Agenda item

The Chairman welcomed Jacqui Scott, Chief Executive Officer – Bromley Healthcare and Professor Ali Bokhari, Chief Medical Officer – Bromley Healthcare to the meeting to provide an update on the Bromley Healthcare Strategy.

The Chief Executive Officer informed Members that Bromley Healthcare had included its final closedown report following the CQC assurance programme. It was noted that their Hollybank Centre had recently been subject to an Ofsted inspection, and a judgement of a strong ‘good’ had been received across all three areas.

The Chief Executive Officer advised that the new Bromley Healthcare Strategy was ‘Community First’. It was an ambitious plan that empowered people to live their fullest lives in the heart of their communities. As a community services provider Bromley Healthcare worked collaboratively with partners across One Bromley. The work of the community services’ teams included: district nurses undertaking 675 visits a day in the community; discharge services carried out 30 supported discharges per day; health visitor and school nursing teams carried out 200 interventions per day; and child therapy services delivered 175 interventions per day.

The Strategy had been brought together using a collaborative approach. The process was led by the Better Together Group (colleague collaborative), which undertook 250 conversations across the organisation. From the insights received internally and from partners three strategic goals had been identified:

1.  Build a culture of growth and opportunity for our people – the experience of colleagues is vital. This priority recognises the importance of investing in and recognising the talents and dedication of our colleagues which would be achieved by reorientating clinical leadership away from focusing on individual services towards neighbourhood working. Developing the BHC academy, continuing to improve psychological safety across the organisation and focusing on recruitment and career pathways; which were resulting in reduced vacancy levels. The focus on developing the health and wellbeing offer would continue.

2.  Become a leader in integrated care driven by the population’s needs – focus on integrated services so pathways ran smoothly for patients. Neighbourhood teams would run a number of innovative projects, some of which were already having an impact. Examples included detecting  patients at risk of deterioration early and setting up a multidisciplinary team to offer treatment. Benchmarking data suggested that these patients were happier with the service received, their length of stay was shorter and their outcomes improved on discharge. Hospital@Home services also prevented unnecessary admissions.

3.  Invest in our communities – this was key for Bromley Healthcare as many of their staff were part of these communities.

The Chief Executive Officer advised that Bromley Healthcare also had an ambitious digital programme – all clinicians had been provided with updated laptops/iPads, and were using the same systems as GPs. The new care co-ordination centre had been established, which received around 20,000 calls a month, and bookable appointments would shortly be launched.

In response to questions, the Chief Medical Officer said that there would be a focus on health inequalities as this had a huge impact on lived experiences, disease progression and mortality for patients. The neighbourhood teams and population health management were looking at the section of the population where health inequalities could be evidenced in the data. The Chief Executive Officer noted that One Bromley would be launching a Neighbourhood Board, and a focus of its work would be health inequalities. The Chief Executive Officer advised that 25% of interventions were delivered virtually, but AI was not currently being used.

The Chairman thanked the Chief Executive Officer and Chief Medical Officer for their update to the Sub-Committee.

RESOLVED that the update be noted.