Reading CCGs’ Two year plan
Welcome & Introductions
Housekeeping Please switch mobile phones to ‘silent’ No fire alarms expected
Agenda Item Item Lead 1. Welcome (5mins) Wendy Bower 10.30 Jo Hawthorne 2. Reading’s Health & Wellbeing strategy 2017 -2020(15 mins) Reading Borough 10.35 Council Dr Bubbu Thava 3. Reading CCGs’ two year plan (40 mins) Dr Andy Ciecierski 10.50 Dr Rupert Woolley Gabrielle Alford Debbie Simmons 4. Questions (20 mins) Wendy Bower 11.30 5. Refreshments (15 mins) 11.50 6. Accountable Care System and STP (10 mins) Debbie Simmons 12.05 7. Questions (15 mins) Wendy Bower 12.15
Health & Wellbeing Strategy 2017-20 Jo Hawthorne Head of Wellbeing Commissioning and Improvement
Whose strategy? • Strategy will be overseen by the Reading Health & Wellbeing Board – local authority – Clinical Commissioning Groups – local Healthwatch • Developed and delivered in partnership • Duties to improve and protect wellbeing cover the whole Reading population • The Health & Wellbeing Strategy sets out agreed priorities • In times of austerity, health inequalities are widening, and there is a need for more targeted approaches
Mission “to improve and protect Reading’s health and wellbeing – improving the health of the poorest, fastest”
Reading at a glance • 155,700 people • Ethnically diverse • Younger population than the England average • Higher than average earnings • Higher levels of homelessness • High risk of premature death or poor health in the most deprived areas – 10 year difference in life expectancy for men • www.reading.gov.uk/jsna
Health and Wellbeing Underlying Principles HWB underlying principles Possible commissioning intentions Developing an integrated approach to Carers information & advice services recognising and supporting all carers Carers breaks services Carer training inc.e-learning Carer healthchecks High quality co-ordinated information Software platform to support to support wellbeing knowledge management / facilitate public access Community navigation, e.g. Narrowing the Gap VCS providers Safeguarding vulnerable adults and Training, awareness raising, children developing capacity, preventing harm
Priorities HWB priority Possible commissioning intentions Supporting people to make healthy MECC, Eat for Health, Let’s Get Going, Stop lifestyle choices Smoking Services and tobacco control, Breastfeeding Support, National Child Measurement Programme, NHS Health Checks, Narrowing the Gap VCS providers (peer support / self advocacy) Reducing loneliness and social isolation Services which strengthen individuals’ community connections - e.g. Living Well Co-ordinators, Social Prescribers, Narrowing the Gap VCS providers (community connections theme) Mental health -reducing deaths by Early intervention, support to prevent suicide escalation of mental ill health
Priorities HWB priority Possible commissioning intentions Reducing the amount of alcohol people IRIS, Community alcohol partnership, Drink drink to safer levels Aware, brief advice training Promoting positive mental health and CAMHS development, in-school support e.g. wellbeing in children and young people PHSE; 0-19s(25s) public health nursing Making Reading a place where people Funded co-ordinator for Reading Dementia can live well with dementia Action Alliance Increasing breast and bowel screening Primary care, secondary care, pick-up and prevention services packs, Teachable Moments pilot – motivational behaviour change Reducing the number of people with New entrant screening, TB nursing, tuberculosis awareness raising campaigns
Adult Care Strategic Priorities Adult Care strategic priority Commissioning intentions Maximising Independence and recovery - Assistive Technology and Emergency Duty we will use reablement, assistive Service technology, and aids for daily living as a first response. Personalisation - w e will support Personal Budgets, Direct Payment Support personalisation through personal budgets service, Day activities to ensure that people requiring longer term care can take as much control over their lives as their needs allow, in line with Care Act requirements.
Adult Care Strategic Priorities Adult Care Strategic Priority Possible commissioning intentions Home Care - we will seek to support New Homecare and Supported Living sustainable homecare in the borough by Frameworks for 2019. working proactively and building on relationships with our Home Care Framework providers (HCF). Reshaping Accommodation - we will Extra Care Catering. New Extra Care continue to shift the balance of provision at Green Park and Caversham accommodation provision from residential 2018, support living options. care to extra care housing and supported living options.
Adult Care Strategic Priorities Adult Care Strategic Priority Possible commissioning intentions Integration with Health Partners – we Nursing residential care, Joint will continue to build upon partnerships Commissioning Strategy. with our colleagues in the health service in order to work closely together to meet the needs of our population. Effective Commissioning and Joint commissioning and procurement Sustainability – we will transform the with neighbouring local authorities and way that we commission, ensuring that the CCGs including Transforming Care for we have a service that is fit for purpose people with learning disabilities/autism and able to play a key role in supporting and challenging behaviour. Voluntary the council to maintain a balanced sector, Carers services, homecare, budget. supported living, nursing.
Thank you for listening
Priority areas for Berkshire West 2017-19 Urgent & Primary Care Emergency Care Planned Care Mental Health
Primary Care • Improved care for those with long-term conditions, especially those with complex needs, through better use of technology and patient support • Improved buildings and planning for the future • New ways of accessing primary care across an extended week • New workforce models e.g. Clinical Pharmacists and Physicians’ Associates
South Reading CCG – the need for change 1) Premises Not purpose built Non CQC compliant Limited on capacity 2) Financial Contractual pressures Small list sizes 3) Recruitment and retention of clinical staff Same as everywhere but South Reading typically less desirable to work in. Majority single handed GPs close to retirement 4) Commissioning opportunities CCG commitment to improving access 5) Increasing demand from population increase
South Reading GP Alliance South Reading Alliance University South Reading Group Whitley Hub Central Hub Tilehurst Hub 19 independent 2 Organisations practices working forming 4 out of 28 separate geographical hubs buildings
South Reading Alliance - structure SRA Executive voted in. 4 Cluster leads + EXECUTIVE Chair BOARD Central Whitley Tilehurst Cluster meetings monthly chaired by Cluster Cluster Cluster Voted cluster lead Group Group Group Member Practices and current 1) Tilehurst affiliations Village 1) Pembroke Surgery 1) Melrose Surgery 1) Milman Road A 1)Reading walk in 2)Westwood 2) Kennet surgery 2) Eldon Road Centre 2) Milman Road B road Surgery x2 Surgery sites 3) Longbarn lane 2)Russell street 3) London Rd x3 sites 3) Groveland's 4) Chancellor Surgery 3)Abbey Surgery House Surgery 4)Chatham street 5) Kennet st branch 5)London Street 6) Westwood road Branch
Dr Rab Mittal Please click on the image below to watch Dr Mittal talk about the South Reading Alliance
Urgent & Emergency Care • A new NHS 111 service from October 17. – A single point of contact for anyone with an urgent care need – Call handlers will be supported by a clinical team who will be able to assess, advise and discharge or onward refer patients to the most appropriate service for their needs – From day 1 30% of calls will be handled by a clinician with plans to increase further – Service will be able to book patients into Westcall from day 1 and will be trialling booking into GP Practice appointments
Urgent & Emergency Care • Expansion of access to GP services and GPs providing urgent appointments within primary care hubs • Increasing “hear and treat” and “see and treat” by the ambulance service • Further developing services within the hospital that allow patients to be treated and go home within 24 to 48 hours • Ensuring swift discharge from hospital by implementing “trusted assessor” and “discharge to assess processes” and providing a range of resilient community health and social care options • Continued focus on reducing Delayed Transfers of Care • Continue to work closely with Berkshire Healthcare NHS Foundation Trust and Reading Borough Council social services to ensure 95% of patients are admitted, transferred or discharged within and discharged from A&E within 4 hours of their arrival
Delayed Transfers of Care (DTOC) Patients who are clinically ready and safe to leave hospital but are still occupying a bed as they need further health and/or social care. Just being in hospital for an extended period of time can increase a person’s reliance on longer term care
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