Robin Lane Health and Wellbeing Centre

Did you know?

Between 2010 and 2030 the number of people aged over 65 will increase by 51%

50% of all GP appointments, 64% of all out patient appointments and 70% of all inpatient bed days are taken up by people with a long term conditions

25% over 60’s have two or more long term conditions

Older people with care needs, such as help with washing and dressing, will increase by 61% within 30 years

The number of patients with dementia will increase by 8% every year for the next 30 years

58% of over 60s have a long term condition versus 14% under 40 years old

The number of people who are obese will increase by 73% in 18 years time

There are 570,000 people with dementia in England and this will double to over 1.4m within 30 years

1/3 of GP appointments relate to minor illnesses most of which are self-limiting

The NHS employs more than 1.7 million people across Britain, including 120,000 hospital doctors, 40,000 community doctors, and 400,000 nurses

People born after 2007 can expect to live to over 100

The NHS handles one million patients every 36 hours, or 463 people a minute.  Each GP across 10,000+ GP Practices sees an average of 140 patients a week

In order to provide healthcare to an aging population where the number of patients with long term conditions is set to increase, GP appointments will need to increase by 2.5%, out patient appointments by 3%, bed-days by 5.25% and care support (washing, dressing etc) by 2%, every year for the next 20 years, just to stand still.

So what's the plan?

Below are the 7 key areas of focus for the next 4 years. 

If you want to know more, download our full strategy document, prepared by our staff and informed by our patients and stakeholders.

Urgent Care in

the community

Whilst unplanned activity is managed through planned care pathways, patients will always feel frustrated about access to healthcare. With the launch of the walk-in service, we have taken significant steps to improving access and patient satisfaction. But we can do more. We plan to seek resources to extend this service further, review our skill mix, and invest in education in order to improve care at the point of need.

Proactive care as core business

Is it better and more cost effective to prevent new illnesses and the deterioration of existing illneses or respond only when an urgent health issue occurs? Over the next 5 years, we will seek to maximise the potential of proactive personal care planning. We will achieve this through reconfiguration of our current services together with investing in the right skill mix, such as Geriatricians and Matrons.

Patients as

Whilst a dual responsibility between patients and healthcare professionals exists, patients are ultimately responsible for their own health in that they make lifestyle choices that make the difference. We aim to work with our patients not only in the design of medical services, but in the development of activities and groups that will help our patients to make more informed choices in order to live longer and healthier lives.

of Wellbeing

The medical model is not the whole picture of an individual. Health is an enabler that allows people to follow their ambitions and aspirations. Very often, the factors that affect health and thwart aspirations are social in nature. In view of this, our charity has adopted Gallup’s 5 Elements of Wellbeing to help structure our role in helping people address and respond to the wider determinants that impact their lives. 

Staff education and raising up leaders

Primary Care is built around GP partnerships. Yet the natural talent and leadership potential locked up in the wider clinical and non clinical team may very well be the second biggest untapped resource in primary care (patient’s being the first). Therefore, we will invest in our staff and seek to raise up natural leaders to help us improve health outcomes and determine the shape of services in the future.

Training the clinician of tomorrow

There is significant value in helping to train future Doctors and Nurses. Placements allow clinicians to develop their skills. They also allow the Practice to shape the views of future clinicians by giving exposure to new ways of working. Moreover, trainee Doctors and Nurses bring new ideas and experiences that can add value to the Primary Care team.  Therefore, we will seek to work in partnership with education providers and the Deanery

Harnessing the power of IT

Four times as many people now own a smartphone compared to a desktop computer. It is the tool of choice amongst young people when communicating and searching for information. Technology plays a pivotal role in healthcare, from access to services, to integration of healthcare, guidelines and much more. We will seek to develop technology that adds value.

Underpinning our building blocks is a commitment to build relationships and work with others such as the hospital, local community trust and Local Authority and to ensure that that Robin Lane Health and Wellbeing Centre is recognised as a responsible and trusted partner.