Upload
nhs-kirklees
View
213
Download
0
Tags:
Embed Size (px)
DESCRIPTION
http://www.kirklees.nhs.uk/fileadmin/documents/News/Mike_s_presentation_-_final.ppt
Citation preview
Mike Potts Chief Executive
Local overview and key challenges across Local overview and key challenges across the four themes set out in the Operating the four themes set out in the Operating
FrameworkFramework
Calderdale, Kirklees and Wakefield District – the place
Wakefield Pontefract
Hemsworth
Huddersfield
Batley
Dewsbury
Halifax
Todmorden Calderdale
HuddersfieldWakefield District
Wakefield
Batley
Dewsbury
Halifax
Todmorden Calderdale
Huddersfield
Pontefract
Hemsworth
Wakefield District
WakefieldBatley
Dewsbury
HalifaxTodmorden Calderdale
Huddersfield
Kirklees
About us …
• 991,000 local people• 582 staff• £1.68 billion budget• Significant health challenges• 4 shadow CCGs • 1 West Yorkshire Commissioning
Support Service• 3 Health and Wellbeing Boards
About us … (Contd)
Main providers:• 2 acute (1FT, 1 aspiring FT)• 1 mental health/care trust (FT)• 1 ambulance service (aspiring FT)• 2 social enterprises• 138 GP practices• 127 dental practices, • 200 pharmacies • 114 optometry providers
Wider system leadership:• Emergency planning (West Yorkshire) • 111 implementation (Yorkshire & the Humber)
Our role
3 PCTs - one cluster board and one executive team from October 2011Our role:
• lead the local NHS• improve the health of local people• commission high quality safe and sustainable services within
resources• implement NHS reform
∙ manage transition to the new commissioning system∙ manage transition of PH to LAs and support establishment of
Health & Wellbeing Boards∙ support provider development
Our focus
• Maintaining quality & safety• Delivering performance• Managing the money• Maintaining resilience • Creating the new commissioning system - CCGs, CSS, public health, H & WBBs• New relationship with public• Embed transformational change
Control
Close
Create
Challenges for health and social care
• Ageing population – increased pressure on health and social care services.
• Do things differently – encourage innovation and transformation.
• Embrace new technologies.• Integrating care across agencies – move from
competition to co-operation/partnership.• Improve health & health outcomes - ownership, lifestyle
choices, wider determinants of health.• Meaningful engagement with our patients and local
communities.• Limited resources – need for greater efficiency.
Operating Framework 2012/13
4 key themes:
• Getting the basics right
• Maintaining our grip on performance
• Meeting the quality and productivity challenge
• NHS reform
Getting the basics right
Control• Cluster quality governance• Swift response to CQC inspections• Performance: grip on key quality performance indicators
• Hospital acquired infections • Patient safety• Safeguarding
• Assuring and improving quality through transition• Quality metrics across the system• Quality impact assessments
Create• CCG quality governance/infrastructure• National and local CQUIN development• Focus on improving patient experience
Close• Close down process in place• Legacy documents• Quarterly reporting to NHS North of England• Face to face handovers Q3 and Q4
Getting the basics right Contd
Performance – the challenge
Keeping a grip on performance:
• A&E and Referral to Treatment (RTT) 18 weeks - monthly delivery by speciality
• Increased pressure on delivery of zero Health Care Acquired Infections (HCAIs)
• Continued focus on zero Mixed Sex Accommodation (MSA) breaches
Focus on sustainability
Plans to Board in May
Quality, innovation, productivity, prevention (QIPP)
• Strong record of managing within resources and delivering QIPP targets.
• QIPP targets 12/13 to 14/15:
Calderdale£m
Kirklees£m
Wakefield£m
CLUSTER£m
2012/13 5.5 9.5 12.5 27.5
2013/14 4.8 10.0 11.4 26.2
2014/15 5.3 10.0 11.4 26.7
TOTAL 15.6 29.5 35.3 80.4
Our 5 transformational QIPP Programmes (2012-15)
Changing planned
care pathway
Preventing unplanned admissions
and managing long term conditions
Assistive technology
and risk stratification
Alternative community
services
Stronger mental
health and learning disabilityservices
• E consultation • Telemedicine• Virtual ward• Community consultants
Whole system integration
Person first
System enablers
• Assistive technology• E-consultation• Integrated provision• Case management• Risk stratification• Leading Large Scale Change Support
Programme
Whole system health and social care transformation
50% of QIPP savings delivered through twoMajor transformation programmes:
• Calderdale & Huddersfield Health and Social Care Transformation Programme
• Wakefield District and North Kirklees Health and Social Care Transformation Programme
Program
me O
ffice
Calderdale and Huddersfield health & social Care transformation
CKW Cluster Board
Calderdale Council
Kirklees Council
Urgent care:Joint approach to delivery of non-elective and urgent care and QIPP
Health strategy refresh:Future service visionTransformationDelivery of QIPP/CIPs
CHFT Board
Cross Cutting: communications and engagement; clinical leadership; quality and safety; workforce, PMO governance and risk management
Partner Trusts: SWYPFT, Locala
CCGs:Greater Huddersfield &
Calderdale
Elective care:Joint approach to delivery of redesign and QIPP
Calderdale & Huddersfield health & social care transformation
Aims:• A strategy for the next 5 years to deliver high quality care in
the most appropriate setting.• To be in top 10% nationally for safe, reliable patient-
centred care.• Maximise the benefits of the NHS reforms and respond to
demographic changes.• Focus on the needs of people with LTC.• Affordable and sustainable services, where local leaders
are recognised for their approach to partnerships and integrating care.
Program
me O
ffice
Wakefield District and North Kirklees health and social care transformation
Foundation Trust applicationTransactional processes
Partner PCTs:NHS Leeds
CKW Cluster Board
NHS North Wakefield Council
Kirklees Council
Recovery and service improvement
• Financial recovery• Service improvement
Transformation programme• Care outside hospital• Urgent care• Clinical services strategy• Primary medical services
MY Hospitals Trust Board
Cross Cutting: Communications and engagement; clinical leadership; quality and safety; workforce, PMO governance and risk management
Partner Trusts: SWYPFT, Locala
CCGs: Wakefield
North Kirklees
Programme executive
QIPP schemes – some examples
Diabetes e consultation – linking GPs and secondary care clinicians (early indicators 75% reduction in referrals)
Telehealth in Care Homes – supporting end of life care – (10% – 15% reduction in emergency admissions)
Dementia Care – new model of specialist day care – 10% increase in day care activity
Primary care transformation – to increase primary care capacity – ( 8% reduction A&E attendances 5% reduction in LTC admissions)
Local clinical commissioning groups (CCGs)
Practices
Chair Applying for authorisation
RAG rating
Calderdale 27 Dr Alan Brook 1st phase (July)
Greater Huddersfield
40 Dr Steve Ollerton
2nd phase (Sept)
North KirkleesHealth Alliance
31 Dr David Kelly 3rd phase (Oct)
Wakefield Alliance
40 Dr Phil Earnshaw
1st phase (July)
Commissioning support service (CSS)
• West Yorkshire wide approach• Already operational – from this month• Business case submitted• Expect to be fully operational by end October. • Currently consulting on senior
staffing structure • MD appointed
Alison Hughes
Provider development
• All remaining NHS trusts move to Foundation Trust status.
• New provider models e.g. social enterprises, joint ventures.
• More choice, competition and co-operation
• Any qualified provider.
Public health transition
• Public health functions to:• Public Health England• Local authorities• NHS Commissioning Board
• Joint Directors of Public Health x 3• Transition plans agreed. • Plans assured by NHS North of England.• Ready for start of shadow period: Oct 12.
Public health – local authority
Health & Wellbeing Boards
• Three shadow boards in place.• Strong relationships developed with CCGs.• Joint Health and Wellbeing Strategies being developed.
Health & Wellbeing Boards