottish National Clinical Strategy. Government’s 2020 Vision for health and social In delivering against the triple aim, NHS 24 will care which is that: work with the wider NHSScotland, Social Care, We have three strategic objectives: Voluntary and Independent sectors, and the public By 2020 everyone is able to live longer to ensure that our capability is appropriately • Supporting people to live longer, healthier lives healthier lives at home, or in a homely setting. focussed on supporting and delivering services. NHS 24 has the potential to make a significant We will have a healthcare system where we have • Aligning with national health and care strategies contribution to health inequalities by means of integrated health and social care, a focus the free, easy-to-access nature of its service • Building a stronger organisation on prevention, participation and supported delivery model. Angiolina Foster self-management. We take seriously our commitment to the 2020 Our delivery principles will underpin everything Chief Executive NHS 24 Workforce Vision and will firmly embed the we do, reliably supporting the whole health and When hospital treatment is required, and cannot NHSScotland Values2 across our organisation. care system 24/7. The services we deliver will meet be provided in a community setting, day case the needs of the public and our partners through treatment will be the norm. Whatever the setting, Our organisation is ready to rise to the challenge meaningful engagement and robust evaluation. of delivering services differently, with the needs care will be provided to the highest standards of of the public at the heart of everything we do; We have much to do, and across the organisation quality and safety, with the person at the centre in service design, development, improvement there is an appetite for positive change. Our key of all decisions. and evaluation. priorities highlight activities which will enable us to maximise our contribution to a high quality, There will be a focus on ensuring that people get sustainable health and care system in Scotland. back into their home or community environment We are very excited by the possibilities and as soon as appropriate with minimal risk of opportunities presented in our strategy the re-admission. delivery of which will continue be shaped by views from the public and our partners. 1 Route Map to the 2020 Vision for Health and Social Care, Scottish Government, May 2013 2 http://www.staff governance.scot.nhs.uk/improving-employee-experience/2020-workforce-vision/ 4 5 3. Our Purpose 4. Our Strategic Objectives There are three main themes to our Alignment with National Healthcare Helping to deliver a healthier strategic objectives over the next Strategies five year period: Our staff deliver a high quality Unscheduled Care Supporting people to live longer Service to approximately 1.5 million callers every Scotland by connecting people year. We will, in helping to deliver the outcomes of healthier lives the National Clinical Strategy5, extend our multi- disciplinary team working approach to include The Scottish Government’s 2020 vision outlines Pharmacists, Allied Health and Mental Health to health and care advice, ‘We will have a healthcare system where we Professionals. have integrated health and social care, a focus on prevention, anticipation and supported self- NHS 24 will support Health and Social Care information and support 24/7 management’. We know that people are living Integration6 through delivery of national longer, and that the prevalence of people living technology based services for Scotland. NHS 24 with long-term conditions is significant; 46% of could have a role in extending its remit to local adults (aged 16 or over) have at least 1 long term authorities and delivering services which meet the condition3. urgent care needs of those within the care system. We will identify and support the introduction of NHS 24 has a vital role in delivering services to new digital services and apps to support the self- support new models of urgent care as identified management of health and wellbeing for people with within Professor Sir Lewis Ritchie’s independent long term conditions, building on the work we are review of the Primary Care Out-of-Hours Service in progressing in home and mobile health monitoring, Scotland. NHS 24 is already discussing with partner digital telecare and video enabled services. Boards and Health and Social Care Partnerships how we can shape our future role and remit to A number of our Scheduled Care Services have been support these national programmes. established with the aim of providing advice and self- care support in order to avoid the need for hospital Our multi-disciplinary focus extends to our attendance and to enhance the patient journey by contribution to Prescription for Excellence, the providing the right care, at the right time. National Pharmacy Strategy and the emerging Mental Health Strategy for Scotland. Our ambition is to extend our services to support Scotland’s House of Care model4 by giving the public more choice through the availability of Building a stronger organisation relevant quality assured information and resources, and ensuring our decisions about people who NHS 24 is on a journey to build a stronger make contact with our service are based on ‘what organisation and working with the public and matters to them’. stakeholders will be key in helping us deliver our future remit and purpose. Our strategy helps us to Organisational Processes and plot the path to success and prioritise what we can Arrangements do in support of the 2020 vision. We will work hard to ensure that our organisation Health has the solid foundations on which to deliver a gold Engaged, Care and and Care standard service to the population. We will ensure Informed, professional empowered Support team our staff have the skills and capabilities to deliver Individuals Planning committed to services across multiple channels, expanding the and Carers Conversation partnership working service offering beyond the telephone. Our internal vision will be underpinned by our values and organisational culture. ‘More Than Medicine’ Informal and formal sources of care sustained 3 Chief Medical Officer’s Annual Report 2014-15 ‘Realistic Medicine’ by the responsive allocation of resources 4 http://www.gov.scot/Publications/2016/02/8618/7 5 http://www.gov.scot/Resource/0049/00494144.pdf House of Care Model 6 http://www.gov.scot/Topics/Health/Policy/Adult-Health-SocialCare-Integration 6 7 5. Our Delivery Principles 1. Virtual and public facing 4. Supporting the whole health and 7. Best value and sustainability 8. Strong and supported workforce care system We will utilise to best effect, our contact centre We are committed to adding value to the health NHS 24 will be an inclusive and welcoming place capability during the day and out-of-hours period. We will deliver person-centred services which and care system across Scotland and delivering to work. We will further develop our workforce Our infrastructure and technology will provide the provide the best outcome for the public at that services as efficiently and effectively as possible. to be available, adaptable and affordable to meet backbone to delivering safe and effective services. point in time. Our services will be developed in Our out-of-hours model of care is well established the needs of the services we offer. We recognise Our services will provide a first contact option for partnership with the public and our stakeholders, and adds value to those who use our service, but that the biggest opportunity we have to reshape advice, information, support and care, as well as and will be monitored and evaluated to ensure we there is always room for improvement.
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