When the first Sustainability and Transformation Plan was written in 2016, 10 programmes of work were established to try and deliver some of the priorities set out in the plan. Over the last four years, these have gradually developed and evolved so that, in 2019, the STP provides a structure in which these programmes work at scale:


WCA.jpgThe Wessex Cancer Alliance leads the way on cancer across Hampshire, the Isle of Wight and Dorset. The Alliance brings together clinicians, patients and managers from health, social care and other services to transform the diagnosis, treatment and care for cancer patients. These partnerships enable care to be more effectively planned across local cancer pathways.

A Wessex cancer plan has been developed that proposes practical actions that the system will take to deliver our commitment to improve cancer services.

Our ambitions include:

  • improving access to diagnosis and treatment in line with national standards;
  • implementing a rapid diagnostic service across Hampshire and the Isle of Wight to shorten time to diagnosis for all patients;
  • supporting clinical teams to adopt national best practice and reduce variation across the area;
  • focusing on screening, education and innovation;
  • implementing innovative cancer DNA tests (called genome sequencing) for newly diagnosed children’s cancers and improving clinical trial uptake amongst children and young adults to 50% by 2024;
  • offering care for all patients which is based, first and foremost, on what matters to the them;
  • developing meaningful patient quality of life measures to inform future service improvements;
  • ensuring all eligible patients are offered access to clinical trials;
  • supporting the path from cutting edge innovation to business-as-usual, spreading proven new techniques and technologies.

To view information about the work of the Alliance, please click here.

Children and young people

homepage_item1_healthiertogether2.PNGThe vision of our children’s programme is to support children to lead healthier lives, by promoting wellbeing in addition to treating illness, and supporting people to take responsibility for their own health and care.

We want to ensure that our children have access to high quality consistent care 24/7, as close to home as possible.

To help deliver these aims, we are working on a number of projects. Click here to find out more.


The use of digital technology and data will be essential in order to provide 21st century care in Hampshire and the Isle of Wight.

Our ambition is to empower people, carers, health and care staff to improve the health and wellbeing of people living in Hampshire and the Isle of Wight  through digital transformation.

This means providing people with the right information at the right time to make the right health and care choices whilst equipping health and care professionals with the right tools and insights to inform their decisions.

To read more about the digital programme please click here.


In order to provide the care that you need, we must make sure that our buildings are fit for purpose and used as efficiently as possible. In order to do this, we have teams of people who are constantly reviewing how we use our buildings and what changes we need to make to improve them. Having a strong plan of action with regards to our NHS estate also helps to unlock national funding and has contributed to the recent success that we have had in accessing significant capital funds from NHS England.

We will invest over £200m in new facilities over the next few years and have ambitions to invest more in our poorer estates. Alongside this, we are collaborating across Hampshire and the Isle of Wight to manage the appropriate disposal of land and buildings, support the prioritisation of clinical use of estate and enable organisations to share vacant space within existing buildings.

Integrated care

Central to our new model of care for the 21st century is the development of high quality proactive joined-up care focused on empowering people to live healthy, independent lives.

We believe people should spend time in hospital only when they require those skills and facilities that are uniquely available at those sites. Therefore, building on our strengths in terms of digital development and combined community and mental health and care services, we will offer our population improved access, better support and properly joined-up care at the right time in the best location for them.

To deliver this ambition requires strengthening and shifting our focus to community-based care, organising and coordinating care around the needs of individuals and the communities in which they live. By placing much more emphasis on preventing ill-health and enabling people to look after their own health and wellbeing, it is possible to reduce hospital admissions and redirect resources to where they have the biggest impact. Central to this transformation will be the strengthening of our GP practices. We will ensure our GP practices and community services remain strong and able to support the people they serve.

The five elements of our new approach are:

Supporting people to stay well
We will empower people to take greater control of their health and wellbeing. We will work with partners on the wider, social factors which determine health such as education, employment and housing;

Proactive, joined-up care for ongoing or complex needs
We commit to adopting “personalised care” as the underlying principle of every interaction, with the emphasis moving away from “what is the matter with me?” towards “what matters to me”. This means looking beyond the presenting illness or health condition and building resilience in individuals, communities and systems to support improved health and wellbeing;

Better access to specialist care
Specialists will work with GP practices providing expert advice and guidance and joined-up, proactive care to support people with long terms conditions such as heart disease or diabetes. Increasingly specialist care will be provided in ‘hub type settings’ within local communities, reducing the need to travel;

Joined-up urgent and emergency care 24/7
GP practices will increasingly work together to provide access to same day care, a local network of urgent care services, supported by enhanced primary care, will make it easier for people to get the right help in a timely and effective manner;

Effective step up, step down nursing and residential care
Teams of professionals will be able to quickly respond to avoid preventable hospital admissions and ensure people are supported to remain at home or as close to home as possible. Care at home will always be the default for care delivery, with people supported to recover and regain maximum function, independence and wellbeing, and only be in hospital when absolutely necessary.



The Hampshire and Isle of Wight Local Maternity System (LMS), established in 2017, enables organisations to come together on a number of key initiatives and priorities. The LMS is focused on significantly reducing the number of babies that die during or shortly after birth, the deaths of women during childbirth and also the number of babies born with brain injury. In addition, the LMS works to improve the experience of women during their pregnancy, with Hampshire and the Isle of Wight named as one of only two national exemplars for offering women choice during pregnancy and personalising care to meet their individual needs.

Mental health

In Hampshire and the Isle of Wight, there are over 32,000 children and young people with a diagnosable mental health condition, over 156,000 people on our GPs’ depression registers and almost 17,000 people diagnosed with a serious mental health condition. The delivery of improved quality of and access  to mental health services are a vital part of our 21st century model of care.

As soon as it is available, we will publish the mental health development plan that was produced in November 2019 and sets out a wide range of things that we will be working on in the future.

The Mental Health Delivery Plan details how we intend to provide:

  • mental health support teams in schools, in targeted areas, to improve access to mental wellbeing support for children and young people;
  • joined-up primary and community teams to enable people to seek and receive support earlier and as close to home as possible;
  • an expansion of our all age 24/7 NHS 111 mental health triage services to enable people to access mental health support at the time when they need it;
  • a continued expansion of Improving Access to Psychological Therapies (IAPT) to support people with long term conditions to manage their mental wellbeing;
  • alternatives to crisis services for people to access in times of mental health distress;
  • 24/7 access to crisis response and home treatment teams working to national best practice;
  • effective 24/7 crisis care for children and young people, working to offer options to help people avoid admission to inpatient units, support discharges and receive intensive support at home;
  • suicide prevention and bereavement support services;
  • 24/7 psychiatric liaison services in our hospitals to support people with mental health needs in emergency departments and inpatient wards;
  • the eradication of out of area adult acute placements and deliver an improved therapeutic approach in inpatient units;
  • a more integrated approach across NHS and voluntary sector services to deliver services that are supported by the wide ranges of skills from these sectors;
  • an extended time period that people can be supported for in our perinatal service and developing outreach clinics in line with local need;
  • increased access to physical health checks for people with a severe mental illness with the aim of supporting a reduction in the 15-20 years mortality gap;
  • a 0-25 mental health service to provide age-appropriate responses.

Networked care

In its infancy, the networked care programme is working to explore whether, by joining forces, hospitals across Hampshire and the Isle of Wight can work more closely to improve the care provided in certain specialties. This could mean offering patients greater choice of hospital to attend, identifying particular health conditions for which there is significant scope for improvement or working together to reduce the waiting times that many of our patients are currently experiencing.

Population health management

Like many areas across the country, we are exploring ways of using the information we have access to (clinical information, data on how and when people use our services, etc) to tailor health and care services to more effectively meet the needs of local people. Using this data more effectively will help us to identify patients who need extra support, change how we provide services and, hopefully enable us to meet some of our key aims of helping people to stay well and supporting them to live healthier for longer.


With an ageing population, rising obesity rates and health inequalities across Hampshire and the Isle of Wight, we need a radical approach to prevent ill health in people of all ages, so we can meet the health and care needs of everyone.

Working as a system, we have made considerable progress in making sure that prevention is a key part of the health and care we provide, working with our hospital trusts to identify and support smokers to quit and supporting people to live healthier lives via the Diabetes Prevention Programme.  But we know we can do more.

Reducing health inequalities is a system-wide priority for all health and care services. Health inequities are differences in the health, or in the distribution of health resources, between different population groups, arising from the social conditions in which people are born, grow, live, work and age. We will develop a system-wide approach to reducing health inequalities, as well as specific programmes of work to increase support to stay well for people with severe mental illness, learning disabilities and autism, and pregnant women who smoke.

Our commitment, therefore, is to:

We will:

work together to improve everyone’s health and wellbeing regardless of where they are born, live, work and how old they are improve healthy life expectancy (the number of years a person lives in good health) and reduce dependency on health and care services;
develop approaches which empower people to better manage their own health and wellbeing;

turn the tide on the challenges facing our communities, develop a radically different and more ambitious approach to supporting people to stay well over their lifetime, recognising the importance of the wider influences on health such as housing, and focused on reducing health inequalities

provide wellbeing support throughout patients’ health and care journey. ensure prevention is core to everything we do and our workforce will be enabled to support and champion this approach.

Read more about the prevention plans here.

Urgent and emergency care

Our urgent and emergency care services perform a critical role in keeping the population of Hampshire and the Isle of Wight healthy but they are under considerable strain following unprecedented increases in A&E attendances.

We are therefore working together across the area with our hospitals, ambulance service, community and GP services to understand how we better support people when they need urgent or emergency care, reducing waiting times and ensuring people receive the care that they need, when they need it.

Throughout our work to involve the public in service improvement, people tell us that access to timely, urgent and emergency care remains their key priority yet people are waiting longer to access urgent care. Our urgent and emergency care system must change to ensure we can offer a modern responsive service that is fit for the future. To support this, we are working to:

  • improve patients' access to information;
  • improve same-day access via a range of integrated services with longer opening times;
  • optimise the care of frail, older people to reduce the need to be admitted to hospital;flashinglight.png
  • proactively care for individuals who are known to have frequent urgent and emergency care needs;
  • provide more timely access and appropriate specialist care for adults and children with mental health needs;
  • provide more same day emergency care;
  • create a single point of access via telephone for anyone requiring urgent care advice, assessment or treatment;111.png
  • reduce delays for patients accessing care or waiting for onward care;
  • adopt new roles to provide a sustainable workforce to deliver the proposed model of urgent and emergency care.



Our 77,000 staff and students are compassionate, professional individuals who are dedicated to caring for people. We want to support our workforce to be the best they can be by working together in a fundamentally different way to deliver care for all, that is amongst the best in the world. Currently however, we struggle to recruit and retain the staff we need to provide the highest quality care. We have identified a wide range of areas and staff groups where we need to grow numbers and develop roles and are already implementing a number of new initiatives.