Joint Health & Wellbeing Board Lambeth CCG Operating Plan 2013/14 6 th February 2013 6 th February 2013
Overview Lambeth CCG is required to submit to the NHS Commissioning Board an annual operating plan that provides a coherent approach to meeting the objectives as set out in: � our 5 year Commissioning Strategy Plan � national NHS priorities for 2013/14 – as determined by NHS CB � local priorities for 2013/14 � Secretary of State’s decision on South London Healthcare Trust 2
“Improving Health, Improving Quality” Our Vision: Health improvement is at the heart of all we do. We will increase life expectancy for all and reduce the difference in life expectancy between the most and least deprived in our diverse communities. We will maintain a thriving, financially viable, health economy delivering safe and effective high quality care. We will commission comprehensive integrated care that meets the needs of local people. We will value diversity amongst providers, but will expect excellent outcomes. Serious Cardio Diabetes HIV Smoking Childhood Alcohol Mental Vascular Help 5000 Halve the Help Obesity Increase more more proportion proportion 12500 12500 front-line front-line Illness Illness Disease Disease Help 900 more Help 900 more people of very late more staff training children Enable 1000 Improve control HIV people in screening overcome people to hypertension their blood diagnosis. to quit & in brief obesity , 10000 move to a control of sugar. smoking. Intervention. to maintain a new asset 1000 more healthy and recovery people. weight. based service offer. Increase life expectancy Reduce health inequalities Improve Patient Experience DELIVER QUALITY, INNOVATION, PRODUCTIVITY & PREVENTION 3
Quality premium A Quality Premium will be paid in 2014/15 to clinical commissioning groups that in 2013/14 improve or achieve high standards of quality in the following four measures from the NHS Outcomes Framework: Target area identified within our Joint Mental Health target - to reflect parity Target is measurable and amenable to Target is within our existing priority Will JHWB be supportive of the target Target is within the specific remit of engaged with delivering the target? Strategic Needs Assessment (JSNA) Target is credible with all partner CCG commissioning responsibilities Can member practices be fully with physical health in-year monitoring Potential years of life lost from causes considered organisations health goals (No of 'YES') SCORE amenable to healthcare Serious mental illness: YES YES YES YES YES YES NO NO YES YES YES YES YES YES YES YES 7 7 90% of users in care programme approach with HoNoS • Avoidable emergency admissions Cardio vascular disease H GOALS H GOALS YES YES NO YES YES YES YES YES 7 73% of people with hypertension with BP <= 150/90 LAMBETH CCG: 7 STRATEGIC HEALTH G LAMBETH CCG: 7 STRATEGIC HEALTH G Diabetes YES YES NO YES YES YES YES YES 7 71% of people with diabetes with blood sugar HbA1c <8 • The Friends and Family Test HIV 14% Lambeth YES YES NO YES NO NO YES YES 5 residents diagnosed very late with HIV (<200 CD4 cells/mm3) Smoking YES YES NO YES YES NO YES YES 6 1155 smoking quitters per • Incidence of healthcare associated infections 100,000 population Childhood obesity YES YES NO YES YES NO NO YES 5 (MRSA and CDiff) Year 6 obesity prevalence in children 23.25% Alcohol 90% of the identified frontline staff YES YES NO NO YES YES NO YES 5 have received � training in screening and � brief intervention for � alcohol misuse In addition 37.5% of the Quality Premium will based on achieving: 3 Local priorities for 2013/14 – agreed with Health & Wellbeing Board 4
Financial allocations £000s CCG Baseline 406,263 Recurrent Uplift (2.3%) 9,344 Total Baseline 415,607 Running Cost Allowance 8,238 Total Recurrent Allocation 423,845 � CCG allocation is 62% of PCT historic allocation after transfers to the NHSCB and Local Authority � Flat rate growth of 2.3% across all CCGs � CCG’s surplus (£4.4m) has been returned for reinvestment in 2013/14 � LBL allocation of £5.4m for 2013/14 for support for joint working with Health and Social Care 5
Draft financial framework Financial Framework 2013/14 £000s Income Recurrent Uplift (2.3%) 9,344 Prior Year Surplus brought forward (1.0%) 4,372 Total Income Changes 13,716 Expenditure 2012/13 Outturn Pressures 10,306 Tariff and generic uplifts 10,437 Efficiency with Tariff (13,937) Net Tariff/ Generic Uplift (-1.1%) (3,500) Population & Incidence Growth 8,225 Investment Proposals 6,193 QIPP Savings Initiatives (2.9%) (11,880) Change in Recurrent Expenditure 9,344 Total Planned Surplus of 1% 4,372 6
Risks and risk management Risk � transfer of commissioning budgets in particular Specialist Services � in-year demand – Acute, Continuing Care � QIPP delivery � performance risks Risk management Risk management � population and non demographic growth funding � commissioning risk share; provider risk share and block agreements � SE London CCG risk share arrangements including mutual financial assistance � in-year contingency planning 7
QIPP Programme 2012/13 2013/14 2014/15 Total £000s £000s £000s £000s QIPP Schemes Acute 5,251 5,838 5,500 16,588 ����� Community Services 1,438 1,200 3,901 Mental Health 3,020 3,043 1,500 7,563 Primary Care Primary Care 5,107 5,107 1,203 1,203 800 800 7,110 7,110 Other 616 358 1,100 2,074 Total QIPP 15,256 11,880 10,100 37,236 8
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