Today’s agenda
1.
2.
3.
4.
5.
6.
Chair’s introduction
Financial position and improvement plan
What we achieved in 2015/16
Questions and comments
Have your say (group discussion session)
Five year strategy
www.lutonccg.nhs.uk
@NHS_LCCG
What is a CCG?
• Luton Clinical Commissioning Groups is a
membership organisation, of which all Luton
GP practices are members
• LCCG has responsibility for purchasing
healthcare service for the people of Luton
• CCGs work with patients and partner
organisations to ensure that services meet
local needs
• CCGs are accountable to NHS England
www.lutonccg.nhs.uk
@NHS_LCCG
Annual Report
www.lutonccg.nhs.uk
@NHS_LCCG
Listening to Luton
Ongoing work with the
Patient Reference Group
allows us to have a
constant two-way
dialogue with patients
Sharing a consultation
portal with other local
public sector organisations
helps us to gain more
feedback from the public
Feedback and input from patients and carers
helped us to shape the re-procurement of
our community and mental health services
www.lutonccg.nhs.uk
@NHS_LCCG
Listening to Luton
The vast majority
of Luton’s GP
surgeries now
host regular
Patient
Participation
Groups, ensuring
the CCG is aware
of patients’
issues across the
town
We have
adopted the
equality and
diversity 2 model
in order to seek
out people and
communities
who we may
otherwise not
hear from
www.lutonccg.nhs.uk
@NHS_LCCG
Our ‘Is A & E
for me’
marketing
campaign
successfully
used new and
traditional
media to raise
awareness and
change
behaviour
Thoughts on year two
- Participation
- Early cancer
diagnosis
- Strengthening
teams
- Health checks
- Resilience
- Flying start
- Mental Health
- University of
Bedfordshire
- Luton Borough
Council
- Care at home
- Herts Valley
CCG and
Bedfordshire
CCG
www.lutonccg.nhs.uk
@NHS_LCCG
Financial performance and
improvement plan
Carol Hill
www.lutonccg.nhs.uk
@NHS_LCCG
End of year position 2014/15
Original budget allocation £227.2m
Total expenditure £245.8m
Overspend £18.6m
(cumulative from 13/14 &14/15)
www.lutonccg.nhs.uk
@NHS_LCCG
Improvement plan
• LCCG has developed an improvement plan for 2015/16 and
future years to address the financial imbalance. Long-term
sustainability will be attained by increasing capacity and
capability within the organisation
• The plan addresses some of the key challenges we faced in
2014/15 (recruitment, turnover, delivery of QIPP plans etc.)
• A five-year strategic plan, including a financial plan to
balance the books, has been agreed with NHS England
• Quality Innovation Productivity and Prevention (QIPP)
schemes have been implemented for 2015/16, which will
help to address the deficit.
www.lutonccg.nhs.uk
@NHS_LCCG
Our improvement plan looks at a number of key
areas, including:
•
•
•
•
•
•
•
•
Performance, reporting and governance
Business intelligence and contracting
Finance
Governing body posts and governing body development
Executive team
Clinical leadership and GP member engagement
Workforce
Clinical service strategy
www.lutonccg.nhs.uk
@NHS_LCCG
What we achieved in 2014/15
Nicky Poulain
David Foord
Dr Anita Ray Chowdhury
Dr Monica Alabi
www.lutonccg.nhs.uk
@NHS_LCCG
Primary care
- continued work on ensuring our primary care services
meet patient need and demand
GPs working together to improve the appropriateness
of referrals and proactive work of vulnerable patients
– regularly seeking the views of our patients
through the PRG and other meetings
– supporting patients with persistent health problems
to take a leading role in their healthcare
sharing best practices with our
partners to help support frail patients and those with long-term
conditions
www.lutonccg.nhs.uk
@NHS_LCCG
Acute care
Performing well against national NHS targets for referral to treatment times
National targets for two-week and 31 day cancer screening are being
exceeded in Luton
We are just below expectation for 62-day cancer screening but work hard to
identify the causes of breaches when they do occur
We are conscientiously looking to improve access to stroke services. Joint
working with the acute trust will help to improve stroke performance and the
overall patient experience.
www.lutonccg.nhs.uk
@NHS_LCCG
Community care
“Productive and reactive services responding directly to
patients’ needs.”
• Community • DVT service • Diabetes support
Nursing services • Fall service • Respiratory services
www.lutonccg.nhs.uk
@NHS_LCCG
Intermediate care
Flexible and
responsive
services closer
to home
Reducing hospital
admissions across
physical and mental
health services
www.lutonccg.nhs.uk
@NHS_LCCG
Increasing
independence –
letting people
recover in their
own home
Mental health
- Responsive and proactive dedicated
mental health provider
- A new model of mental health care with
an emphasis on care in the community
www.lutonccg.nhs.uk
@NHS_LCCG
Children and young people
• Through our flying start programme with Luton Borough Council we are
working to give all 0-5 year old children in Luton the best possible start to
life.
• We developed and reviewed a pathway model for Occupational Therapy
children’s teams which we plan to now deliver
• By working collaboratively, we will be able to improve the user journey,
reduce waiting times and simplify service treatments
• It is anticipated that we will be able to apply this model to other therapy
services
www.lutonccg.nhs.uk
@NHS_LCCG
Better Together
By pooling money and resources, we are able to improve health
and social care services for the people of Luton.
Being joined up in our work ensures that we can integrate
services effectively and allows us to innovate.
www.lutonccg.nhs.uk
@NHS_LCCG
Any questions or comments?
www.lutonccg.nhs.uk
@NHS_LCCG
Group discussions:
What does the future look like across
Luton health and social system?
Topic 1:
How do we support people
taking more responsibility for
their own health?
www.lutonccg.nhs.uk
Topic 2:
How can we deliver care in
different settings and in different
ways from the traditional acute
hospital?
@NHS_LCCG
Table feedback
www.lutonccg.nhs.uk
@NHS_LCCG
Five year strategy
Carol Hill
John Webster
www.lutonccg.nhs.uk
@NHS_LCCG
www.lutonccg.nhs.uk
@NHS_LCCG
Strategic challenge
• We are refreshing the CCG 5-year strategy, reflecting:
– New providers joining the system
– The hospital re-development at the L&D
– Designing commissioning decisions linked to the Better Care
Fund/Better Together
• The CCG’s strategic objectives must not be developed in
isolation….
• And nor should anyone else’s
• The whole system is facing significant financial challenges
• We will need to work hard to align our various plans
• We are agreed on the principles, but we must quickly agree as a
system how we will meet them
www.lutonccg.nhs.uk
@NHS_LCCG
A focus on Prevention
• Delivering a wellness programme rather than a focus on treating illness
• Early intervention driving improved outcomes and reduced need for specialist intervention
A Personal Plan
• An e-plan that is personalised and can be shared across the system
• Care co-ordinated by the GP
One Multidisciplinary Team
• Multi-disciplinary teams that will include social workers, district nurses, hospital at home
nurses, hospital consultants and home help
• Planning around the person will take account of both physical and mental health needs and
mental health professionals will be an integral part of the multi-disciplinary team.
Using the Evidence Well
• Accurately predicting risk of a crisis and putting in place appropriate services to prevent
hospital admission
• Putting the right services in place appropriate to the evidence
www.lutonccg.nhs.uk
@NHS_LCCG
Strategic Programme Areas
URGENT CARE
 Prevention / Self Care
 Procurements / Recommissioning
•
NHS 111, OOH, WIC, UGPC
•
Redefine the role of Community Services linked to
potential procurements and developments in primary and
secondary care services
 Mental Health
 Enablers
•
Workshops – clinical engagement
•
Data collection / analysis
PRIMARY CARE
PLANNED CARE
 Pathway/Service Redesign
• Respiratory
• Stroke
• Diabetes
• Cardiology
• MSK (procurement)
• Dermatology
• Rheumatology
 All aligned to commissioning workplan
INTEGRATED CARE
 Better Together programmes
 Primary Care Joint Commissioning
• Joint Committee with NHSE operational from
October and in shadow from September, with a
focus on:
•
•
•
•
•
•
Appropriate needs assessment and identification
of gaps in primary medical care services
Prioritise needs and redesign services
Delivery of agreed service improvements linking
closely to emerging strategies (e.g., urgent care)
Performance manage the range of GP contracts
Design local schemes to reduce inequalities and
improve access to primary care
Work towards delegated commissioning
•
•
•
•
•
•
•
Better Together Integrated Team
Proactive and integrated primary care services
Improving 7-day a week working
Re-ablement
Therapy services
Reducing childrens’ emergency admissions
Social prescription
 Enablers
•
Joint commissioning
•
Workforce skills
•
Improved technology/data sharing
Systems Resilience Group
• We are system leaders for the SRG
• Working with partners to ensure services are
robust in the event of an emergency
• Ensuring contingencies are in place if a service
becomes overburdened
www.lutonccg.nhs.uk
@NHS_LCCG
Commissioning differently
Drawing on our strategic objectives around urgent care, planned care, primary
care and integrated care, we aim to keep three themes in mind when
commissioning.
Efficiency
Innovation
Integration
www.lutonccg.nhs.uk
@NHS_LCCG
Open forum discussion – key issues
going forward
www.lutonccg.nhs.uk
@NHS_LCCG
Any final questions?
www.lutonccg.nhs.uk
@NHS_LCCG
Tell us your thoughts
Please fill in the evaluation sheet on the table to let us know how
you thought our event went
www.lutonccg.nhs.uk
@NHS_LCCG
Thank you for coming,
for more information visit
www.lutonccg.nhs.uk or follow us on
Twitter @NHS_LCCG
www.lutonccg.nhs.uk
@NHS_LCCG