Annual General Meeting 10 September 2019 Berkshire West CCG 1
Welcome & introductions Dr Abid Irfan, CCG Chair 2
Meeting agenda
Chair’s address Summary 2018/19 • Key partner in the Berkshire West Integrated Care System • Successfully delivered the extended GP access scheme • Continued with major transformation work including Musculoskeletal and Outpatients 4
Chair’s address Summary 2018/19 continued • Worked closely with the Cancer Alliance to improve screening rates for bowel, breast and cervical cancer • Extended care and support planning for patients with long term conditions to include those with chronic airways disease and heart failure • Secured ‘Trailblazer’ national funding to implement Mental Health Support Teams in Reading & W. Berkshire schools 5
Primary Care GP services • Established 14 Primary Care Networks (PCNs) - working with health, community & social care partners and bringing new roles into primary care teams e.g. clinical pharmacists • Improved websites and online access to GP practices • Completed development schemes for 10 premises 6
Children’s mental health • Secured funding to set up two pilot mental health support teams so more young people can receive prompt help • Enabled mental health providers to see more children and young people • Special Educational Needs & Disability joint inspection praised our joint working with health, education and social care 7
Children’s mental health Continued • Major conference with over 140 partners aimed at improving children’s education health and care plans • Agreed an improved and reorganised children’s community nursing offer which is currently being set up 8
Adult mental health • More people accessed Talking Therapies which resulted in good patient recovery • Organised a new service offering enhanced health checks for significantly mentally unwell patients • Reduced out of area mental health placements • Helped more women with emotional disorders and distress during pregnancy and the first year after birth • Continued to focus on faster diagnosis and providing support for people with dementia 9
Transforming care for people with learning disabilities • Workforce: developed a Berkshire, Oxford and Buckinghamshire workforce plan led by Health Education England’s guidance • Market Shaping/Housing and Accommodation: scoped the housing needs of people with learning disabilities • Crisis/24-7 Support: commissioned an intensive support team to provide early community support, including alternatives to admission 10
Long term conditions • Rolled out ReSPECT approach for end of life care for personalised care and plans in emergency situations • Won national awards for our Type 2 diabetes structured education programme • Introduced new multi-disciplinary teams to improve holistic care of cardiology and renal patients 11
Long term conditions Continued • Launched new primary care programme for early detection of atrial fibrillation to prevent strokes • Reduced unplanned hospital admissions for care home residents by 98 (7.5%) by improving care co- ordination 12
Urgent care • 90% of people admitted, transferred or discharged within 4 hours (on average) of their arrival at A&E • Met the national target for over half of 111 calls to receive a clinical assessment • Ambulatory care unit supported over 30% of patients to be treated same day • 32% reduction in numbers of acute beds occupied by patients staying over 21 days compared to previous year 13
Planned care • Worked with stakeholders to develop integrated service for people with muscle, bone and joint problems • Worked with Royal Berkshire Hospital to address Dermatology Service challenges • Redesigned outpatient services to reduce unnecessary appointments and improve waiting times 14
Planned care Continued • Improved cancer diagnosis & support for patients living with & beyond cancer, using Thames Valley Cancer Alliance funding • Continued to meet national cancer standards by ensuring patients were seen within the required time frame 15
Locality updates North and West Reading • Increased the number of patients identified as veterans by 62%, and improved their access to specialist services • Established a joint health and social care social prescribing service supporting residents to improve their emotional and physical wellbeing 16
Locality updates South Reading • Piloted a multi-disciplinary health and social care team which supports patients most at risk of unplanned hospital admissions • Supported screening of 281 people at high risk of “sleeping TB ” 17
Locality updates Newbury & district • 487 people trained to give alcohol intervention advice • Commissioned new health clinics for the homeless at day centres and night shelters Wokingham • Boosted armed forces veteran care. Patients identified as veterans increased from 544 to 981 • Completed building works at four practices to ensure sufficient capacity for our growing population 18
Communications & engagement • Held engagement events to introduce Integrated Care System (ICS) and Primary Care Networks (PCNs). Launched Integrated Care Partnership (ICP) website and social media platforms • Held information events on TB, diabetes, cervical cancer, flu, immunisation and social prescribing 19
Communications & engagement Continued • Reached 1,300 people through 32 engagement events for Nepalese, Polish and Bangladeshi communities • Strengthened links with Reading Community Learning Centre representing socially isolated black and minority ethnic women 20
Staff matters • 80% of staff have had an annual appraisal. The remainder have organised an appraisal date • More than 95% of staff have completed their statutory and mandatory training • 50.8% staff survey response compared to the national NHS staff survey response of 46.4% • 77.8 % of staff said they felt valued and recognised for their contributions 21
Changes to governing bodies • Rebecca Clegg was appointed Chief Financial Officer in July 2018, following Janet Meek’s resignation on secondment to NHS England • Katrina Anderson appointed as Director of Joint Commissioning 22
Assurance ratings 2018/19 • We were part of the first wave of ICSs, supporting a partnership approach to improvement • The Unified Executive reviewed performance as level 3 • We were given a rating of “requires improvement” due to our system deficit positioning 23
Quality of Care 2018/19 Debbie Simmons, Director of Nursing 24
Quality of care Developing our ICS quality approach wider • Embedded overarching quality framework through our ICS Quality Committee and expanded our membership • Significantly increased our shared learning and joint investigations through our joint bi-monthly ICS Serious Incidents Panel • Our providers continued to achieve good or outstanding CQC inspections 25
Quality of care 18/19 chosen priorities • Sepsis: achieved >90% monthly compliance for screening and antibiotic administration within 1 hour • Zero Suicide: BHFT suicide awareness and education for staff, has resulted in falling suicide rates of <10 % for patients under the Trust’s care • Urinary tract infections and hydration: CCG piloted dedicated support and training in care homes on the importance of nutrition and hydration 26
Quality of care Safeguarding achievements • Increased reporting for child protection conferences and made significant improvements in safeguarding • Chaired and steered programme board for children’s multi agency safeguarding arrangements • Ran “Lift The Baby” safe sleeping awareness - raising campaign • Developed Strategic Berkshire West Care Homes group, in partnership with local authorities 27
Quality of care Next steps for 2019/20 • Design quality governance framework for Buckinghamshire, Oxfordshire & Berkshire West (BOB) Integrated Care System • Progress care homes strategic group to include all health and social care system partners • Explore ways in which we can work across BOB to optimise safeguarding and medicines 28
Organisational development Next steps for 2019/20 continued • Created ‘Staff Partnership Forum’ to address issues such as staff welfare and career development; and to support staff through change • Undertook Healthcare Financial Management Association’s (HFMA) e -learning to improve staff financial awareness and performance 29
Organisational development • Brought our Freedom of Information function in-house, achieving 100% response rates within statutory timeframe • Reviewed the operation of all our programme boards supported by the King’s Fund • In the latest NHS England 360 o survey we were ranked above the national average in every category bar one 30
Annual accounts and remuneration report 2018/19 Rebecca Clegg, Chief Financial Officer 31
Annual accounts and remuneration report Highlights • Worked closely with ICS colleagues and NHSE to agree where best to position system deficit of £3m • Managed the cash flow effectively • Paid bills on time • Operated within running cost budget • Paid staff in line with national guidance and as approved by its remuneration committee 32
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