Sustainability and Transformation Partnership
The Sussex and East Surrey Sustainability and Transformation Partnership (STP) brings together 24 organisations involved in the planning and provision of health and care services across the region. This includes CCGs, acute hospital trusts, mental health, community services, and local authorities.
QVH is part of this partnership.
Together these organisations are focused on how the NHS and social care can work together to improve and join-up services to meet the changing needs of all of the people who live in our area. As our population grows, and grows older, we need more health care and different services. Some of the services we have now, were not designed to meet the needs of today or the future and do not make the most of medical advances.
We want to do more to prevent illness, support people to manage existing health conditions and to stay independent. To do this we need seamless health and social care services.
The STP is a partnership and a new way of working. It ensures that all the health and care organisations in Sussex and East Surrey are working together in a joined-up way.
One of the STP priorities is to develop more community-based services, helping people to stay well closer to home. This will reduce demand on our hospitals, enabling them to improve their specialist services. Working together in this way means that we can offer local people better care and better outcomes and make more efficient use of the resources available to us.
Progress so far
In November 2016, the STP published our ambitions for improving health and care for local people. We need to radically change the way we work across the region if we are to successfully address the challenges we face. There has been a strong focus on developing the relationships and the processes for working together in this new way.
The STP has also established a clinical board, bringing together senior doctors, nurses, public health experts and other care professionals from all the partner organisations to oversee the development of health and care services.
The STP partners have agreed three priority areas for collective action to improve services, supporting any work that is already happening locally:
- urgent and emergency care
- mental health
- cancer care
In order to deliver aspirations for improved health and care, and the most efficient use of resources, all organisations are coordinating their approach through the STP to workforce development, information technology and estates.
Closing the gap in finances
Like all parts of the health and care system, demand for services in our region is growing much faster than the resources available. If across the region we simply carry on providing services in the way we have in the past and do nothing to change the way we work, then by 2020/21 the gap between the resources available and the money we will have spent across the STP will be close to £900m.
That is why we must take the opportunity of the partnership to work together to make the best use of the available resources. QVH believes that integrated and community-based health and social care, a focus on supporting people to stay well, more joined-up specialist services and a more effective use of our hospitals will enable us to offer people better health and better services within the available resources.
In addition, we are working together to ensure that every penny of the health and care budget is well spent. For example, reducing the reliance on expensive bank and agency staff, back-office costs, and the cost of ineffective treatments and wasted medicines.
Involvement and accountability
The STP is a partnership and a way of working. It has no powers to make decisions on behalf of the individual partner organisations. These powers continue to sit with each partner organisations’ board. Partner organisations also remain responsible for involving their local communities, patients, the public, staff and clinicians in their plans and decision-making. The plans that make up the STP do not currently include any proposals to change clinical services that will require formal consultation. But we have a lot more work to do. In the months ahead we will be doing more to involve staff, patients, carers and others in this work.
The Programme Board sets the direction and priorities for the STP. It includes the chief officers or accountable officers of the eight CCGs, chief executives of the 12 NHS trusts and other providers, and the chief executives of the four local authorities within our partnership.
Programme board meeting agendas, papers and minutes:
Our values are humanity, continuous improvement of care and pride, under-pinned by quality.
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Best for patients:
We were judged by patients as one of the best hospitals in the country in the most recent national inpatient survey.
Low infection rates:
QVH has one of the lowest rates in the country for hospital acquired infections and scored 9.5 out of 10 for the cleanliness of wards in the most recent national inpatient survey.
Respecting your privacy:
QVH scored 9.8 out of 10 for being given enough privacy when being examined or treated in the most recent national inpatient survey.