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SCCG GB 05.06.13 Pt 1It 5.1 Att 03
Page 1 of 2
Report to the Sutton Clinical Commissioning Group Governing Body
Date of Meeting: Wednesday, 5th June 2013 Agenda No: 5.1 ATTACHMENT: 03 Title of Document: Sutton CCG Prospectus (also attached: Letter from Chief Operating Officer of NHS England)
Purpose of Report: For Approval
Report Author: Susan Roostan and CSU Communications
Lead Director: Jonathan Bates
Executive Summary: As part of the planning round in 13/14 each CCG is required to develop and publish a prospectus. The intention of the prospectus is to be a short, informative document that sets out and explains what the CCG is, the priorities for the coming year and the ambitions of Sutton CCG. Sutton CCG’s approach was very much taken from the CCG ‘ plan on a page’ and the information gathered from stakeholders at the well-attended event held in March 2013. The document has been produced in a leaflet format so can be reproduced easily, although there will be costs associated with printing. The style and content of a CCG prospectus has been left to individual CCG’s, however NHS England are keen to ensure that some principles have been adopted such as: • reflecting the local health and wellbeing strategy and as such ensuring your prospectus has been agreed with your Health and Wellbeing Board; • setting out what the key health priorities are for your population; • describing the standards that local people can expect from the services you have commissioned on their behalf; • a high level description of how the budget for these services will be spent; • demonstrating how you and your key partners will address health inequalities; and High quality care for all, now and for future generations • Clarity on how your population’s views have been, and will continue to be, heard. A copy of the guidance for the contents of the prospectus has been attached for your information.
Key sections for particular note (paragraph/page), areas of concern etc: All document Recommendation(s): The Clinical Commissioning Group Governing Body is requested to: 1. Note the content of the prospectus and approve the document 2. Discuss the circulation of the document and advise CCG officers
SCCG GB 05.06.13 Pt 1It 5.1 Att 03
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Committees which have previously discussed/agreed the report: Executive Committee – 29th May 2013 Health and Well Being Board – scheduled for the June 2013. Financial Implications: dependent on the governing body decision on where and how to distribute there is likely to be a printing and distribution cost associated with the prospectus. Approximately £10K. Other Implications: (including patient and public involvement/Legal/Governance/ Risk/ Diversity/ Staffing)
Communication Plan: (including any implications under the Freedom of Information Act or NHS Constitution) The prospectus will be circulated as per the agreement of the governing body
High quality care for all, now and for future generations
Publications Gateway Ref No 00048
29 April 2013
4N30 Quarry House
LEEDS LS2 7UE
Email address: [email protected]
Telephone Number: 0113 825 2116 To: CCG clinical leaders
Cc: CCG Chief Officers
NHS England Regional Directors NHS England Area Directors
Dear Colleague
CCG prospectus
I am most grateful for all the time and effort that you and your colleagues have put into this year’s planning round. Now that it is coming to a close and contracts are in place, you will be considering how you will publish your prospectus for your local population.
I thought it would be helpful to clarify the arrangements for issuing this. The intention of the prospectus is to be a very short guide which explains to your local community what the CCG is, and the ambitions you have for your local population’s health services.
Each CCG’s prospectus should be locally determined to reflect the needs of the people you serve. NHS England will not be providing any central requirements around content or the means of communication since we consider that it is essential it reflects what you, in discussion with key stakeholders, believe will meet your population’s needs and wishes.
There are a few principles which we consider are important and assume that you will take into account since they will clearly be of interest to your patients and the wider public such as:
• reflecting the local health and wellbeing strategy and as such ensuring
your prospectus has been agreed with your Health and Wellbeing Board; • setting out what the key health priorities are for your population; • describing the standards that local people can expect from the services
you have commissioned on their behalf; • a high level description of how the budget for these services will be spent; • demonstrating how you and your key partners will address health
inequalities; and
High quality care for all, now and for future generations
• clarity on how your population’s views have been, and will continue to be, heard.
We also expect that the form and distribution of the prospectus will mean it is as accessible as possible to all your population. Of course, if you would appreciate advice or support, our Area Teams are available to provide it.
I hope you find this helpful.
Yours sincerely
Dame Barbara Hakin Chief Operating Officer/Deputy Chief Executive
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Working together to build the best affordable
healthcare for Sutton.
Prospectus 2013/14
www.suttonccg.nhs.uk
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Sutton Clinical Commissioning Group (CCG):
who we are and what we do
Sutton CCG was formed in December 2011 by 28 GP practices
in the London Borough of Sutton. The CCG follows the borough
boundaries and from 1 April 2013 we have been responsible for
planning and funding NHS services for the 180,000 people living
in Sutton.
The role of the CCG is to hold the local NHS budget and make
sure that it is spent on the right services to meet the health
needs of Sutton residents. The services the CCG buys include
hospital, community and mental health services — a more
detailed breakdown of the budget can be found on page 4 of this
leaflet.
The CCG is not responsible for planning and funding other
primary care services such as dentists, pharmacies and
opticians. The CCG is monitored by NHS England —
www.england.nhs.uk
3
As a CCG we work to the national objectives for the NHS set out
in the NHS Outcomes Framework. The objectives are grouped
into five domains covering:
Preventing people from dying prematurely
Enhancing quality of life for people with long term conditions
Helping people to recover from episodes of ill health or injury
Ensuring that people have a positive experience of care
Treating and caring for people in a safe environment and
protecting them from harm
We also work to the areas for improvement in the NHS Mandate
and recognise the expectations of the NHS laid out in the NHS
Constitution.
Locally we are working with our partners in Public Health and
the London Borough of Sutton to respond to a Joint Strategic
Needs Assessment (JSNA), which analysed the health needs of
our local population. We are using the JSNA to inform and
guide our planning and funding of health and well-being
services in the borough. The JSNA can be found at
www.suttonjsna.org.uk
The NHS today: what are we trying to achieve?
Sutton Clinical Commissioning Group (CCG):
who we are and what we do
3
4
How we are investing in local NHS services
The graph above shows what services we will be buying in
2013/14.
We will also be working hard to get services running more
efficiently and there are a number of projects that are captured
within our QIPP (Quality, Innovation, Productivity, Prevention)
Plan.
We believe that these projects will help us to improve the quality
of the services that we fund, whilst also getting more for our
money.
QIPP projects also help us to save money that we can then re-
invest in other services. Our QIPP target for 2013/14 is to save
£7.1million.
64%11%
8%
3% 12%
2%
Hospital care Mental health services
Community services Continuing care
Primary care including prescribing Other
5
We have been working with our partners in Sutton including
Sutton Council, Healthwatch and Sutton Centre for the Voluntary
Sector— to develop a Joint Health and Wellbeing Strategy.
This strategy aims to improve the health and wellbeing of people
in Sutton by working with communities and residents and reducing
health inequalities between communities. The strategy can be
found on the London Borough of Sutton website at
www.sutton.gov.uk
In order for us to achieve all of our national and local aims, we
have developed six key priority areas that are explained in more
detail in this leaflet.
To be successful we need to work closely with our partners and
stakeholders and make the most of the organisations that support
us, for example the South London Commissioning Support Unit,
NHS England and the NHS Trust Development Authority.
At the end of March 2013 we held an event to talk to local
stakeholders about what is covered in each of our six priority
areas and to find out what they thought would make our work
successful. The feedback from this event is incorporated into this
leaflet.
A health and wellbeing strategy for Sutton
How will we deliver our priorities?
5
6
Hospital care is a vital part of the services that we plan and fund for Sutton. It is important that people have access to the right services and that the quality of those services is high. We will:
Continue to be part of the Better Services Better Value (BSBV)
review. We believe that Sutton’s NHS services need a safe and
sustainable future and that we need to be part of this review to get
the best outcome for the borough. We are supporting the
programme going forward to public consultation in asking for
opinion and views about reducing A & E and maternity sites and
concentrating resources on 3/5 sites which could mean changes to
St Helier hospital.
Continue to build on the establishment of the Urgent Care Centre
(UCC) at St Helier Hospital to improve the local urgent care system
Work with local hospitals to improve their infection rates,
particularly around hospital acquired infections, MRSA and C.
difficile
Actively develop our quality and safety work to make sure we are able to listen to what patients say about services as well as reviewing performance and safety figures.
Our stakeholders told us that to be successful we need to:
listen to patients and take action based on feedback
improve discharge planning
develop services in a more patient–focused way
improve communication between service providers
Our priorities: reviewing local hospital care
7
Hospital care is a vital part of the services that we plan and fund for Sutton. It is important that people have access to the right services and that the quality of those services is high. We will:
Continue to be part of the Better Services Better Value (BSBV)
review. We believe that Sutton’s NHS services need a safe and
sustainable future and that we need to be part of this review to get
the best outcome for the borough. We are supporting the
programme going forward to public consultation in asking for
opinion and views about reducing A & E and maternity sites and
concentrating resources on 3/5 sites which could mean changes to
St Helier hospital.
Continue to build on the establishment of the Urgent Care Centre
(UCC) at St Helier Hospital to improve the local urgent care system
Work with local hospitals to improve their infection rates,
particularly around hospital acquired infections, MRSA and C.
difficile
Some services have always been provided in hospitals. In the
NHS, we need to get the most out of our money and provide
services in ways that are easier for people to use. We will:
reduce the number of people being referred to hospital by
developing intermediate services that can be provided in the
community by a range of nurses, doctors and other health
professionals
Support GPs to improve the quality of their services
Improve the support we provide to nursing homes to help some
of the most vulnerable people in our community
Work to ensure the benefits of 111 are fully realised.
Our priorities: improving care provided out of hospital
Our stakeholders told us that to be successful we need to:
help patients to understand services like 111 through good
communication
take a patient-centred approach to redesigning services
make more information about NHS services available
do more to prevent people from becoming unwell in the first
place.
7
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Our stakeholders told us that to be successful we need to:
Develop a Matron role to work in Community settings
Develop more integrated working across the system, including
a way for all providers to share records
Agree outcomes for a patient across health and social care
Reduce medicine waste
Involve carers and families more
Our priorities: helping patients manage long term conditions
We want to help our patients with long term conditions, such as
diabetes or heart disease, to manage their conditions so that they do
not get into a crisis situation. We will:
Help GPs to identify patients who have multiple conditions that put
them at higher risk - if we know who the patients are, we can
offer medical help and general support to keep them well
Promote the NHS Health Check to help patients assess their own
risk of developing certain conditions and provide personalised help
and advice
Improve medicine management for people by encouraging
pharmacists to offer patients a review of their medicines
Continue to offer an End of Life Care programme, which enables
people to choose where they wish to die.
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We recognise the need to continue to develop mental health
services across all age ranges, and focus on prevention and early
diagnosis. We will:
Make sure that patients can access ‘talking therapies’ so that
help can be offered at an early stage
Improve the diagnosis and treatment of dementia in primary care
by training GPs and encouraging them to offer assessments to
high risk patients
Connect mental health services for children and young people to
ensure a smooth transition from children’s to adult services
Commission a wider range of providers in response to feedback
from a recent consultation on inpatient mental health services
Development of a joint post to commission services for both
Sutton Council and Sutton CCG.
Our priorities: focusing on mental health
Our stakeholders told us that to be successful we need to:
Listen more to the views of mental health service users
Keep people in the community as much as possible
Educate NHS staff and carers about dementia
Aim to treat mental and physical health together so that a pa-
tient’s total health needs are treated.
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10
Our stakeholders told us that to be successful we need to:
Integrate mental and physical health
Better communicate the Jubilee HC services to patients
Include intermediate services as well as outpatient services
and diagnostics
Employ dedicated staff to get the new services into the Jubilee
HC
Evaluate the quality of the services in the Jubilee HC
Our priorities: developing the Jubilee Health Centre (HC)
The development of the Jubilee Health Centre is a real success for
Sutton and our vision is for it to become a vibrant, productive centre of
excellence that provides high quality services from within the local
community. We will:
Draw together a broad spectrum of services from health - mental
and physical—and social care to deliver a range of comprehensive
services in an integrated manner
Use the Jubilee HC to start to transform how outpatient and
diagnostics are offered to patients as part of out of hospital
services
Use invaluable feedback from users of the JHC to help us shape
services.
11
The development of the Jubilee Health Centre is a real success for
Sutton and our vision is for it to become a vibrant, productive centre of
excellence that provides high quality services from within the local
community. We will:
Draw together a broad spectrum of services from health - mental
and physical—and social care to deliver a range of comprehensive
services in an integrated manner
Use the Jubilee HC to start to transform how outpatient and
diagnostics are offered to patients as part of out of hospital
services
Use invaluable feedback from users of the JHC to help us shape
services.
We need to work closely with our partners and stakeholders so that
we can be successful as an organisation. We will:
Align community services with the three CCG localities:
Carshalton, Wallington, and Sutton and Cheam
Share financial risk with the other CCGs in south west London
through joint commissioning arrangements for services such as
111
Generate closer work with Sutton Council through our work to
deliver the Joint Health and Wellbeing Strategy
Develop our Patient Reference Group so that it can contribute
and add real value to how we plan and fund local NHS services
Focus on developing our safeguarding leads so that we can
really benefit adults and children and keep them safe.
Our priorities: working more closely with our partners
Our stakeholders told us that to be successful we need to:
Focus on engaging with carers and service users
Make more people aware of who the CCG is and explain its
role
Promote the Patient Participation Groups within GP practices
and make sure that they are linked into the CCG’s Patient Ref-
erence Group
11
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There are several ways you can get involved in the work of Sutton
CCG. All Sutton GP practices are committed to running a Patient
Participation Group (PPG). To find out more, talk to your GP Practice.
Several representatives from each PPG also attend the CCG’s
Patient Reference Group. This group gets involved in the work of the
CCG rather than work at Practice level.
Healthwatch is the new consumer champion for Health and Social
Care and replaced Local Involvement Networks (LINKs) from 1 April
2013.If you would like to find out more about Healthwatch or become
involved please contact them on 020 8644 2867 or email
You can contact us at: Sutton CCG, Priory Crescent, Sutton SM3
8LR
Tel: 020 3668 1200 Email: [email protected]
How you can get involved in the work of Sutton CCG
