SWOT Analysis - Strengths, Weaknesses, Opportunities and Threats
Date
23rd July 2015
Area
Cheadle & Bramhall
Our Opportunities
Share expertise and skills
Reduce duplication, streamline/standardisation
of processes – training, QOF , policies,
governance framework
Improved integration, communication and
understanding of each other’s needs and
services
Releasing financial and operational efficiencies
Sharing of workforce – continuity of care in
neighbourhood
Use opportunity to work better with the FT,
knowing who to refer to by name
Maybe redirect some workload to a more
appropriate member of the neighbourhood
Improve IT – integration
May bulk purchasing to save finance
Minimise work created by the hospital, if
same/compatible computer systems i.e.
immediate access to letters from hospital
Getting out of the dark ages of faxing to
emails/electronic access
Neighbourhood afternoon visiting
Vanguard finances
Boundaries lowered
GM Devolution
Ways to exploit
Hub approach and publicised directions
If all working together then better relationships
Integrated team so one location
Sound business proposals with adequate
consideration of all parties
Ensure primary care at the forefront, make MCP
work, we don’t want PACP
Smooth referral process
Look at patients who are registered with Stockport
but live in Manchester – District Nurse Services –
Mental Health Services – Social Services
Compatible IT – letters, correspondence from
secondary care. Less fax more email/direct
access. Medication initiation
Our Threats
Ways to reduce
Poor communication
Staff resistant to extended hours
Patient resistant
7 day working
Reduced weekday capacity as it can’t ask
everyone to work all days
Jeopardising junior Doctors in the future,
workload etc.
QOF income
Delivering an embedded process and
having no resources to carry it out
Retirement incentive
Lack of training and passing on
responsibility to those not trained –
demoralising
Access to Stepping Hill as “preferred
hospital”
Transport/parking
Increased workload to a hospital which is
already stretched if using less of
Wythenshawe
Manchester residents, no access to
Stockport system
Government/Mr. Hunt/finances/media
How to access the money!
Employment status and legal issues – who
is responsible
Default position to GP
Who decides what is offered?
Border issues - causes confusion, funding
issues, time wasted
Mailing system – instant messaging
Who will do it
Support for 7 day working
Training/management experience training
Ensure fair share for each service
Different agencies have different employer
Be aware that may all fall on GP shoulders “pass the
buck”
Fairness across the locality
At present looking at service for 18+ not under 18 –
Disability Services, School Nurses, Health Visitors
Holistic care approach
Nursing Home visits
Make 8-8 work for us not just being dictated to
More clarity and support from CCG
Make MCO work
Engage all from the beginning
Create a good working environment
Need an over-riding “umbrella” management structure
Time and backfill built into system
Children’s services
Ageing population
Government directive imposing working life
(avoid extended hours model)
Roles of CCG
How do we ensure our quality continues –
are the other practices engaged in
prescribing/referral savings etc. We will get
penalised for others not engaging?
Reduce bureaucracy
Sector specialists e.g. GPSI, sector
Consultants, Physios and other paramedical
staff
Phlebotomy service and house bounds for
locality
Visiting Doctor for locality
Border issues
Reduce silo working
Could increase QOF – increase access in
chronic disease management e.g. weekends –
asthma reviews, diabetics reviews, especially
Practice Nurse time
Acute care – neighbourhood afternoon visiting
Minimise work generated from hospital
Community organisation – access to GP
records/IT? (Social, District Nursing)
Patient access to records
Public Health/prevention in neighbourhoods
Quick response times to support practices e.g.
Acupuncture/yoga
Co-location in the neighbourhood – DN, Physio,
CPN, OT
Possible employ on a neighbourhood basis
Opportunities for more commissioning services
at a local level, shape outcome not respond
probably more efficient
Keep out of PACS model
Solution to threat of 7 day working
Better outreach with diabetics/Geriatricians
Financial – QOF (templates, computer
access)
Stepping Hill – access, parking. Increased
workload to already stretched hospital if
preferable over Wythenshawe
Financial – funding. The reorganisation,
could funding be an issue i.e. individual
GP contracts
GM versus national
Financial – pensions, with changes in
funding etc.
Manchester residents access to Stockport
system
Staff registered with another
neighbourhood/practice
Patients – they are opting out of the spine
but now having to agree to their records
being accessed by the neighbourhood or
Social Workers having access
7 days what about weekend phlebotomy –
hospital lab involvement
Pharmacy in community, Sunday opening?
Don’t know what funding is available
Larger organisation may not be sufficiently
flexible/may be protectionist
Does hospital have capacity and can
Consultants have the time/desire to
change
Will it results in merged practices?
What will Vanguard offer?
PCAS system
None engagement/resistance
Less finance
Change of culture/thinking
Recruiting good quality staff, clinical and
admin
Maintenance of quality – who will regulate
Contract payments may not change
Wythenshawe
Time for regular meetings in
neighbourhood
local OP services
Opportunities to work with the third sector
Opportunity to co-produce with District Nurse,
keeps out PACS model
Refashioning of secondary care services,
specialist opportunistic opinion
Opportunities for better working
Avoiding admission
Avoiding referral rates
Reducing administration and duplication
Use of GPSI within locality, minor ops
Specialist Nurse clinics, DM, COPD, HF, travel,
FP, Ims
Geriatrician to phone/email
Joining up MDT working over boundaries