WELCOME TO SUTTON CCG Annual General Meeting 2016/17 Dr Jeff Croucher M.B.B.S. F.R.C.G.P Clinical Chair
ANNUAL REPORT 2016/17 Dr Chris Elliott F.R.C.G.P. Chief Clinical Officer
Who we are and what we do • Clinically-led membership organisation • 25 GP practices • Responsible for the local NHS budget (over £270 million) • Our role is to: – make sure that the budget is spent on the right services to meet the health needs of people living in Sutton – commission hospital, community, mental health and primary care services – monitor the quality of local health services @NHSSuttonCCG www.suttonccg.nhs.uk
Sutton focus 2016/17 • Our priorities are built from: – Sutton’s Health and Wellbeing Board Strategy – emerging joint health and social care strategy – developing South West London Sustainability and Transformation Plan – our priorities outlined on our Plan on a Page including: • Out of hospital care • Long term conditions management and end of life care • Mental health • Hospital care • Integration @NHSSuttonCCG www.suttonccg.nhs.uk
Local partners • Local NHS providers: – Epsom and St. Helier University Hospital NHS Trust – Royal Marsden NHS Foundation Trust – Community Health Services – St. George’s Healthcare NHS Trust – South West London and St. George’s Mental Health Trust – Sutton GP services • Health and Wellbeing Board • London Borough of Sutton – Public Health • South West London Sustainability and Transformation Partnership Programme Office • Healthwatch Sutton • Voluntary sector organisations @NHSSuttonCCG www.suttonccg.nhs.uk
Working with patients • Healthwatch Sutton − Patient Participation Groups and annual forum • Patient Reference Group • Voluntary sector groups • Patient education sessions − monthly sessions to run for a year − first session delivered in March 2016 − average 100 patients per session − Nominated for Patient Experience Awards in 2017 • Help yourself to health − six week courses for Polish, Urdu and Tamil communities − delivered by Hounslow and Richmond NHS Trust − Nominated for Patient Experience Awards in 2017 @NHSSuttonCCG www.suttonccg.nhs.uk
Achievements in 2016/17 • Delivering the Primary Care Extended Access Service (appointments from 8am to 8pm, seven days a week) • Successful NHS England bid (1 st stage) for funding to create Central Sutton Health Centre - a significant development on the existing health centre site and adjacent land at Robin Hood Lane in Sutton town centre @NHSSuttonCCG www.suttonccg.nhs.uk
Achievements in 2016/17 • Taking on responsibility for Primary Care Commissioning in April 2016, with all Sutton GP practices rated as “Good” • The Sutton Integrated Digital Care Record allows patient records to be shared, with the patient’s permission, across organisations within Sutton @NHSSuttonCCG www.suttonccg.nhs.uk
Sutton Homes of Care • The streamlined, integrated care through the hospital transfer pathway (known as the ‘ red bag’ pathway ) has reduced residents’ length of stay in hospital by four days • The Care Home pharmacist carried out 367 medication reviews and 614 medication alterations at twelve nursing homes @NHSSuttonCCG www.suttonccg.nhs.uk
Our performance Five NHS performance domains: 1. Preventing people from dying prematurely 2. Enhancing quality of life for people with long term conditions 3. Helping people to recover from ill health 4. Positive experience of care 5. Caring for people in a safe environment @NHSSuttonCCG www.suttonccg.nhs.uk
Our performance NHS England, the CCG’s regulator, set seven priority areas for 2015/16: Priority area Sutton CCG performance A&E access Annual performance was 94.85% (95% standard). The standard was met in March with performance at 95.5%. Performance for Epsom and St Helier for the year was above the 95% standard Waiting time - consultant-led Meeting standards treatment Diagnostic waiting times Meeting standards Cancer waiting times Meeting most standards except 62 day wait from GP referral to treatment Improving access to psychotherapy Reaching targets by March 2016 for accessing the IAPT service, with services 94% of patients referred to the IAPT service entering treatment within 6 weeks of referral and 100% within 18 weeks, meeting the national targets of 75% and 95% respectively. The 50% recovery rate standard was only met in two months Improving dementia diagnosis The standard (66.7%) was achieved in the second half of the year, with performance of 68.3% in March Transforming care for people with Meeting standards @NHSSuttonCCG learning disabilities www.suttonccg.nhs.uk
Sutton CCG Review of financial year 2016/17 Geoff Price Chief Finance Officer
Finance • The CCG met all its financial targets for 2016/17. Specifically: The CCG achieved its target surplus. The CCG operated within its running cost limit. The CCG met its cash targets. The CCG operated within its capital limits. The CCG met the requirement to pay suppliers (of health and non health services) promptly. @NHSSuttonCCG www.suttonccg.nhs.uk
Where the money was spent in 2016/17 • NHS Sutton CCG spent £270.5 million in 2016/17. Of this £266.4 million was spent on commissioned health services and £4.1m (or 1.5% of total resources) on running costs • From 1st April 2016, the CCG became responsible for commissioning primary care (GP) services @NHSSuttonCCG www.suttonccg.nhs.uk
How much do we spend on? Service Expenditure Hospital services £144.0m Community services £37.0m Primary care £29.0m Mental health & learning disability services £25.8m Prescribing £24.0m Other programme expenditure £6.6m Running costs £4.1m TOTAL EXPENDITURE 2016/17 £270.5 m @NHSSuttonCCG www.suttonccg.nhs.uk
2017/18 & beyond • The NHS faces very significant financial challenges and this applies to NHS Sutton CCG. • Overall NHS Sutton CCG’s Governing Body is committed to keeping the CCG on a firm financial footing so that it is able to commission the best available affordable services on a sustainable basis. @NHSSuttonCCG www.suttonccg.nhs.uk
South West London Sustainability and Transformation Partnership 26 September 2017 Start well, live well, age well
About our five year forward plan • SW London STP plan – November 2016 Following publication the NHS Five Year Forward View by NHS England in 2014, all regions of the NHS in England were required to produce five year Sustainability and Transformation Plans (STP). A draft plan was submitted to NHS England in November 2016. • Refresh and a local approach After talking to local communities, we believe a local approach, rather than a SW London-wide approach, works best. We have set up four local health and care partnerships in Croydon, Sutton, Merton/Wandsworth and Kingston/Richmond. The revised plan is expected to be published in November 2017. • Bottom-up planning with councils at borough level, based on local people’s needs These local health and care partnerhips (LA and NHS) are are looking at what services should be provided in the community and what their local hospitals should provide. They are working together to provide more joined-up health and social care services, and how to make these local systems clincally and financially sustainable
Summary of current STP thinking • A local approach works best for planning health and care • The best bed is your own bed – lets keep people well and out of hospital • Care is better when it is centred around a person , not an organisation. Clinicians and care workers tell us this. • Likely to mean changes to services locally - we are not proposing to close any hospitals, evolution not revolution • We need to show people how it works better with local examples • Involving people at local level will remain critical.
Working up real examples where we have delivered: Sutton - Red Bag hospital transfer pathway • When a care home resident is unwell and needs admitting to hospital for treatment they are taken by ambulance with a “red bag” which contains important information about their health and social care needs, medicines they are taking and any personal belongings – such as glasses and hearing aids. • The introduction of the “red bag” has improved: • patient care because of better access to up to date information on patients helps reduce delays in treatment (for example if a patient is taking medicine to thin their blood). • communication about the patient/resident’s between the hospital and the care home – staff now know who best to talk to. • Care home staff now visit their residents in hospital within 48 hours supporting their care and working with hospital staff to improve the discharge process when patients leave hospital. • Following introduction of the “red bag” the time that residents stay in hospital has reduced by an average of four days. Start well, live well, age well 20
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