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Strategy 2014-19: Our Vision for the New King's

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Strategy 2014-19: Our Vision for the New King's STRATEGY 2014-19 Our Vision for the new King’s King’s College Hospital, Princess Royal University Orpington Hospital Queen Mary’s Hospital, Beckenham Beacon Denmark Hill Hospital, Farnborough Sidcup Our vision is to become a fundamentally new kind of hospital built around We will be three types of hospitals in one: patient need, offering all our patients – local, national and international – the highest quality of care. • A leading national specialist hospital treating patients from across the country • A major regional emergency centre for London and the south east Working across our sites, and in the community, our care will be kind, innovative and • An extensive multi-site district general hospital for our resident population. It will efficient. Clinical care, research and education at King’s will work hand in hand to provide urgent hospital care joined up with GP services near where people live, and ensure the best services, latest treatments and compassionate care. well-run appointments and operations when people need them. Wherever we work we will be Team King’s, united by our caring culture and our values: Inspiring Making a Understanding Working Always aiming confidence in difference in you together higher our care our community Our background King’s College Hospital NHS Foundation The next five years will see further Trust provides hospital care to patients in change as we follow through our plans for Lambeth, Southwark, Lewisham, Bromley, these new hospitals to improve services and beyond to South East London and for patients in Bromley and Bexley. Kent. Our 11,000 staff see over one and We have a big task to meet increasing a half million patients each year – from needs and improve services with over- routine care for sick children and elderly stretched staff, beds and theatres. Like the people with long term illnesses like rest of the NHS, we have to make deep asthma or diabetes, to highly specialised financial savings without compromising services like transplants, brain surgery or on patient safety. We must work even emergency treatment for major accidents. closer with neighbouring health and social care services to ensure services King’s has recently made some important are better joined up and keep people changes to services, including setting up a healthier. Meanwhile, we need to meet major emergency centre for patients across the ever-changing requirements of NHS south east London with major injury, stroke commissioners, regulators and politicians. or heart attack, ensuring fast access to life-saving treatment and improving their We will need all our staff, local chances of survival. We have also changed organisations, patients and the public to our organisation, taking over the running of work with us to achieve these goals – that services at four neighbouring sites, which is why our transformation programme is were part of a failing Trust: Princess Royal called “All Together Better.” University Hospital (PRUH), Orpington Hospital, Beckenham Beacon and some services at Queen Mary’s Sidcup. “As King’s College Hospital NHS Foundation Trust enters its second century we now look very different – with 11,000 staff across multiple busy sites, pioneering clinical care in the face of new challenges like dementia and funding cuts. But we believe as passionately as ever in our King’s values and I am confident everyone in Team King’s remains as energised as ever by our commitment to local patients.” Tim Smart, Chief Executive Our strategic plans 1. Improving and joining not be cancelled, and patients will be What will our hospitals look like and who will they work with? treated quicker and go home sooner with together services in the the right support. We will also work more new King’s collaboratively to ensure patients can get the right rehabilitation and home care Princess Royal We will improve our new hospitals and and spend less time in a hospital bed. King’s College University Hospital join their services together with the Hospital enlarged King’s organisation. To start with, • Major hospital we will return to our usual high levels of 3. Joining up local care • Major hospital and for local residents emergency centre for performance, mainly by cutting waiting • Small number of We will lead integration of care in our local and times for patients, whether they are in local communities with other health and specialised services A&E, waiting for a test or operation, or regional patients care organisations. We aim to coordinate • Education planning to go home. services for individual patients, so all • Research and education their personal choices and needs – Orpington We are on the way to turning round the physical, mental and social – are met Hospital quality of care and saving money for earlier and they feel in control of their patients and taxpayers in South East health and care. This will prevent stressful • Centre for non-complex London. This is the cornerstone of our and expensive emergency hospital Our Partners plans over the next three to five years. appointments admissions, stop repeated appointments and surgery GPs & community services and allow people to go home or into step 2. Leading local down facilities as soon as they are ready. • Neuro-rehab Social care service changes Nursing Homes We will lead local service changes Local commissioners together with our patients and staff. We Queen Mary need to meet rising demand, keep waiting Hospital NHS England times low and continue to improve services for our local populations – as we It all means change in the way that • King’s as major tenant King’s Health Partners have achieved in recent years for injury, people, buildings and equipment are • Day case and stroke and heart attack care. used across services in our area. King’s outpatient services will work together with local doctors, We will look at all our services and make hospitals, social services and funders choices about the best way to develop (under the umbrella of ‘Southwark and Beckenham them. We will move planned services (like Lambeth Integrated Care’) to share Beacon hip and knee replacements) to special information, people and money to deliver treatment centres where operations will better value, joined up care. • Local specialist outpatient services closer to home Our strategic plans 4. Leadership in research, 5. Financial sustainability 6. Staff motivation and King’s Health education and innovation Our long term financial plan will balance cultural change Partners cross-cutting With our partner Trusts and university, the books over the long term. The key Staff are working longer hours under programmes we aim to be a world frontrunner ideas to save money over the next five pressure to keep day-to-day services years include: • Mind and body: Treating in healthcare, research, teaching going, maintain standards and deliver • Use hospital sites in the best way to the whole person and innovation – making scientific improvements. The radical changes improve productivity • Value-based care: breakthroughs, inventing new treatments to care that will be needed mean • Changing care models to reduce waste Building a sustainable and bringing them to our patients. We will we urgently need better support, and delays healthcare system invest in the services where we produce development and management for our • Making best use of our beds and • Integrating care: the best results and research. We will staff. We want Team King’s to be healthy, facilities e.g. increasing specialisation Stronger communities, build state-of-the-art facilities attracting productive, adequately staffed and • Grow services to meet local needs, better outcomes leading academics from around the world properly equipped for the future. develop our specialist services • Improving public health and encourage new areas of research and private/ commercial activity, • Translating ground- across all our sites. education and research. breaking research • Transforming through education 7. Partnership working We will only be able to make this strategy a reality by working differently and collaboratively with others. Here is an idea of how we all play our part: King’s Health Partners clinical themes: excellence in... King’s Health Local Councils NHS England will Primary and CCGs will support the • Cancer Partners will Nursing Homes will and Social Care buy specialised community care will long term vision for • Child health significantly provide rapid access will offer seven day services in centres provide responsive SE London services advance our global accommodation reablement support of excellence, seven day urgent • Cardiac with new models position and deliver for step down care and preventive help rewarding care and smart • Diabetes and obesity for commissioning integrated whole before going home at home and in the innovation and best management of long integrated care • Mental health and person care community outcomes term conditions neurosciences • Regenerative medicine and transplantation For further details on our strategy and to get involved, visit www.kch.nhs.uk/about or call 020 3299 8785. .
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