Welcome to our Annual General Meeting The Guildhall, Bath Thursday 17 September 2015
Please let us have your feedback Write to us: St Martin’s Hospital, Clara Cross Lane, Bath BA2 5RP Ring us on: 01225 831 800 Email us at: bsccg.information@nhs.net Website: banesccg.nhs.uk @nhsbanesccg Bath and North East Somerset CCG
Our Annual Report 2014/15 Tracey Cox, Chief Officer
What we plan to cover Looking back • Overview of the past year • Our performance • Our staff • Our financial performance Looking Forward • Our focus for the coming year • How you can get involved
Highlights of 2014/15 • RUH achieved Foundation Trust status • Acquisition of ‘The Min’ • Opening of Urgent Care Centre by Sir Bruce Keogh • Investment in primary care (eg focused weekend working) • Launch of your care, your way – community services redesign
Some more highlights from the year… The Wellbeing College Heart Failure Services Alcohol Liaison Service
Quality highlight • Quality premium support – ‘Family & Friends Test’ in seven care homes – Nurse training in diabetes – ‘Hale & Hearty’ scheme • Heartfelt project captures feedback of patients with heart failure (over 2,000 responses) • New CCG software captures patient safety incidents
Performance – NHS constitution targets Standard Target BaNES CCG 2014/15 % of A&E attendances taking under 4 95% 90% hours % of patients receiving diagnostic 99% 99% tests within 6 weeks % of patients (admitted) that 90% 90% progress from referral to treatment within 18 weeks % of patients (non-admitted) that 95% 94.7% progress from referral to treatment within 18 weeks % of patients with cancer symptoms 93% 94.1% receiving diagnosis within 2 weeks % of patients receiving first cancer 96% 97.2% treatment within 1 month of diagnosis
Our Staff Suzannah Power Barry Grimes Elizabeth Beech Your Health Your Voice Members
Our Staff Excellence in healthcare analytics (diabetes Type 2) Laura Marsh & Jason Young
Looking to the future
The Wellbeing College Sarah Prendergast, Wellbeing College Manager
www.wellbeingcollegebanes.co.uk
• Objectives / Function • Form – The Partnership • What we deliver • Challenges
• Working with Commissioners • Outcomes / feedback • Examples of courses / case studies
Outcomes since January • 422 people have been on a course • 85 courses held since January • 2616 web site users in the last three months • 70% of web site visitors are new
Feedback from ‘Woodland Wellbeing’ People were able to sit by the fire and just be or take a walk to the waterfall or collect firewood. I felt relaxed as soon as I got there. All you can hear is the waterfall, the birds and nothing else. I felt it was a very inclusive place to be where everyone was welcome .”
Annual Accounts for 2014/15 Sarah James, Chief Financial Officer
We achieved each of our key financial duties in 2014/15… Target Performance Achieved Total expenditure not to £3.685m surplus in line Yes exceed total income with NHSE requirements CCG to remain within its £4.026m spent against Yes administration/running allowance of £4.655m costs allowance
…key financial duties continued Target Performance Achieved Quality premium to be £0.350m spent in full on Yes spent for correct approved schemes purposes 95% of invoices by >95% achieved by Yes volume and value paid volume and value for within 30 days NHS and non-NHS creditors Cash balance at year end Cash balance of £0.104m Yes of no more than 1.25% of against a limit of £0.214m cash drawn in March
Analysis of expenditure Other Programme Costs 2% Acute System Resilience Running Costs 1% 2% Maternity Prescribing 12% Mental Health (incl Learning Disabilities) Primary Care Services 3% Community Acute Continuing Care Continuing Care 48% 6% Primary Care Services Community 11% Prescribing Running Costs Mental Health (incl Learning Disabilities) 12% Other Programme Costs Maternity 3% System Resilience
Integrated diabetes care in Bath and North East Somerset Dr Marc Atkin, Royal United Hospitals Bath NHS Foundation Trust
Dr Marc Atkin Consultant Diabetes & Endocrinology RUH, Bath
The Problem
What problem are we trying to address? Prevalence of diabetes increasing 1.4 million 1993, 3.1 million 2010. 29% increase over the next 6 yrs Diabetes is responsible for 10% of NHS budget Limited resources Patients surviving longer with more comorbidities With current system only 10% of diabetes patients have access to specialist advice If we carry on what we are doing, system will be overloaded Delays in hospital care – waiting lists go up Increasing numbers of complex patients in GP practices with little support to manage them
What are we doing about it? Bringing specialist expertise into GP practices working alongside GP team to address patient as a whole Encourage and support patients to manage their own diabetes What are we hoping to achieve? Easier and greater access to specialist advice MDT approach to complex patients Better & quicker communication between hospital and GPs Better educated and better supported practice diabetes staff Increasing the confidence of patients in their medical teams Encouraging and equipping patients to manage their diabetes
What would integrated care look like in Practice? Virtual MDT clinics with specialists in GP practices Care plan & care planning Plan of action discussed with patients & priorities decided Review of select patients in practice Addressing multiple comorbidities “On the job” education Email & phone support Diabetes Nurse Facilitator to directly support and upskill Practice staff
What next? Diabetes is one of BaNES key priorities Currently running in 5 practices in Bath West Roll out to other practices in 2016 Diabetes steering group involving all key stakeholders Review of needs to support self management of DM An opportunity to improve diabetes care across BaNES
Any questions?
Coffee break
your care, your way community services review
Update on building plans at the RUH Francesca Thompson, Chief Operating Officer, Royal United Hospitals Bath NHS Foundation Trust
RUH Redevelopment Programme Francesca Thompson, Chief Operating Officer
RUH Site Context The RUH is responsible for acute treatment and care for 500,000 people across BANES, Wiltshire, Somerset and South Gloucestershire. The Trust sits on a 52 acre site, and includes a mixture of buildings old and new. We are planning to build new, state-of-the-art facilities in which staff can provide the highest quality care for our patients.
Estates Strategy In brief, we have plans for: A new pharmacy A new integrated rheumatology, orthopaedics and therapies facility A new cancer treatment facility
Estates Strategy We also plan to: Improve our visitor parking provision Make better use of our green spaces We are determined to continuously improve the quality of services we provide and to make the most of our fantastic setting.
Existing RUH estate
Future estate plan
Redevelopment project completed Dyson Neonatal Care Unit Award winning £6.1 million Dyson Neonatal Care Unit to provide a beneficial healing environment for babies and reduce stress levels experienced by their parents. Therapeutic environment which is of tangible benefit to parents, staff and patients
Timeline for RUH Redevelopment Programme Phase 2 Phase 1 Phase 3 RUH & RNHRD Pharmacy Cancer Centre Therapies 2018 - 2020 RNHRD services 2015 - 2016 2016 - 2018 Other services based in RUH North 2014 - 2020
Relocating services from the Min Building a sustainable future together for RNHRD services
RNHRD - context RNHRD was experiencing significant and longstanding financial challenges and could not continue in its current form The Local Health Economy came together to help ensure a successful solution Acquisition by the RUH on 1 st February 2015 supported as best way to ensure future provision and continuity of RNHRD’s high quality services Underpinned by a set of overarching principles The RUH continue to work with the Local Health Economy to fully deliver on that solution
Combining our expertise Smooth integration of services: no patient complaints relating to the acquisition and integration to date Staff engaged and many corporate services fully integrated Stated intention to relocate services to RUH site or suitable community settings to maximise patient benefit
Why are we relocating RNHRD services? Bringing together the expertise of our clinical teams will benefit our patients further improving outcomes and patient experience Ensuring sustainable services for the future both operationally and financially Creation of a single research hub driving significant growth in research opportunities thereby increasing innovation and further developing clinical knowledge and skills
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