Patient and Public Engagement Event Wednesday 10 October 2018 1:30pm for registration 1:45pm-5pm Executive Suite, Dugdale Centre, Enfield
Welcome Teri Okoro Lay Member for Patient and Public Engagement
Housekeeping • Please make sure you have signed in so that we can add you to our mailing list. • No fire alarm is planned today. If you hear the alarm, please make your way outside • Please turn your mobile phones off or put them on silent • Please help yourself to refreshments throughout the event • Feedback forms will be emailed to you after the event. • Please tell us what you what think of today’s event and tell us about topics you would like to see at future events. 3
How you can get more involved in the work of the CCG • Join your GP practice’s Patient Participation Group (PPG). Ask your practice if you can join. We have an active PPG network and an elected PPG representative Litsa Worrall who sits on the Governing Body • Volunteer to be a patient representative and help us improve services for local patients forms are available. • Attend a Governing Body Meeting – dates are advertised on our website, on Twitter and in the Enfield Independent • Follow us on Twitter @EnfieldCCG • Sign up to our mailing list – contact enfccg.communications@nhs.net • Contact us if you would like someone to attend your voluntary or community group meetings • Visit our website www.enfieldccg.nhs.uk
Agenda 1:30pm-1:45pm Sign in, refreshments and networking 1:45-1:50pm Welcome Teri Okoro, Lay Governing Body member for Patient and Public Engagement 1:50-2:00pm Enfield CCG corporate update Dr Mo Abedi, Chair 2:00pm-2:30pm Primary Care Strategy Update Dr Chitra Sankaran 2:30pm-3:00pm Commissioning Intentions presentation Graham MacDougall Workshops 3:00pm-3:45pm Encouraging Self Care Clinical lead – Dr Mateen Jiwani, Medical Director Management lead – Paul Gouldstone, Head of Medicines Management 3:45pm-4:30pm NCL Orthopaedic Review workshop Anna Stewart, Programme Manager Colin Beesting, Communications and Engagement Lead 4:30pm- 4:45pm Questions and Answers session with the Governing Body 4:45pm Thank you and event closes 5 Teri Okoro, Lay Governing Body member for Patient and Public Engagement
Enfield CCG Update Dr Mo Abedi, Chair
Corporate update • We have been under Legal Directions by NHS England since 10 August 2015. Historic underfunding has been a key contributory factor to the financial challenges and cumulative deficit. • Enfield CCG delivered an in year deficit of £3.4m 2017/18 (Underlying position is £13.6m deficit after disregarding one off factors). In reaching this position, the CCG delivered £15.4m of efficiency savings, against a target of £22.5m. Of the achieved £15.4m of efficiencies made, £8.4m related to acute contracts and £7m related to non-acute productivity improvements, largely in prescribing services.
2018/19 Financial Plan • In 2018/2019, Enfield CCG is planning a total spend of £462.725m and needs to break even. This will be extremely challenging given that the CCG starts 2018/2019 with an underlying deficit of £13.6m and given the magnitude of local and system wide risks. • In order for this to be achieved the CCG has to deliver an ambitious programme of transformational changes and improvements of around £23.8m. Although the CCG has a developed and mature transformation programme, many of the easily achievable efficiency areas have already been adopted in recent years making programme delivery particularly challenging this year. • North Central London commissioners and acute providers continue to work collaboratively to develop and implement the Sustainability and Transformation Plan (STP) assumptions to ensure that the Enfield CCG and the North Central London wide control total is achieved.
North Central London (NCL) Primary Care Strategy Dr Chitra Sankaran
DRAFT General practice as the foundation of the NHS A strategy for North Central London 1 0
DRAFT Our story so far… This strategy aims to consider what is important to andfor the people living in north central London, and sets outthe vision from a patient and system perspective. It recognisesthe challenges facing general practice in NCL and acknowledges that we must preserve the strengths of general practice, including continuity of care, a real understanding of the family or personal support network that patients are part of, and the relative ease and accessibility of services. 1 1
DRAFT ...the story so far The NHS was established 70 years ago at a time when There are new and increased challenges in terms services were mainly provided to manage diseases in hospital. The of building, recruiting and retaining sufficient numbers of healthcare professionals to work in general practice, and roles of health and care services have changed significantly since then, and society is changing; there are over 15 million people with long more GPs are opting for salaried positions and portfolio careers, meaning a need to consider new and alternative term conditions in England and care for these people equals about 50% of all GP appointments and 70% of all inpatient hospital employment models. There have been significant advances episodes. in technology, with the introduction and increased use of patient apps, the ability to book appointmentsonline, General practice is facing unprecedented pressure. and products such as Symptom Checker. Funding for general practice services, as a proportion of NHS funding has fallen, yet evidence suggests that demand has increased and is The context and landscape have changed set to increase further as people live longerwith greater complexity significantly since the previous strategy , including and patient expectation grows. an increasing financial challenge, with the ‘do nothing’ gap These pressures are further compounded by an aging workforce, for north central London expected to be £811m deficit by 2020/21. Sources of information, advice and support fewer doctors and nurses choosing general practice as their regarding patients’ health and wellbeing are more varied, destination of choice, and losing newly qualified general practice and patient expectations have changed with social and staff to other more attractive health services across the globe. technological developments. General practice has a greater role in providing and coordinating care. There is an increased focus oncollaboration , both within general practice, and with other partners, and working at scale to deliver the best benefits for the population and for practices. There is an increased focus in general practice on quality improvement, with local investment in dedicated quality improvement support teams aiming to reduce unwarranted 1 variation in each CCG area. 2
DRAFT ...the story so far Partners in north central In December 2017, London (NCL) have a leaders of the five clinical history of collaborative commissioning groups working on primary care, (CCG) and GPfederations including the production agreed to nominate of previous strategies representatives to for primary care. The co-produce a refreshed previous NCL strategywas strategy for NCL. produced in 2012 and expired in 2016. 1 3
DRAFT Introduction: where we arenow There are six GP federations in NCL, Appointments with four of which are co-terminous withthe borough, with two federations inCamden. general practice PLACEHOLDER: DIGITAL available 8am-8pm Most practices now work in anintegrated seven days a week way, to some extent, and many of the GP federations hold contracts ranging from Ear Nose and Throat and community Instead of people only being able PLACEHOLDER: DIGITAL gynaecology services to providing quality to access their own GP during core improvement support teams, or focusing hours, people now have access to on GP retention. appointments with general practice from 8am-8pm seven days a week Also in place are Care and Health (since April 2017 in NCL). Integration Networks (health and care partners working together to deliver care There may be opportunities to to a cohort ofpatients). promote these services evenmore widely, so that everyone is aware of them. We also know that some people still report dissatisfaction Most practices getting through to their practice now work in an on the phone, and there is more integrated way progress to make in theseareas. 1 4
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