Ealing CCG Annual General Meeting 17/18 20 September 2017 Dr - - PowerPoint PPT Presentation

Ealing CCG Annual General Meeting 17/18

20 September 2017 Dr Mohini Parmar

Agenda

4.30 pm Arrival, tea and refreshments, Market Place Stalls 5.30 pm Welcome & Introduction Mohini Parmar 5.35 pm Local Achievements Tessa Sandall 5.45 pm Working in Collaboration across NWL Tessa Sandall 5.55 pm Quality and Safeguarding Mary Mullix 6.00 pm Annual Accounts 2015/16 Keith Edmonds 6.10 pm 2017/18 Priorities Tessa Sandall 6.15 pm Questions Mohini Parmar 6.30 pm Close

Local Achievements

Tessa Sandall - Managing Director

Local Achievements:

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• In March 2017 3 new ‘GP Access Centres’ were

mobilised to improve access further; 8am to 8pm, seven days a week across three sites in Ealing.

• The OOHS programme continues to build on previous years

success.

• In the ‘Case Finding, Care Planning and Case Management’ service,
• approx. 14,000 patients will have been received proactive care
• planning. This is an improvement of 4000 care plans from 15/16.
• Due to strong diabetes care through out of OOHS, Community and

Acute Service the Ealing Diabetes patients are experiencing better health outcomes

• Ealing’s Diabetic foot amputation rate is now 1.2 amputations per

1000 diabetes patients in comparison to The UK average is 2.6

GP Access Centres Diabetes Out of Hospital Services (OOHS)

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Local Achievements:

• A new perinatal mental health service was launched in Ealing in

early 2016, from community bases or in the woman’s own home.

• The service has been evaluated and there has been positive

feedback from users and professionals

Wheelchair Service

• Ealing CCG has mobilised the new integrated wheelchair service in

collaboration with Barnet, Brent, Central London, Hammersmith & Fulham and West London CCGs

• The CCG has increased the number of specialist heart

failure nurses from 2 to 7 staff, offering an improved community service for patients including home visits.

• In 16/17 the service successful managed patients with

Heart Failure to reduce NEL admissions by 30%

Community Cardiology Service Perinatal Mental Health Service Implementation

Local Achievements:

Patient and Public Engagement

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Procurement of Ealing Community Transport

• A steering group and evaluation panel for the procurement was set up in the autumn of

2016 and this included a patient representative from Healthwatch Ealing and the CCG’s PPE

• Manager. The provider of the service commenced in spring 2017.

APMS Contract Review

• Patients were invited to engagement events in November 2016 at the following practices:

Broadmead Surgery, The Woodbridge Medical Centre and Featherstone Road Surgery

• Patients were able to ask questions and share their views about their experience of using

the respective practices Engagement with patients with Learning Disability-Big Health Check (Dec 2016)

• The event focused on 5 main areas: Eyes and Eye care; Hospital Services; GP services;

Mental Health Services; Healthy Lifestyle.

• Feedback received highlighted GP services have improved the support for individuals and

carers with learning disabilities Future engagement plans include: – A new Patient Engagement Reference Forum (PERF) is a forum for local residents to feedback on experiences and key issues relating to health care services. – The refreshed Ealing CCG PPE Strategy (2018-2021) which will consider all routes to engagement including Patient and Participation Groups

NWL Achievements

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North West London Health and Care Partnership

improving your health and wellbeing better care for people with long-term conditions better care for

• lder people

improving mental health services safe, high quality and sustainable services

Quality and Safeguarding

Mary Mullix

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Quality and Safeguarding

Safe healthcare for all Quality assurance and

• utcomes

Patient experience

• Monitoring and scrutiny of

Pathways of Care & the quality

• f care in Care Homes.
• Having overview and assurance
• f quality and safety in our NHS

Provided & Commissioned Services.

• Forging strong relationships

with academic providers focussed on research & development in practice.

• Developed Patient

Experience Strategy encompassing Equality, Inclusion & Diversity.

• Learning & development

programmes for health and social care professionals.

• Sharing good practice &

lessons learnt to improve patient experience &

• utcomes.
• Understanding experience

in the round.

• Robust clinical leadership &

effective multiagency working.

• Quality Schedule developed

enabling greater scrutiny & assurance of contracts.

• Programme of Clinical

Visits (quality & safeguarding) leading to shared learning.

• Practice Nursing

development.

• Reducing medicines related

harm.

• Establishing NWL Clinical

Networks to improve patient pathways & reduce variation.

• Being proactive, taking steps

to address variation in quality & safeguarding concerns through collaborative, system wide working.

Clinical effectiveness

Annual Accounts 2016/17

Keith Edmonds – Chief Finance Officer

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• Ealing CCG achieved all its financial duties in 2016/17 as shown below.
• The CCG reported a surplus of £12,363k at Month 12, in line with its revised control total agreed by NHS England. This

is £4,756k above the original planned surplus of £7,607k.

• The change to bottom-line surplus was due to the CCG increasing its control total by the value of the Sustainability and

Transformation reserve of £4,756k in line with directive from NHS England.

£'000 £'000 £'000 Duty Plan/Target Actual/Performance Variance Expenditure must not exceed income Compliant Compliant N/a Significance - Is the CCG living within its means in its healthcare commissioning activities? Capital resource used does not exceed the amount specified in Directions £0 £0 £0 Capital resource used on specified matter (s) does not exceed the amount specified in Directions £0 £0 £0 Significance - Does the CCG plan and control capital projects effectively? (Limited given the restrictions placed on CCG's with regards to asset ownership) Plan/Target Actual/Performance Variance Revenue Resource Limit does not exceed the amount specified in Directions £488,232 £475,869 £12,363 Revenue Resource use on specified matter(s) does not exceed the amount specified in Directions £0 £0 £0 Revenue administration resource use does not exceed the amount specified in Directions £8,242 £7,283 £959 CCG Surplus £7,607 £12,363 £4,756

Financial Performance16/17

How we spend your money

(Total spend £475.9m)

2017/18 Priorities

Tessa Sandall – Managing Director

The CCGs 17/18 Business Plan is structured around delivering CHWEE

• bjectives and NHS England’s priorities for improving A&E, Primary Care,

Mental Health, Finance and Cancer performance

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17/18 Priorities

CWHHE Objectives Ealing CCG Priorities

• 1. Radically upgrading

prevention and wellbeing 1.1 Delivery of Transforming Care Programme (LD) in financially sustainable with LA and partner CCGs 1.2 Implement prevention and self-care agenda in partnership with LA (Public Health)

• 2. Eliminating unwarranted

variation and improving long term condition management 2.1 Ensure the primary care commissioning offer delivers a sustainable and resilient general practice 2.2 Implement a quality improvement programme to address unwarranted variation in General Practice as part of a wider system 2.3 Optimise planned care pathways, enabling standardisation across NWL ensuring quality and efficiency

• 3. Achieving better outcomes

and experiences for older people 3.1 Commission a lead provider model for older peoples (>18 years of age) local services 3.2 Pilot NWL wide Frailty Model in Ealing Hospital 3.3 Provide system leadership to reduce unnecessary non elective admissions with system partners

• 4. Improving outcomes for

children and adults with mental health needs 4.1 Lead local implementation of 'like minded' and 'future in mind' models of care with WLMH in partnership with H&F, Hounslow and Ealing in a financial viable way

• 5. Ensuring we have safe, high

quality sustainable services 5.1 Develop and agree a 'local hospital' clinical model with partners 5.2 Sign off OBC for East and North primary care hubs 5.3 Maximise opportunities for 'one public estate' 5.4 NWL Reconfiguration of acute services

• 6. Ensuring the system has the

capacity and capability to deliver (workforce, OD, IT, primary care etc.) 6.1 Ensure providers are delivering high quality, high performing services for residents of Ealing 6.2 Deliver financial control total including full delivery of local and NWL QIPP 6.3 Enable the CCG to become a high performing to ensure improved outcomes

Two large priority commissioning programmes include:

Single Contract for Out of Hospital Services

• Ealing CCG currently commissions a number of community Out of Hospital

services with different providers, which are often delivered in isolation and silos with multiple handoffs and with variation in service delivery, quality, configurations and efficiency.

• Patient experience data and feedback suggests that services are fragmented,

complex and difficult to navigate for the service user, primary care and acute care.

• It is the CCG’s intention to commission a single contract for Out of Hospital

care for adults and children in Ealing over a ten year period

• A Patient Reference Group (PRG) is in place to test the developing model of

care and the outcomes frame work from a patient perspective.

17/18 Priorities

The Ealing Standard presents us with a unique and exciting opportunity to directly influence the transformation of Primary Care in Ealing in a way that we have not been able to do in the past. By delivering The Ealing Standard practices and patients in Ealing can expect:

• More resilient general practice
• Improved access for patients
• Improved health outcomes
• Reduction in variability
• Long term sustainability

The Ealing Standard

17/18 Priorities

Key principle to the investment in general practice is that patients in Ealing should expect to access a consistent set of services anywhere across the borough

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Equality of access Consistency of service Consistent quality of care

Development of The Ealing Standard

Questions and Answers

Dr Mohini Parmar - Chair