Live Healthy Live Happy WELCOME healthyhappystp Live Healthy

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Live Healthy Live Happy WELCOME @healthyhappystp

Live Healthy Live Happy WELCOME @healthyhappystp

Live Healthy Live Happy BIRMINGHAM AND SOLIHULL SUSTAINABILITY AND TRANSFORMATION PARTNERSHIP (STP) Paul Jennings

Live Healthy Live Happy BIRMINGHAM AND SOLIHULL SUSTAINABILITY AND TRANSFORMATION PARTNERSHIP (STP) Paul Jennings STP Leader - Live Healthy Live Happy

Agenda • • • Setting the scene – Paul Jennings & Rachel O’Connor Single

Agenda • • • Setting the scene – Paul Jennings & Rachel O’Connor Single Maternity Record Primary Care Mental Health End of Life Care Early Intervention

The NHS Five Year Plan – The Challenge • Public health and reducing inequality

The NHS Five Year Plan – The Challenge • Public health and reducing inequality • Reducing variation of quality and delivery in healthcare • Addressing inefficiencies

Role of Live Healthy Live Happy? • Co-ordinated and integrated public response to NHS

Role of Live Healthy Live Happy? • Co-ordinated and integrated public response to NHS Five Year Plan • Formed from public sector organisations who deliver health, care and local government services across Birmingham and Solihull • STP ‘System Board’ includes senior leaders from these organisations • STP Strategy sets out key priorities for improving services by working together

What It Is Not • About making job cuts or closing services • A

What It Is Not • About making job cuts or closing services • A single organisation – it is a partnership • Able to make a decision that overrules any constituent organisation • An alternative to local democratic decision-making processes

Our Partnership

Our Partnership

Our vision “Our vision is to help everyone in Birmingham and Solihull to live

Our vision “Our vision is to help everyone in Birmingham and Solihull to live the healthiest and happiest lives possible. ”

How we make it happen We will be driven by: • • • Shared

How we make it happen We will be driven by: • • • Shared priorities Great information A focus on reducing inequality Valuing people above processes and red tape Making Birmingham and Solihull a great place for our staff to work and for our citizens to live

Live Healthy Live Happy OUR PRIORITIES 2019/2020 Rachel O’Connor Assistant CEO - Live Healthy

Live Healthy Live Happy OUR PRIORITIES 2019/2020 Rachel O’Connor Assistant CEO - Live Healthy Live Happy

Setting the Scene • • • It takes a young person 30 clicks to

Setting the Scene • • • It takes a young person 30 clicks to find apply for apprenticeships within the NHS 400, 000 people in Birmingham are in bottom 1/5 th of social economic activity within the country Birmingham is the youngest city in Western Europe with over 40% being under the age of 30 We have more than the average percentage of older people in Birmingham & Solihull Young people told us if you cant look after the homeless, how can you look after us?

What we chose and why • We have identified priorities that will only have

What we chose and why • We have identified priorities that will only have better outcomes for our citizens by organisations working together • Listening to stakeholder feedback

Our Long Term Strategy Priorities 1 Maternity, Childhood and Adolescence - Sarah-Jane Marsh (BWCH)

Our Long Term Strategy Priorities 1 Maternity, Childhood and Adolescence - Sarah-Jane Marsh (BWCH) and Richard Kirby (BCHC) 2 • • A healthy start in life • Single local maternity system • Improving mental health for children and young people 3 Ageing and Later Life - Richard Kirby (BCHC) and Graeme Betts (BCC) • • Ageing well and improving health and care for older people Creating a better experience at the end of life Adulthood and Work - Nick Page (SMBC) and Roisin Fallon-Williams (BSMHFT) • • • 4 Promoting health and well being, and managing chronic disease Staff health and well being Promoting skills and prosperity Breaking the cycle of deprivation Enablers - Dr David Rosser (UHBFT) and Dawn Baxendale (BCC) • • Improving air quality for a healthier environment Broadening access to urgent care Digital innovation and integration Making the best use of the public estate

Portfolio Board Priorities 2019/20 STP Board • • Sustainability: Improving our Urgent Care System

Portfolio Board Priorities 2019/20 STP Board • • Sustainability: Improving our Urgent Care System Experience Transformation: Development of our future operating model (ICS) Maternity, Childhood and Adolescence • • Developing an integrated care delivery model for maternity, children’s and adolescence Providing continuity of carer, targeted at vulnerable women and women from certain BAME at risk of poorer outcomes Piloting an early years integrated care delivery model to improve outcomes in school readiness Piloting a young persons integrated care model in schools to support improve emotional resilience and positive mental health and wellbeing • • Adulthood and Work • • Single careers portal and recruitment & retention campaign for STP Maximising the implementation of STP priorities in the Inclusive growth corridor Ageing and Later Life • • • Integrated Neighbourhood Working (inc. Improved Intermediate Care Services In B’ham) Improved Support to Care Home Residents Improved End of Life Care Services Enabling Priorities Increasing our digital connectivity Realising increased value and efficiency from our one public estate

How We Communicate • • Website – regularly updated Issued our first newsletter –

How We Communicate • • Website – regularly updated Issued our first newsletter – working on second Engagement workshops Eo. L and Workforce Twitter Health Overview and Scrutiny Committee and Health and Wellbeing Boards Phyllis Stakeholder conference (December 2018) Via your own organisations

Questions & contact info • www. livehealthylivehappy. org. uk • livehealthylivehappy@nhs. net • @healthyhappystp

Questions & contact info • www. livehealthylivehappy. org. uk • [email protected] net • @healthyhappystp