2016 2020 Strategic Plan Commissioning Intentions 201617 Anna

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2016 – 2020 Strategic Plan Commissioning Intentions 2016/17 Anna Hargrave 23 rd September 2015

2016 – 2020 Strategic Plan Commissioning Intentions 2016/17 Anna Hargrave 23 rd September 2015

Purpose • Provide an overview of the context and the process to date •

Purpose • Provide an overview of the context and the process to date • To get your initial feedback • To launch the consultation process and associated timelines

What is commissioning? • “Commissioning is not one action but many, ranging from the

What is commissioning? • “Commissioning is not one action but many, ranging from the health needs assessment for a population, identification of clinical outcomes, service specification, contract negotiation or procurement with continuous quality assessment. ” • “Successful commissioning means delivering the right outcomes at the right cost. ” National Audit Office

The Commissioning Cycle Our focus for 2016 - 2020 will cover all elements of

The Commissioning Cycle Our focus for 2016 - 2020 will cover all elements of the commissioning cycle. Priorities, the scale of some of our projects and resource means we will mix our work – exploring options, procuring services and reviewing what we have delivered. Projects may take 2 to 3 years.

Strategic Drivers • National Level • Five Year Forward View • Everyone Counts: Planning

Strategic Drivers • National Level • Five Year Forward View • Everyone Counts: Planning for Patients 2014/15 to 2018/19 • Key reports around patient care, quality and safety (Francis, Winterbourne and Bubb, Berwick, Right Here; Right Now) • Warwickshire Level • Transformational Change: Transforming Lives • Joint Strategic Needs Assessment • Better Together • CCG Level • CCG local activity, financial performance and local knowledge/feedback • CCG delivery of business as usual (assurance, financial targets) – creating the headroom to deliver change

Warwickshire Strategic Drivers - Vision Transformational Change: Transforming Lives Coventry and Warwickshire CCGs’ Strategic

Warwickshire Strategic Drivers - Vision Transformational Change: Transforming Lives Coventry and Warwickshire CCGs’ Strategic Plan 2014 -2019

Warwickshire Strategic Drivers - JSNA • • Population change - increasing and ageing Lifestyle

Warwickshire Strategic Drivers - JSNA • • Population change - increasing and ageing Lifestyle factors affecting health and wellbeing Mental Wellbeing Long Term Limiting Illnesses (Long Term Conditions) Dementia Disability Carers Children and Young People

Warwickshire Strategic Drivers – Better Together

Warwickshire Strategic Drivers – Better Together

Local Drivers for NHS South Warwickshire CCG • Integrated Operating Plan 2013 -2016 –

Local Drivers for NHS South Warwickshire CCG • Integrated Operating Plan 2013 -2016 – so requires an update • Annual Commissioning intentions required - these need to fit within the strategy, operating plan and be shared and discussed with partners • Desire to create a much stronger member and public narrative • Organisational confidence • Quick wins have been achieved • Financial balance becoming more and more challenging as is pressure on resource

Local Drivers • ‘Needs’ based decision making/prioritisation • Outcomes based commissioning • More collaboration

Local Drivers • ‘Needs’ based decision making/prioritisation • Outcomes based commissioning • More collaboration with partner organisations and a recognised need for transformational change - so we have more integrated patient centred care delivered out of hospital • AND YET …………………. . • We have seen an increase in spend of + £ 15 m to the acute hospital

H me ns Ca nti Prim onditio /O O re a ary C are

H me ns Ca nti Prim onditio /O O re a ary C are rs od el tio a l pu y vit i t c ion Po vent ute A c es ng re P g A biliti sin g Disa a n re Inc y it l a u Q n ty d ar er ni at rw M Fo ar Ye A i e g M Vi g ribin resc Soc ial P ve De Fi 11 ke Long T erm C S 1 NA Safety HS NH JS CAM e ro eal th tio n ng rie nc e ren ble Child ula lle re l. H ha Ex pe Ca nta op l. C nt nt tie Me g. P tie cia Pa sin Pa an St rea Fin Vulnera Inc ew Local Drivers – a plethora of priorities i arn Le er c Can Be r tte To r the ge

2016 -2020 Strategic Plan • Needs to – Deliver improved health and wellbeing outcomes

2016 -2020 Strategic Plan • Needs to – Deliver improved health and wellbeing outcomes for the population of south Warwickshire – consider national, Warwickshire and local drivers – be based on need – deliver value for money – be developed with partners, patients and the public – be clear and easily understood with a compelling narrative – be measurable – balance planning for tomorrow and delivery today

Process so far • CCG Executive Team spent 2 days off site identifying 4

Process so far • CCG Executive Team spent 2 days off site identifying 4 main priority areas – or cornerstones for the CCG Strategic Plan 2016 - 2020 • These ‘cornerstones’ have been shared and further developed with CCG Team and our local partners (SWFT, CWPT, PPPG and WCC) and have shaped the Commissioning Intentions for 2016/17 • Commissioning Intentions 2016 – 2017 again have been shared with partners and have continued to be evolved

Next steps • Both documents will be available for comment on the CCG website

Next steps • Both documents will be available for comment on the CCG website shortly. Links will be sent to all our key stakeholders for comment (including GP members, Public and Patient Participation Group, Health Champions and all of our partners. • Consultation closes 30 th October 2015. • Final versions of the documents will be published by the end of November 2015. • An Annual Business Plan for 2016 -2017 which will set out all the tasks/projects will be produced in the New Year.