Our priorities

We will work as equal partners in our communities to build healthy places that allow people to stay well and independent.

 

The Alliance partner organisations will work together to improve the physical, mental health and wellbeing of the residents of NW Surrey, and develop thriving communities by supporting each other to improve population health.

We will revolutionise access and navigation to empower local people to access our services when they need them.

 

We will work with an industry partner to revolutionise access and navigation to empower local people to access our services when they need them, giving our community and team the absolute best experience possible.

We will build the workforce we need for the future and support the health, wellbeing and happiness of our team.

 

We want The Alliance to be an employer of choice, attracting, retaining local and diverse talent. The Alliance partner organisations will do this by working together with others to improve the education, employment and training for the residents of North West Surrey.

Our aims are to:

• Develop a joint Health and Wellbeing strategy and equalise the offering where possible.
• Review opportunities to improve work-life balance such as, agile and flexible working where we will share best practices across the Alliance.
• Explore ways we can support staff working in the community such as, Community Support Workers.
• Develop structured career ladders and development plans to support staff with career development.

How we are achieving this

To support the needs of the estimated 40,000 people living with frailty by building an integrated team of professionals that supports the person, their carer and staff. The mix of skills in the team has improved knowledge, communication and means patients get fast treatment, reduced waiting times and admissions.

We will build a resilient partnership that is able to anticipate, absorb and respond to current demands.

 

We want to provide patient-centred, high-quality planned care services for those that require them, which are delivered by the right team in the right place at the right time, whilst focusing on restoration and recovery of planned care services following the COVID pandemic.

We want to ensure that all services are right-sized to meet the needs of our population, as well as maximise efficiency and capacity of outpatient activity and elective procedures.

We will provide excellent services to support people’s health and wellbeing when they need them.

 

We want to provide patient-centred, high-quality urgent care services when required, which are delivered by the right team in the right place and the right time.

We want to make efficient use of the community beds across the local population, virtual wards and other urgent care services to ensure that only those who need to be cared for in an acute hospital are admitted and also discharged in a timely manner.

We work to understand different community needs and adapt our offer to drive the improvement where it is needed most.

 

How we are achieving this

• We repositioned £3m investment with boroughs to support prevention - funding a Women’s Support Centre for domestic violence victims and survivors that was threatened with closure. We have also developed 20 safe housing units, accommodating 100+ people with complex needs.
• Our locally grown Angelic Network of more than 200 women provides education and healthy living support, helping to reduce isolation and loneliness.
• We have increased unpaid carers support services and carers registered with GPs by 2,000 people.
• Our Sheerwater team alone has mobilised 17 projects involving 1,400 residents, including cost of living support, digital inclusion, new youth clubs, exercise/leisure access.
• We collaborated with the Royal Horticultural Society to develop garden space within the residential centre next to a GP practice, co-designed with residents.

We will develop sustainable services by reconnecting relationships, creating networks of expertise that are empowered to meet community needs without the bureaucracy of referrals and organisational silos.

 

How we are achieving this

• We have achieved a 31% reduction in hospital length of stay – reducing the typical numbers of people in hospital for 7 days or more from over 230 people on a given day to below 150. For those with a 21+ day length of stay, this has reduced to 80 people a day to under 35 people.
• We have reduced the hospital bed base by 112 beds, while servicing 10% more emergency activity through:
  • Care provider partnership - dedicated capacity in 60 care home beds and ring-fenced domiciliary care.
  • Our integrated discharge team is co-located in St Peter’s hospital and brings together colleagues across adult social care, health, borough councils community services, to get people back home with the right support. This includes everything from arranging housing repairs to connecting them to community support.
  • 15 dedicated step-down housing units supporting hospital discharge
  • Our Main Effort programme seeks to alleviate pressure across services at Ashford and St Peter’s Hospitals and improve capacity so there is space to treat those requiring hospital care when they need it.
  • Integrated community teams focusing on complex care - reduced admissions for dementia, falls, UTI (urinary tract infection), catheter issues by 12%. For those who go to hospital, 50% more are seen directly by frailty specialists on arrival.