We structure our services geographically known as ‘Locality Care Groups’. There are three groups, North, Central and South. By working in this way it allows us to focus more on local populations and their needs.
We all know that the NHS is changing, with finances making it necessary to re-shape public services and their structure. As a result, we expect to see the development of a more competitive environment. It is hoped this will help organisations to thrive and deliver excellent services for patients.
Our Trust must therefore make sure we continue to deliver high quality, sustainable services for our local communities. These services must meet our service users’ needs and be designed around them.
If our Trust is to thrive in the face of these new challenges, we must recognise and respond to several needs. Our structure must help us improve what we do for service users. In addition, it must reduce the cost of what we do, including management costs. The Trust must make sure we are a financially sustainable, high-performing organisation with well balanced resources.
Our structure aims to improve patient care by better focusing available resources to areas that add value to patients and strengthen clinical leadership across the organisation. By using a model of collective leadership, we can support devolved decision-making.
It also helps to create a more manageable and and responsive service that is more able to drive up quality, cut waste and reduce bureaucracy.
Our structure should also develop and strengthen relationships with local partners, as well as allowing us to deliver effective services and transformation across care pathways. Additionally, we would expect this to improve transitions between services and age ranges.