@NHS_LCCGwww.lutonccg.nhs.uk Today’s agenda 1.Chair’s introduction 2.Financial position and improvement plan 3.What we achieved in 2015/16 4.Questions and comments 5.Have your say (group discussion session) 6.Five year strategy

@NHS_LCCGwww.lutonccg.nhs.uk What is a CCG? Luton Clinical Commissioning Groups is a membership organisation, of which all Luton GP practices are members LCCG has responsibility for purchasing healthcare service for the people of Luton CCGs work with patients and partner organisations to ensure that services meet local needs CCGs are accountable to NHS England

@NHS_LCCGwww.lutonccg.nhs.uk Annual Report

@NHS_LCCGwww.lutonccg.nhs.uk Listening to Luton Ongoing work with the Patient Reference Group allows us to have a constant two-way dialogue with patients Sharing a consultation portal with other local public sector organisations helps us to gain more feedback from the public Feedback and input from patients and carers helped us to shape the re-procurement of our community and mental health services

@NHS_LCCGwww.lutonccg.nhs.uk Listening to Luton The vast majority of Luton’s GP surgeries now host regular Patient Participation Groups, ensuring the CCG is aware of patients’ issues across the town We have adopted the equality and diversity 2 model in order to seek out people and communities who we may otherwise not hear from Our ‘Is A & E for me’ marketing campaign successfully used new and traditional media to raise awareness and change behaviour

@NHS_LCCGwww.lutonccg.nhs.uk Thoughts on year two

@NHS_LCCGwww.lutonccg.nhs.uk Financial performance and improvement plan Carol Hill

@NHS_LCCGwww.lutonccg.nhs.uk End of year position 2014/15 Original budget allocation £227.2m Total expenditure £245.8m Overspend £18.6m (cumulative from 13/14 &14/15)

@NHS_LCCGwww.lutonccg.nhs.uk Improvement plan LCCG has developed an improvement plan for 2015/16 and future years to address the financial imbalance. Long-term sustainability will be attained by increasing capacity and capability within the organisation The plan addresses some of the key challenges we faced in 2014/15 (recruitment, turnover, delivery of QIPP plans etc.) A five-year strategic plan, including a financial plan to balance the books, has been agreed with NHS England Quality Innovation Productivity and Prevention (QIPP) schemes have been implemented for 2015/16, which will help to address the deficit.

@NHS_LCCGwww.lutonccg.nhs.uk Our improvement plan looks at a number of key areas, including: Performance, reporting and governance Business intelligence and contracting Finance Governing body posts and governing body development Executive team Clinical leadership and GP member engagement Workforce Clinical service strategy

@NHS_LCCGwww.lutonccg.nhs.uk What we achieved in 2014/15 Nicky Poulain David Foord Dr Anita Ray Chowdhury Dr Monica Alabi

@NHS_LCCGwww.lutonccg.nhs.uk Primary care

@NHS_LCCGwww.lutonccg.nhs.uk Acute care Performing well against national NHS targets for referral to treatment times National targets for two-week and 31 day cancer screening are being exceeded in Luton We are just below expectation for 62-day cancer screening but work hard to identify the causes of breaches when they do occur We are conscientiously looking to improve access to stroke services. Joint working with the acute trust will help to improve stroke performance and the overall patient experience.

@NHS_LCCGwww.lutonccg.nhs.uk Community care “Productive and reactive services responding directly to patients’ needs.” DVT service Fall service Diabetes support Respiratory services Community Nursing services

@NHS_LCCGwww.lutonccg.nhs.uk Intermediate care Flexible and responsive services closer to home Reducing hospital admissions across physical and mental health services Increasing independence – letting people recover in their own home

@NHS_LCCGwww.lutonccg.nhs.uk Mental health -Responsive and proactive dedicated mental health provider -A new model of mental health care with an emphasis on care in the community

@NHS_LCCGwww.lutonccg.nhs.uk Children and young people Through our flying start programme with Luton Borough Council we are working to give all 0-5 year old children in Luton the best possible start to life. We developed and reviewed a pathway model for Occupational Therapy children’s teams which we plan to now deliver By working collaboratively, we will be able to improve the user journey, reduce waiting times and simplify service treatments It is anticipated that we will be able to apply this model to other therapy services

@NHS_LCCGwww.lutonccg.nhs.uk Better Together By pooling money and resources, we are able to improve health and social care services for the people of Luton. Being joined up in our work ensures that we can integrate services effectively and allows us to innovate.

@NHS_LCCGwww.lutonccg.nhs.uk Any questions or comments?

@NHS_LCCGwww.lutonccg.nhs.uk Group discussions: What does the future look like across Luton health and social system? Topic 1: How do we support people taking more responsibility for their own health? Topic 2: How can we deliver care in different settings and in different ways from the traditional acute hospital?

@NHS_LCCGwww.lutonccg.nhs.uk Table feedback

@NHS_LCCGwww.lutonccg.nhs.uk Five year strategy Carol Hill John Webster

@NHS_LCCGwww.lutonccg.nhs.uk

@NHS_LCCGwww.lutonccg.nhs.uk Strategic challenge We are refreshing the CCG 5-year strategy, reflecting: – New providers joining the system – The hospital re-development at the L&D – Designing commissioning decisions linked to the Better Care Fund/Better Together The CCG’s strategic objectives must not be developed in isolation…. And nor should anyone else’s The whole system is facing significant financial challenges We will need to work hard to align our various plans We are agreed on the principles, but we must quickly agree as a system how we will meet them

@NHS_LCCGwww.lutonccg.nhs.uk

URGENT CARE  Prevention / Self Care  Procurements / Recommissioning NHS 111, OOH, WIC, UGPC Redefine the role of Community Services linked to potential procurements and developments in primary and secondary care services  Mental Health  Enablers Workshops – clinical engagement Data collection / analysis PLANNED CARE  Pathway/Service Redesign Respiratory Stroke Diabetes Cardiology MSK (procurement) Dermatology Rheumatology  All aligned to commissioning workplan INTEGRATED CARE  Better Together programmes Better Together Integrated Team Proactive and integrated primary care services Improving 7-day a week working Re-ablement Therapy services Reducing childrens’ emergency admissions Social prescription  Enablers Joint commissioning Workforce skills Improved technology/data sharing PRIMARY CARE  Primary Care Joint Commissioning Joint Committee with NHSE operational from October and in shadow from September, with a focus on: Appropriate needs assessment and identification of gaps in primary medical care services Prioritise needs and redesign services Delivery of agreed service improvements linking closely to emerging strategies (e.g., urgent care) Performance manage the range of GP contracts Design local schemes to reduce inequalities and improve access to primary care Work towards delegated commissioning Strategic Programme Areas

@NHS_LCCGwww.lutonccg.nhs.uk Systems Resilience Group We are system leaders for the SRG Working with partners to ensure services are robust in the event of an emergency Ensuring contingencies are in place if a service becomes overburdened

@NHS_LCCGwww.lutonccg.nhs.uk Commissioning differently Drawing on our strategic objectives around urgent care, planned care, primary care and integrated care, we aim to keep three themes in mind when commissioning. Efficiency Innovation Integration

@NHS_LCCGwww.lutonccg.nhs.uk Open forum discussion – key issues going forward

@NHS_LCCGwww.lutonccg.nhs.uk Any final questions?

@NHS_LCCGwww.lutonccg.nhs.uk Tell us your thoughts Please fill in the evaluation sheet on the table to let us know how you thought our event went

@NHS_LCCGwww.lutonccg.nhs.uk Thank you for coming, for more information visit or follow us on