This is a cut down version of a summary document produced for the Library Network. If you know of other board strategies and programmes that it would be useful to know about for planning purposes, please do let us know in the comments.
NHSGGC Board Objectives
These are overarching objectives set each year which pull from other strategies and programmes into the following broad categories:
- Better Care
- Better Health
- Better Value
Moving Forward Together
NHS Greater Glasgow and Clyde’s transformation programme for health and social care services “Moving Forward Together “(MFT) was approved by the board in June 2018 . The key delivery elements for this programme are:
- Promote healthy living and support people to maximise their own health
- Provide person centred care at the right time in the right place
- Move more care towards delivery in the community
- Centralise specialist care where there is evidence to support this
- Allow practitioners to work to the top of their license
- Provide joined up care through better team working
For more information visit this link.
Financial Improvement Programme
This goes hand in hand with the MFT, but specifically about making savings, or increasing efficiencies. There were specific strands, but it is unclear at this time whether these have been updated. More information will be provide at a later date.
Digital As Usual
The MFT strategy identifies the potential of eHealth to transform the delivery of health and social care, the eHealth digital strategy "Digital as Usual", approved by the board in August 2018, goes on to detail the 3 main areas eHealth will focus on:
Building a fully shareable Electronic Health and Care Record: ensuring our health and social care staff can work across organisational and professional boundaries.
Self and remote care: empowering citizens and helping more care nearer home.
Informatics: using health and care data to enhance safety and quality, creating a learning and health care system harnessing machine learning and artificial intelligence.
The Digital as Usual Delivery Plan goes further identifying 10 programmes of work, these are:
- Integrated EHCR
- Safer Use of Medicines
- Safer Diagnostics
- Primary Care and Contractor Services
- Self Care and Remote Care
- Clinical Informatics and Information Governance
- Patient Administration Transformation
- Workforce and Business Systems (this includes eESS and 0365)
- Technology and Infrastructure
Both the strategy and delivery plan can be viewed here.
This is a sub strategy of the digital strategy and is currently in draft. The five key themes identified by this plan are:
- Cohort identification and management
- Clinical indicators and outcome measures
- Clinical decision support
- Research and innovation
- Data infrastructure
NHSGGC was identified as a Centre of Excellence to take this forward, a draft priority paper has been tabled, as a result of a workshop in November 2018 and consultation with eHealth Clinical Leads, Realistic Medicine Lead and Pathway Lead. The paper is attached.
In early 2019 the NHSGGC board published the quality strategy for 2019-2023. The immediate priorities for this strategy are:
- Person centred care and the wider patient and carer experience
- Effective care
- Safe care
- Our people (building capacity and capability)
- Assurance and governance
To view the strategy go to this link here.
Launched by the Chief Medical Officer for Scotland in 2015, and reported on annually , Realistic Medicine contains 6 core elements:
- Shared decision making
- Personalised approach to healthcare
- Reduced unwarranted variation
- Reduce harm and waste
- Manage risk better
- Making innovative improvements.
The latest Chief Medical Officer's report on Realistic Medicine is available here.
This mentions the developing of the Atlas of Variation - on initial viewing this identifies the following areas for improvement in NHSGGC (highlighted in yellow):
Staff Health Strategy
Gathered by the comms team, this is a set of actions performed across multiple teams across the board to improve the health and wellbeing of staff, the key actions for 2018/19 are:
1. Carers - that the board understands the impact on the workforce of caring responsibilities and identifies support required for staff.
2. Financial Inclusion - That the board supports staff with financial difficulties by the provision of expert help and guidance.
3. Mental Health Awareness - That the board assesses current levels of support and identifies any opportunities to reduce mental health within the workforce.
4. Measurement of success- That the Board will be able to measure the impact of the strategy on the workforce using agreed methods.
There are also a range of ambitions including this one:
By 2020 staff health information and services will be accessible to all employees - regardless of their circumstances, job role, literacy or digital literacy needs.