Our plans
During the last year we have developed and implemented our service delivery model based on a “clinically led, managerially supported” ethos. This model will support us in achieving the requirements in the national policy documents, which firmly place clinicians at the forefront of service transformation.
We have continued to develop integrated ways of working and have concentrated on developing working relationships with our partners to benefit the patients we serve.
It is anticipated that the coming year will bring a change in organisational form, which will have significant implications for the future of Community Services Bury. We are well prepared for this. We have been running successfully as a formal arms length provider for over a year and have worked hard to embed our systems, processes and structures to enable us to deliver great services, whilst being flexible enough to meet changing and evolving demands.
We will fully embrace the Care Closer to Home agenda and will lead and support the transformational change that will be needed to make that happen.
This transformational change will be based on a number of principles, including what is best for the people we serve, offers good quality, and in the current climate, what can demonstrate productivity, efficiency and general good value for public money.
We fully expect the wider economic climate to impact on Community Services Bury. We have been very successful in the last three years in becoming more systematic and efficient and will continue to extend these measures in order to continue delivering high quality, local services.
The most important role for staff will be to continue to strive to deliver good quality and improved services. Knowing our services and our staff, we are confident that we can succeed.
Service development
As with our previous plans we aim to take a ‘bottom-up’ approach to business & service line planning. Each Senior Manager responsible for a Service Delivery Unit (SDU) has produced a Service Development Plan (SDP) for the services within their portfolio. Each Senior Manager has undertaken an exercise to identify their workforce requirements resulting from planned service changes and developments and these workforce plans are incorporated in the SDPs. The SDPs will function as ‘mini’ Business Plans for each SDU, clearly setting out the objectives and planned service developments for 2010/11, for their respective services and staff. In addition, they will be cascaded to all staff within the respective management units and translated into personal objectives as part of the appraisal process.
There are a range of service developments planned through service re-design:
- Implementation of the ‘Productive’ approach as a pilot in the Community Nursing Service
- All services working through the Business Management Centre to effectively manage service delivery
- Workforce redesign to ensure CSB is able to meet the agreed Service Specifications and commissioning requirements across all services, with specific work planned to restructure services within the Long Term Conditions Service Delivery Unit
- To continue to work with partner organisations to deliver integrated Urgent and Intermediate Care services
- Innovation schemes designed to provider care closer to home and avoid unnecessary hospital admissions/appointments.
Service Improvement
During 2009/10 a number of services were identified to undergo targeted service improvement CSB now has a well-established approach to delivering targeted service improvement, which seeks evidence that services meet a range of standards aligned to the triple bottom-line of Quality, Customer Experience & Best Value – this is called a Service Improvement Review.
As a result of further analysis of the services provided by CSB, the following have been identified as priorities for targeted service improvement during 2010/11:
- Community Dental Service (Service Improvement Review)
- Community Nursing Service (Productive)
- School Nursing (Service Improvement Review)