Patient and Public Engagement Event Wednesday 7 March 2018 9:30am for registration 10am-1pm Executive Suite, Dugdale Centre, Enfield
Welcome Teri Okoro Lay Member for Patient and Public Engagement
Housekeeping • No fire alarm is planned today. If you hear the alarm, please make your way outside • Please turn your mobile phones off or put them on silent • Please help yourself to refreshments throughout the event 3 Local clinicians working with local people for a healthier future
Agenda 9:30am - 10:00am Sign in, refreshments and networking 10:00am - 10:10am Welcome Teri Okoro, Lay Governing Body member for Patient and Public Engagement 10:10am - 10:20am Enfield CCG update Dr Mo Abedi, Chair 10:20am- 10:50am Quality, Innovation, Productivity and Prevention (QIPP) 2017/18 highlight and look forward for 2018/19 Mark Eaton, Director of Recovery/Transformation 10:50am- 11.20am Primary Care Transformation Achievements Peter Lathlean, Primary Care Development Manager Care closer to home workshop – which services should Enfield CCG commission to be 11:20am- 11:50pm delivered in the community? Management lead – Mark Eaton Clinical lead - TBC 11:50am- 12:20pm Primary Care workshop Clinical lead - Dr Mo Abedi Management lead – Peter Lathlean 12:20pm - 12:30pm Feedback from group sessions (including a vote on best text message) 12:30pm - 12:55pm Questions and Answers session with the Governing Body 12:55pm - 1:00pm Thank you and event closes Teri Okoro, Lay Governing Body member for Patient and Public Engagement 4
Enfield CCG Update Dr Mo Abedi, Chair
Enfield CCG’s Corporate Objectives Updated Corporate Objectives for 2017/2018 Corporate objectives 2017/2018 a) Deliver financial sustainability b) Improve the quality of local health services c) Value and look after staff d) Work across health and social care to deliver seamless care for our patients e) Do things once, either locally or across North Central London f) Engage patients, carers and stakeholders in our decision making
Finance Update Financial position in 2017/18 Our financial plan for 2017/18 was a year-end cumulative deficit of £35.1m on the assumption that a £2.1m surplus would be made in year based on assumptions at the planning stage. However we are currently forecasting a deficit of £6m which would take our cumulative deficit to £43.2m in 2017/18 (i.e. £8m away from control total). What we plan to spend in 2018/19 We are still in the process of producing our plan/budget for 2018/19 and as a minimum we are required to budget for in year break-even to ensure financial sustainability. This would require financial efficiencies of around £23.8m in 2018/19 (this compares to £22.8in being required in 2017/18). 7
Organisational Structure for North Central London Clinical Commissioning Groups Dr Debbie Dr Mo Abedi Dr Neel Gupta Dr Jo Sauvage Dr Peter Frost Chair Chair Chair Christian Chair Enfield CCG Camden CCG Islington CCG Chair Barnet CCG Haringey CCG Helen Pettersen North Central London Joint Accountable Officer John Wardell Kay Sarah Tony Simon Will Paul Sinden Matthews Mansuralli Chief Hoolaghan Goodwin Huxter Director of Chief Local Operating Chief Chief Director Performance Operating Executive Officer Operating Finance of and Acute Enfield CCG Officer Director* Officer Officer Strategy Commissioning Start Date: Barnet CCG Camden Haringey and Start Date: Start Start Date: November Start Date: CCG Islington 1 June Date: 5 May 2017 1 June 2017 Start Date: 2017 CCGs 2017 June 1 July 2017 Start Date: 2017 1 June 2017 Key: * T he Camden Local Executive Director post reflects the integrated commissioning Shared North Local management structure adopted by Camden CCG and Camden Council in 2016. The CCG Central CCG role Local Executive Director works in partnership with the Director of Integrated Commissioning at London role Camden Council. The Local Executive Director post has the same responsibilities as the Chief Operating Officer posts in other North Central London CCGs
Strategic Challenges in NCL • Prevention. Prevention and population health needs to be central to our plans to reduce the health and wellbeing gaps, care and quality gaps, and finance and efficiency gaps in North Central London (NCL). • Financial challenge. Developing the STP has led to a common understanding that we operate as a system in deficit. • Delivery of the Sustainability and Transformation Plan. The Sustainability and Transformation Plan (STP) provides a plan for our system to work together to better meet the needs of the population, improving quality, and setting out how local services will evolve and become sustainable over the next five years. • Continuing to deliver value and reduce variation in care. We know across the range of providers in North Central London (NCL) there are inequalities in outcomes, service quality, and unwarranted variations in cost. • Redefining our business as usual. The Five Year Forward View sets out new models of care many of which support delivery of our Sustainability and Transformation Plan (STP).
System Intentions for 2018/19 Principles for Working Together Partner organisation will work together for the benefit of local people; We will involve local people on our design, planning and decision-making; Partner organisations will find innovative ways to cede current powers and controls to explore new ways of working together; We will be open, transparent and enabling in sharing data, information and intelligence in all areas including finance, workforce and estates; Partner organisations will find ways to risk-share during transformational change; We will find ways to share joint incentives and rewards; Partner organisations will make improvements by striving to be the best together; We will be rigorous in ensuring value for money and financial sustainability.
About the Sustainability & Transformation Plan (STP) STP triple aims: 1. Close gaps in Health & Wellbeing 2. Close gaps in Care and Quality 3. Close gaps in Finances http://www.northlondonpartners.org.uk/
Questions Local clinicians working with local people for a healthier future
Quality, Innovation, Productivity & Prevention (QIPP) 17/18 Highlights and Look Forward for 18/19 Mark Eaton Director of Recovery/Transformation
17/18 QIPP Highlights The CCG is on track to deliver £15m of Net Savings in 17/18 whilst continuing to deliver high quality services. Some of the highlights for this are shown below: • Our extended access hubs have delivered more 26,000 additional patient appointments in the community reducing the pressure on A&E. • Our Community Anticoagulation Service has shifted nearly 30% of all follow up activities into the community reducing the demand for secondary care services. • The Locally Commissioned Service for Atrial Fibrillation has identified nearly 1,000 more patients with the condition. Over the next five years this is estimated to ensure that 30 Strokes are avoided. • Our Community Ophthalmology Service is now seeing nearly 1,300 patients per month and reducing demand for secondary care services. • The use of Teledermatology in partnership with the Royal Free Hospital is helping both to reduce waiting times and reduce the costs of secondary care. 14
17/18 QIPP Highlights • 38% more patients are being ambulated rather than admitted at North Middlesex Hospital meaning that they avoid the need for an overnight stay and also helping the hospital reduce pressure on beds. • Through improved management of our Mental Health resources we have managed to reduce the number of patients who need to be sent out of the borough by more than 40% and are on track to reduce this by 70% within 6 months. • We have eliminated the backlog off patient with Diabetes waiting for education. • Our Community Heart Failure and COPD Services continue to contribute to improving outcomes for patients and helping them avoid unplanned admissions. • We have dramatically reduced the amount of Estate that the CCG is responsible for managing that is ‘void’. • We have a well developed Transformation Plan and have reduced the CCG’s dependency on non-recurrent claims and challenges. 15
Look Forward to 18/19 • Increasing investment in Primary Care and Community Services to support the proactive management of patients with Long Term Conditions, Older People and Children. • Putting in place new ways of helping patients who attend A&E to ensure that our system can cope with increasing pressure. • New models of care for a wide range of services including MSK, Dermatology, Cardiology and Gynaecology that will reduce pressure on scarce hospital resources and provide care closer to home. • Continued focus on reducing medicines wastage and supporting prescribing decisions. • Increasing the amount of support and advice available to GPs from hospital specialists and increasing access to diagnostics that can be directly accessed from primary care. • Continued transformation in the services we provide to patients with mental health needs to ensure they get the right support in the right place. • Continued focus on reducing the CCG’s Running Costs and Estate Costs. 16
Questions Local clinicians working with local people for a healthier future
Primary Care Transformation Achievements John Piesse – Head of Primary Care Commissioning Peter Lathlean – Primary Care Development Manager 18
Recommend
More recommend
