NHS Coastal West Sussex Clinical Commissioning Group

Voluntary Sector Forum 09th September 2014

Renée Dickinson, Public Engagement ManagerOffice: 01903 708498 Mobile: 07919 166369

Web: www.coastalwestsussexccg.nhs.uk Twitter@CWSCCG

The Background In April 2013 clinical commissioning groups took on responsibility for commissioning the following:

•Services from the hospitals (planned, routine care, and emergency care) •Community and primary care services (district nurses, community matrons, health visitors) •Mental health services •Prescribing •Learning disabilities services

Commissioning groups will not be responsible for contracting:

•Primary medical, dental, optometric, pharmaceutical services •Health improvement and prevention •Adult social care •Early years i.e. children's social services or respite care

The new landscapehttp://www.kingsfund.org.uk/sites/files/kf/media/structure-of-the-new-nhs-animation.pdf

The Coastal West Sussex Patch • Coastal WS CCG covers

almost 65% of West Sussex

• We have 6 Localities

• There are 54 GP practises

• An annual budget of more than £580million

• Total population now exceeds • 482,000

The CWS Population

Mosaic Public Sector Profile:Coastal West Sussex Population vs. England Population

Groups A, B, E, F, G and H are significantly overrepresented within Coastal West Sussex.

Together, these groups make up over 64% of the population.

Senior Security alone account for 17% of the population, whilst Aspiring Homemakers account for a further 11.6%.

% % Pen Index

A Country Living 49,022 10.2 3,196,974 6.0 1.53 172

B Prestige Positions 47,212 9.9 4,110,908 7.7 1.15 129

C City Prosperity 712 0.1 2,415,966 4.5 0.03 3

D Domestic Success 41,718 8.7 4,851,323 9.0 0.86 96

E Suburban Stability 38,444 8.0 3,359,854 6.3 1.14 128

F Senior Security 81,965 17.1 4,229,381 7.9 1.94 217

G Rural Reality 33,593 7.0 2,840,122 5.3 1.18 132

H Aspiring Homemakers 55,490 11.6 5,397,017 10.1 1.03 115

I Urban Cohesion 10,905 2.3 3,628,019 6.8 0.30 34

J Rental Hubs 31,376 6.6 3,746,435 7.0 0.84 94

K Modest Traditions 12,621 2.6 2,324,866 4.3 0.54 61

L Transient Renters 17,185 3.6 3,234,747 6.0 0.53 59

M Family Basics 29,482 6.2 4,771,478 8.9 0.62 69

N Vintage Value 25,600 5.3 2,548,189 4.8 1.00 112

O Municipal Challenge 3,623 0.8 2,967,432 5.5 0.12 14

478,948 53,622,711

Coastal West Sussex CCG Population

England Population

0 50 100 150 200

Key MOSAIC Groups

A Country Living B Prestige Positions E Suburban Stability

Rural locations High value detached homes Older families

Well-off homeowners Married couples Some adult children at home

Attractive detached homes Managerial and senior positions Suburban mid-range homes

Higher self-employment Supporting students and older children 3 bedrooms

High car ownership High assets and investments Have lived at same address some years

High use of Internet Online shopping and banking Research on Internet

10.2% Population in Coastal West Sussex

9.9% Population in Coastal West Sussex

8.0% Population in Coastal West Sussex

F Senior Security G Rural Reality H Aspiring Homemakers

Elderly singles and couples Rural locations Younger households

Homeowners Village and outlying houses Full-time employment

Comfortable homes Agricultural employment Private suburbs

Additional pensions above state Most are homeowners Affordable housing costs

Don't like new technology Affordable value homes Starter salaries

Low mileage drivers Slow Internet speeds Buy and sell on eBay

17.1% Population in Coastal West Sussex

7.0% Population in Coastal West Sussex

11.6% Population in Coastal West Sussex

Key MOSAIC Groups

The CCG Vision

Our vision for health and social care is built on the foundation that patients are at the centre of all we do. In five years’ time we want to deliver services and support patients and their carers so that any individual can say:

• My wellbeing is as important as my physical health• I feel safe and confident that I will be looked after well• I have access to a choice of high quality, responsive services seven days a week• I am in control of my health and my medical conditions are well managed• The care I receive is built around me• I am supported when I become unwell• I feel part of my community

5 Year StrategyResponding to:•£100m CCG challenge over the next 5 years (QIPP and the Better Care Fund)•Aging population with complex long-term conditions•Increasing patient expectations•All services under pressure from rising demand and constrained resources

With work you will recognise in 6 areas of transformation:•Patient participation in their NHS•Urgent and proactive care•Mental health and learning disabilities•Planned care•Children, young people and maternity •Primary care

Patient Participation in their NHSLet’s Talk – the on-going engagement programme that aims to encourage open dialogue with our population

Public Reference Panel – scrutiny committee for commissioning project engagement plans

Lay members recruitment – PRP, Locality boards, Projects, Readers Group

The Engagement Hub – developing an online community space

E-Panel – developing a representative panel of local people whom we can target for specific projects and engage with interactively

Survey tool – new innovative tool for creating online and paper surveys

Embedding the culture – internal training, Governing body seminar, toolkit for commissioners, workshops of effective survey design

Urgent and Proactive careOur frail, elderly and those with complex needs are going to hospital unnecessarily.

• We are working to develop a new model for the front door of A & E that is more integrated with other care services with a supporting commissioning system

Commission safe and responsive urgent and emergency care by:• One call one team – robust contract arrangements• Focus on discharge planning• Working towards a 7 day service

Key outputs;1. 90% of patients on Proactive Care MDT caseload feel supported to self manage2. Delayed transfers of care from acute and community beds at 1% or less3. Reduced permanent admissions of older people to residential and nursing homes

Mental health and learning disabilitiesBegin implementing the new functional Mental Health, Dementia, Learning Disabilities and Autism Joint Commissioning Strategies focussing on;

•Increased level of support and psychological therapies in long term condition pathways, acute and proactive care

•Adults with learning Disabilities – Re-commissioning the supported Living and Personal Support Framework Agreement

Key outputs;1.25% reduction in frequent A&E attenders2.Dementia diagnosis rates reach 65%

Planned careEmpower patients to make more informed choices about their care and treatment through;

– Strengthening primary care and community services supporting patients to participate in decisions about their own care and empowering them to self-care where safe to do so

– Supporting our hospitals and surgical teams to deliver the best outcomes for those who do need their services

– Reducing waiting times, by streamlining services and removing delays at every stage of the patients journey to ensure everyone is seen before 18 weeks

– Supporting patient choice, by actively sharing information on outcomes and treatment through integrated IT systems

Key outputs;1.Referral to Treatment (RTT) compliance improved at speciality level2.New MSK service contract implemented3.More referral made via e-referral

Children, Young People and MaternityWe will integrate services around children and their families by;

•Commissioning a new model of community care – developing Children’s Community Nursing and NHS at Home to support children on the urgent care pathway

•Integrating community services – Commissioning integrated services (including CAMHS) for children with complex emotional, behavioural and communication needs

•Ensuring parents know where and how to access support and advice about urgent and emergency care for children

Key outputs;1.Fewer children admitted to hospital for common conditions that can be treated in the community2.New CAMHS and SALT services

Primary CareWe must support practises to meet the challenges of:

•Working at scale and developing integrated services with community teams

•Building strong links to secondary care

Key outputs;1.A locally owned and understood strategy for developing Primary Care with a clear implementation plan and timeline2.Improved patient experience of GP services

Questions