Annual General Meeting 13 September 2018 Our Vision NHS Corby - - PowerPoint PPT Presentation

Annual General Meeting 13 September 2018

Our Vision

“NHS Corby Clinical Commissioning Group is committed to creating a culture where individuals in Corby are supported to manage their own healthcare - enabling them to live healthier, fuller lives.”

Welcome

Dr Joanne Watt Clinical Chair

Northamptonshire’s Health and Social Care Partnership

What is our Health and Care Partnership, why have we created it and what do we hope to achieve?

What is Northamptonshire Health and Care Partnership and why have we created it?

Northamptonshire health and care

• rganisations are working together

through Northamptonshire Health and Care Partnership (NHCP)

We have created the Partnership because we believe that it is only by working together across the various health and care organisations and providers across the county that we can meet the service and financial challenges facing health and care in the county.

• We all still exist as our own
• rganisations or working groups
• We are committed to working

together to ensure our health and care is sustainable and changes to meet our needs now and in the future.

THE SITUATION: Our challenge…and our opportunity

How we work together

Challenge: Systems, staffing, estates, processes, procedures are not always well joined up

How we deliver care

Challenge: Quality and pathways of care are varied

How we manage

• ur resources

Challenge: We have significant financial challenges

Local health and wellbeing

Challenge: Growing needs and complexity of our population

• These challenges

reflect the national picture

• We must align local

needs with national policy context and priorities.

Escalating health and care needs

As demand grows we must work together so this does not compromise quality and outcomes

Our challenges… We are now seizing the opportunity to work together to address these challenges

We need to transform, but where?

• Primary, community and social care.
• Unifying pathways of care across our acute

hospitals

• Urgent and emergency care
• How we commission our services
• Together we are focusing on areas of care where we can make the

most difference to our community when we work together in partnership

Our collective mission: Empowering positive futures; choose well, stay well, live well

Working in partner nershi ship to

• improve

e qualit ity of care e and outcom

• mes

es for our communit nity

FOR THE PEOPLE WE CARE FOR: What could this feel like?

• 9
• Unifying how our acute

services work together so you will get the best

• utcomes if you need

these services

• Better access to GPs, primary and

community care – which will mean we have less pressured emergency and urgent and care services

• Better primary and

community service support for patients with high risks, so they are less likely to need urgent care

• More ways to support your

health and wellbeing in our community

Living our values and getting it right

How will we work together to do this?

Our staff, community and stakeholders all have a role to play in shaping how our health and care will

• transform. To support us through this we have brought

together key groups:

• Our Partnership Board - made up of our chief

executives and other leads oversees our work

• Our Collaborative Stakeholder Forum - made up
• f key local staff and representatives committed to

ensuring that the views of the public, patients, service users, the voluntary sector and local government inform our work. They advise or Board on best practice.

• Our Strategic Clinical Group - make sure that our

work will actually improve patient care

• Our Strategic Finance Group - make sure that our

work makes best use of the money available.

Our values

1. Our patients and our local population come first 2. We work together in an

• pen and accountable way

3. We trust, challenge and support each other 4. We do what we say we will do.

The story so far…

great examples of partnership and local working

11

• Urgent care – productive partnership working to

explore and find resolutions for our challenging pressure on the system

• Medical interoperability gateway (The MIG) – linking

key health care information to joining peoples information together to support care

• Perinatal mental health service - much needed,

targeted intervention and support for mothers and their families in with mental health needs

• Primary care at scale – GPs working together at scale to

improve access to local primary care

• Stroke services - NHCP partners and key stakeholders

including patients and carers, have worked together on redesigning the Northamptonshire stroke pathway

How will we know we are doing the right things?

Sustainable services with balanced finances Improved quality of care and outcomes for our community A community engaged in and proud of their health and care

OUR VISION: A positive lifetime

• f health,

wellbeing and care in our community

We hope that through working together and creating our Partnership, our those in community will have…

Reflections 2017/18

Stuart Rees Interim Chief Finance Officer

Key Achievements

GP Governing Body Members Dr Sanjay Gadhia and Dr Nathan Spencer

Sleep Apnoea Pilot

 Portable diagnostic device  Reduction in long waiting times  69 people tested  Saved 28 patients time and NHS money

Business case to roll-out across Northamptonshire

Pre-Diabetes Healthier You Programme

Pre-diabetic patients

• All practices identified high risk

patients and offered diabetes test

• Patients referred onwards to NHS

National Diabetes Prevention Programme

• 378 referrals in Corby
• 4th of 11 highest rates of referral

across the East Midlands

Mental Health

• Psychological Therapies

99% - 18 week treatment 1,910 patients referred

• 510 Corby patients self

referred using NHS Counselling Service Telephone Number Local rate charge 0300 9991616

Mental Health

Changing Minds IAPT Service with Northamptonshire Healthcare NHS Foundation Trust

Dementia

High Dementia Diagnosis Rates

• Consistent 85% diagnosis and

treatment started - against national target of 66.7%

• Ranked in top ten of 207 CCG’s for

this measure

Improving Quality of Care

Improving Quality Of Care

• Northamptonshire Healthcare NHS

Foundation Trust rated “Outstanding” by Care Quality Commission

• Northampton General Hospital rated

“Good”

• Kettering General Hospital rated

“Requires Improvement”

Our Hospitals

Kathryn Moody Director of Contracting and Delivery

Performance achievements

 Six Week Diagnostic Wait – 99% patient access to diagnostic test  Not a single patient waited more than 12 hours in A&E for hospital bed

Performance achievements

 99% of patients requiring Psychological Therapies had treatment completed within 18 weeks, against 95% national standard  No cases of Methicillin-Resistant Staphylococcus Aureus (MRSA) Bacteraemia reported across Northamptonshire  Significantly reduced number of patients waiting 52 weeks or longer for elective care

Challenging areas of continued focus

Key Issues

• Accident and Emergency four-hour wait - both

acute hospitals

• Delivery of new Ambulance Response

Programme waiting times

• Continuing the improvement seen in delivery of

62-day waiting time standards at Northampton General Hospital NHS Trust

• Ensure Kettering General Hospital FT continue to

deliver all cancer performance standards

• Preventing decline in the 18-week Referral to

Treatment time for planned care

• Reducing the number of 52+ week waits for

planned care to zero

• Improving rates of C Diff

Patient Engagement

Patient Engagement

• Patient and Public Participation

Committee

• Patient Participation Group/Chairs

Group

• Extensive stakeholder database
• Intensive engagement throughout

2017/18

Patient Engagement Programme

• Unprecedented levels of engagement

in Corby

• Patient survey
• Presence in supermarkets, leisure

facilities, and GP surgeries

• Engagement with wide range of

community groups, including those considered’ hard to reach’

• Workshops
• Promotion of issues through news

coverage

• Targeted stakeholder

engagement with clinicians, politicians and statutory bodies, including Overview and Scrutiny Committee and Health and Wellbeing Board

• Website and social media

content, including interactive quiz to test people’s ability to make the right choices about which service to access

2017/18 Engagement Numbers

• More than 60,000 reached online
• More than 50 different venues
• More than 2,500 people face to face
• 531 responses to Spring 2018

questionnaire about service access and care navigation

• Newly created Patient Reference Group

– 90 members

Annual Accounts 2017/18 and Finance Update

Stuart Rees Interim Chief Finance Officer

Introduction

• The 2017-18 financial position and the planned

spend for 2018-19

• The allocation for Corby CCG effectively sets the

financial envelope that can be spent on our residents for healthcare

• Corby CCG distributes the allocation it receives to a

wide range of healthcare providers across the county and for out of county services

2017-18 Financial Obligations

Target Position Achieved Position Revenue spend target for 2017-18 must not exceed the allocation of 110.097m The CCG remained within the allocation and met its control total of £2.002m (includes national requirements and NHSE 0.5% risk reserve) Revenue administration spend not to exceed allocation of £1.558m Actual administration spend, including the CSU contract was £1.540m 95% of Non NHS invoices to be paid within 30 days 99.37% of invoices paid within 30 days Remain within cash funding Bank balance of £71,674 at the year end

Areas of Spend in 2017-18

How was the Money Spent?

• In 2017-18 NHS Corby CCG received £1,399.79 per

patient which was spend as follows:

Area of Spend £ per Patient Acute Healthcare Services £753.02 Prescribing Services £137.33 Mental Health Services £120.08 Primary Care Co-Commissioning £119.02 Community Services £112.49 Continuing Healthcare £57.37

Primary Care Services

£28.58 Programme Projects £26.87 Control Total £25.45 Administration Expenditure £13.25 CSU Contract £6.34

Total Spend

£1,399.79

2018-19 Areas of Spend

2018-19 Areas of Spend

• Corby CCG received an allocation uplift of £3.8m in 2018-19
• The CCG has developed a financial plan to achieve the control

total set by NHS England of a breakeven position. This plan includes a savings target of £3.9m

• The CCG will need to introduce relevant measures to improve

the underlying run rate and maintain financial sustainability

• The financial plan incorporates the national requirements

around Mental Health spend & Maternity services

Looking Forward

Joanne Watt Clinical Chair

Looking Forward

• Working together with Nene CCG - Joint

Operating Plan

• Northamptonshire Health and Care

Partnership formerly Sustainability and Transformation Plan

• Extended access to GPs

Thank-you for coming today! Question and Answer Session

Corby’s COPD Choir

• https://youtu.be/fw82soe2rs4