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: Out of Hospital Services (OOHS) • 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. Diabetes • 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 • 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. 4
Local Achievements: Perinatal Mental Health Service Implementation • 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 Community Cardiology Service • 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% 5
Local Achievements: Patient and Public Engagement 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 6
NWL Achievements
North West London Health and Care Partnership better care for improving your better care for people with health and older people long-term wellbeing conditions safe, high improving quality and mental health sustainable services services 8
Quality and Safeguarding Mary Mullix
Quality and Safeguarding • Robust clinical leadership & • Reducing medicines related effective multiagency harm. working. • Establishing NWL Clinical • Quality Schedule developed Networks to improve patient enabling greater scrutiny & pathways & reduce variation. assurance of contracts. • Being proactive, taking steps • Programme of Clinical to address variation in quality Visits (quality & & safeguarding concerns safeguarding) leading to through collaborative, system Safe shared learning. wide working. Clinical • Practice Nursing healthcare effectiveness development. for all • Developed Patient Experience Strategy Quality encompassing Equality, assurance • Monitoring and scrutiny of Patient Inclusion & Diversity. Pathways of Care & the quality and experience • Learning & development of care in Care Homes. outcomes programmes for health and • Having overview and assurance social care professionals. of quality and safety in our NHS • Sharing good practice & Provided & Commissioned lessons learnt to improve Services. patient experience & • Forging strong relationships outcomes. with academic providers • Understanding experience focussed on research & in the round. development in practice. 10
Annual Accounts 2016/17 Keith Edmonds – Chief Finance Officer
Financial Performance16/17 • 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 12
How we spend your money (Total spend £475.9m)
2017/18 Priorities Tessa Sandall – Managing Director
17/18 Priorities The CCGs 17/18 Business Plan is structured around delivering CHWEE objectives and NHS England’s priorities for improving A&E , Primary Care , Mental Health , Finance and Cancer performance 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 2.1 Ensure the primary care commissioning offer delivers a sustainable and resilient general practice variation and improving long 2.2 Implement a quality improvement programme to address unwarranted variation in General term condition management 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 3.1 Commission a lead provider model for older peoples (>18 years of age) local services and experiences for older 3.2 Pilot NWL wide Frailty Model in Ealing Hospital people 3.3 Provide system leadership to reduce unnecessary non elective admissions with system partners 4. Improving outcomes for 4.1 Lead local implementation of 'like minded' and 'future in mind' models of care with WLMH in children and adults with partnership with H&F, Hounslow and Ealing in a financial viable way mental health needs 5. Ensuring we have safe, high 5.1 Develop and agree a 'local hospital' clinical model with partners quality sustainable services 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 6.1 Ensure providers are delivering high quality, high performing services for residents of Ealing capacity and capability to 6.2 Deliver financial control total including full delivery of local and NWL QIPP deliver (workforce, OD, IT, primary care etc.) 15 6.3 Enable the CCG to become a high performing to ensure improved outcomes
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