Strategic Priorities

Our strategic priorities are expressed as 12 priority areas for action in pursuit of our vision of high quality, sustainable and integrated care. These areas connect to three broad themes:
1. Quality of care
2. Health of the population

3. Value and financial sustainability


These themes are often referred to as the ‘Triple Aim’. The Triple Aim is a framework developed by the Institute for Healthcare Improvement that describes an approach to optimising the performance of health and social care services. Organisations and communities that attain the Triple Aim will have healthier populations, in part because of new designs that better identify problems and solutions further upstream and outside of hospital based care. People can expect less complex and much more coordinated care and the burden of illness will decrease.

For each of these domains there will be 12 priority areas for action, often building on existing work and all requiring focused attention and acceleration. These areas include integrated care, safe care, personalised care, supporting recovery, primary care, housing and community capacity, self-management, unpaid carers, the early years, reducing variation, technology and use of assets, and finally workforce planning.

These strategic priorities are the output of the work we’ve done to assess and forecast the needs of the population, consider how best our services can respond to those needs, and identify how best to deliver the required change.

The importance of delivering on the strategic objectives for the success of our partnership cannot be over-stated. It is the mechanism by which we will deliver better care and support for people, and make better use of the significant resources we invest in health and social care provision.

The simple truth is that our services cannot continue to be planned and delivered in the way they have been; the current situation is neither desirable in terms of optimising wellbeing, nor financially viable. With the full involvement of all stakeholders, and the creation of a single system for the planning and delivery of services, we can now think innovatively about how support services might be provided in the future.

In order to drive change across the 12 priority areas, we have identified 25 key deliverables, which are the actions we will take to make the changes happen.

Triple Aim National Outcome Measure Focus of Change

Key Deliverables

Quality of Care

People who use health and social care services have positive experiences of those services, and have their dignity respected

Integrated Care

1

We will put in place locality planning and service arrangements to support more responsive local services

2

Multi-disciplinary teams will deliver holistic, well-coordinated care, which builds on the natural capacities in people’s lives

People using health and social care services are safe from harm

Safe Care

3

We will implement the Scottish Patient Safety Programme within primary care and as part of that we will review the use of higher risk medications and address polypharmacy

4

We will continue to strengthen our adult protection protocols through case conferences, data collection and use, and service planning.

Health and social care services are centred on helping to maintain or improve the quality of life of people who use those services

Personalisation of care

5

People with assessed social care will be supported to use personal budgets to access care and support from a diverse range of providers to maximise the choice and control they have over their lives.

6

We will develop a strategy and service model that supports people who have dementia to live at home for as long as possible. This will include the delivery of post diagnostic support that will support people who have received a diagnosis of dementia.

People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community

Supporting Recovery

7

We will encourage rehabilitation and recovery of personal independence by developing an intensive reablement service

8

We will develop an intermediate care service to prevent hospital admission and support discharge within our care hubs

9

We will transform our mental health provision to deliver an integrated community model which is empowering to users and supports people to remain in control of their own lives

Primary Care

10

We will support our general practices to collaborate, develop multi-professional teams and influence local service arrangements

11

To reduce unnecessary clinical interventions and personalise the care experience, we will work with health and social care professionals to increase our use of Anticipatory Care Plans

Housing and Community Capacity

12

We will diversify our existing residential estate to create additional capacity in Extra Care Housing and specialist nursing care and will work with partners to ensure our existing housing stock is maintained and adapted to a standard which supports people to live at home for as long as possible

13

We will work with communities and the third sector to support community ventures which tackle social isolation, including, where appropriate, supporting community transport

Health of the Population

People are able to look after and improve their own health and wellbeing and live in good health for longer

Self-Management

14

We will support our Alcohol and Drug Partnership to deliver on its strategic commissioning role to support the recovery of people dependent on alcohol, by focusing on prevention and educational services

15

We will support people with long-term conditions to self-manage through the provision of advice and clinical support. Specifically, we will develop personal technology/systems that allow patients to monitor their vital statistics.

People who provide unpaid care are supported to look after their own health and wellbeing

Unpaid carers

16

We will work with the third sector to increase the numbers of identified carers, offer every identified carer a carer support plan and assess their eligibility for formal support. This will tie into to the equitable provision of respite care, to ensure that carers are supported to maintain their caring role.

Health and social care services contribute to reducing health inequalities

Early years

17

We will continue to contribute to the Western Isles Early Years Collaborative, to ensure that our children get the best start in life. This will include the further development of early intervention and prevention strategies that will be delivered by our universal services, including health visitors and GPs.

Value and Sustainability

Resources are used effectively and efficiently in the provision of health and social care services

Reducing Variation

18

Where appropriate, we will reduce the variation between localities in resource use at end-of-life by supporting palliative care at home or in a homely setting

19

Where appropriate, we will seek to reduce expenditure on the top 2% of the population who use the highest levels of resource, to ensure greater levels of healthcare equity

Technology and use of Assets

20

We will continue to invest in technology and improve processes to ensure that we maximise the potential of telecare, telehealth and networking with clinical and professional networks

21

We will reduce the number of long-term placements within off-island health and social care facilities in favour of a more efficient use of local resources

22

We will establish a health and social care hub in every locality area, which will deliver co-located integrated services

People who work in health and social care services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide

Workforce Planning

23

We will develop a three year workforce plan, based on labour market intelligence, which will consider how best our partnership can compete within the local, national and international labour market and grow a workforce from within our communities through the provision of educational opportunities

24

We will work with our parent bodies - NHS Western Isles and Comhairle Nan Eilean Siar - to keep people healthy at work and support them through periods of transition from one model or care to another

25

We will work with our parent bodies - NHS Western Isles and Comhairle Nan Eilean Siar - to increase the proportion of our staff whose contract of employment provides guaranteed hours and predictable patterns of work