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Castle Point & Rochford Locality Estates Strategy

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Castle Point & Rochford Locality Estates Strategy Castle Point & Rochford Locality Estates Strategy Introduction July 2018 V9GB-040718 V9 140318 Table of Contents 1 Overview ................. 2 2 Strategic context ................. 3 National Drivers for Change ...................... 3 2.1.1 Five Year Forward View 3 2.1.2 Sustainability and Transformation Plan/Partnership (STP’s) 3 Local drivers for change ...................... 4 2.2.1 Castle Point & Rochford CCG’s 5-year Strategy 4 2.2.2 Castle Point & Rochford CCG’s Primary Care Strategy 4 2.2.3 Sustainability and Transformation Plan/Programme 5 2.2.4 South East Essex Strategic Estates Plan/Locality Estates Strategies 6 3 Castle Point ................. 8 Castle Point demographics ...................... 8 Key health issues in Castle Point ...................... 9 3.2.1 Life Expectancy 1 Population of Castle Point ...................... 1 4 Rochford District ................. 2 Rochford District Demographics ...................... 4 Key Health Issues in Rochford District ...................... 5 4.2.1 Life Expectancy 6 Population of Rochford District ...................... 6 5 Summary ................. 7 V9 040718 1 1 Overview Castle Point & Rochford Clinical Commissioning Group (CCG), Essex County Council, Castle Point Borough Council and Rochford District Council, together with NHS England (NHSE), are responsible for the delivery and provision of primary and community health and social care across the Castle Point & Rochford area. In partnership, the CCG and Councils have ambitious plans to bring health and social care services together to make significant improvements in how and where these services are delivered in a primary and community care setting. Together they will develop innovative ways to coordinate care around people’s needs by delivering more support at home as well as earlier treatment in the community to help people be healthier for longer. By working in a more joined-up fashion and promoting the prevention agenda, unnecessary hospital admissions can be reduced and patients can remain independent in their own home for longer. By bringing together the collective resources of Castle Point & Rochford’s statutory, voluntary and third sector organisations, the aim is to give the area a truly integrated health and social care system, where information is shared between professionals enabling them to create a single, comprehensive care package encapsulating all of a client’s needs. Castle Point & Rochford is located on the coast of south Essex, between Basildon and Southend-on-Sea, Rochford District has a population of 83,287 over 65 square miles and Castle Point has a population of 88,011 over 17.3 square miles. The CCG have divided the area into 4 localities; • Rochford, including Ashingdon, Hockley, Hawkell, Hullbridge, Great Wakering and Canewdon • Rayleigh; • Benfleet, including Thundersley and Hadleigh; • Canvey Island. The main providers of non-primary care healthcare services in the area are; • Basildon and Thurrock University Hospital (BTUH) – secondary care • Southend University Hospital Foundation Trust (SUHFT) – secondary care • Essex Partnership University Trust (EPUT) – community and mental health services; • East of England Ambulance Service. The public sector in Castle Point & Rochford owns a considerable amount of estate and land, therefore the CCG and Councils recognise the value of working together to get more out of their collective assets whether that’s for catalysing major service transformation such as health and social care integration and benefits reform; unlocking land for new homes and commercial space; or creating new opportunities to save on running costs or generate income. This Locality Estates Strategy Introduction provides an overview of the of the whole Castle Point & Rochford area and provides the context in which the four individual Locality Strategies have been developed. Individual Locality Strategies have been developed for Rochford (and surrounding areas), Rayleigh, Benfleet (Thundersley & Hadleigh) and Canvey Island. Each Strategy is a “live” document and will continually be updated to reflect the emerging CCG and STP transformation plans. V9 040718 2 2 Strategic context National Drivers for Change 2.1.1 Five Year Forward View The Five Year Forward View (5YFV), published in October 2014 sets out a clear strategic framework. It sets out how the health service and its partners can meet the challenges of changing health needs, rising expectations and constrained public resources by addressing the following gaps: • Health and wellbeing gap and the need to invest in prevention; • Care and quality gap hence the creation of the new models of care; • A funding gap of £30b nationally to be closed through efficiencies (80% - £22b nationally) and investment (20% - £8b nationally) over the next five years. In March 2017, the “Next Steps on the NHS Five Year Forward View” was published and concentrates on what will be achieved over the next two years, and how the Forward View’s goals will be implemented. 2017 marks the third phase where the focus shifts decisively to supporting delivery and implementation of the key priorities detailed in the Plan: • Urgent and emergency care; • Primary Care; • Cancer; • Mental Health; To deliver these aims, commissioners and providers across the NHS and local government need to work closely together – to improve the health and wellbeing of their local population and make best use of available funding. 2.1.2 Sustainability and Transformation Plan/Partnership (STP’s) Sustainability and Transformation Plan/Partnerships (STPs) bring together primary care, acute care, mental health services and social care to keep people healthier for longer and integrate services around the patients who need it most. They reflect the recognition that more integrated models of care are required to meet the changing needs of the population. In practice, this means different parts of the NHS and social care system working together to provide more co-ordinated services to patients – for example, by GPs working more closely with hospital specialists, district nurses and social workers to improve care for people with long-term conditions. STPs will cover the period up to March 2021 and will focus on: • improving quality and developing new models of care • improving efficiency of services • improving health and wellbeing V9 040718 3 Local drivers for change 2.2.1 Castle Point & Rochford CCG’s 5-year Strategy All stakeholder organisations in the Castle Point and Rochford have developed a joint five-year plan to ensure that all organisations look at the system as a whole, from the viewpoint of its citizens. The collaboration defines a vision and values that are designed to have the best interests of the residents at its heart. The objectives of Castle Point & Rochford’s plans are: • Transforming the care of the vulnerable and elderly; • “Home not hospital”; • Personalised and preventative care; • Delivering care outside the Hospital; • Planned surgical care: driving higher volume through fewer centres; • Focus on children and young people; • Quality in primary care. This will be achieved by: • Commissioning integrated health and social care management hubs in both CCG localities to improve care for the vulnerable and elderly; • Develop and implement community and acute frailty pathways including intermediate care beds and a full review of ambulatory emergency care; • Treating patients in the comfort of their own homes and tailoring care to individual patient’s needs through telemedicine and remote consultations; • Develop and deliver Joint Activity Reduction Plan in partnership with Southend CCG and SUHFT to reduce acute based activity, focus on MSK, ophthalmology and paediatric reductions; • Co-production and self-management, facilitated by technology, will be at the heart of this new model, enabling the home to safely be the location for higher acuity healthcare; • Support the review of Essex acute Hospitals and implement recommendations for sub-specialisation; • Work with partners to recommission Children’s Adolescent and Mental Health Services on an Essex wide basis; • Invest in a programme of targeted primary care development to support the delivery of the Strategy and the associated goals to reduce the variability of primary care quality and outcomes so that patients across the localities receive the same high standard of care. 2.2.2 Castle Point & Rochford CCG’s Primary Care Strategy General practice and wider primary care services face increasingly unsustainable pressures. Castle Point & Rochford’s Primary Care Strategy identifies the need for an integrated, flexible and responsive primary care-led health system providing wider primary care at scale, with people only going to hospital where there are no other community-based options for them. The aim is that no barriers remain between primary, community, secondary and social care to allow true, integrated teams working for the benefit of patients. V9 140318 4 The key priorities for primary care in Castle Point & Rochford can be summarised as: • Reducing variation in the quality of primary care; • Support for preventative care, wellbeing and early diagnosis of health problems; • Integrated approaches to primary care on a 24/7 basis, supported by NHS 111 and Out of Hours; • Integrated approaches (linked to Better Care Fund) to care for the elderly and those with long-term conditions; • Personalised care-planning and self-management; • Rapid, convenient access to planned and outpatient care, with more care provided out
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