Surrey Heath Clinical Commissioning Group First draft strategy for discussion ‘The best possible health outcomes for our local community’ 1

What is a Clinical Commissioning Group (CCG) strategy? Understanding Surrey Heath CCG now Our visions and values Context and key trends ( ) Implications for SHCCG’s current commissioning model Our strategic change areas What our strategy change areas could mean for you ‘The best possible health outcomes for our local community’ Slide 2 Contents

What is a CCG strategy? What is CCG strategy? Our strategy has been developed to meet our commitment to improve the health outcomes of our local population and sets out our direction of travel as the commissioner of health services in Surrey Heath. Why update it now? We are proud that during 2012/13 we were authorised at a statutory NHS body and have taken on our full responsibilities since April 1 st We now can look forward and have the opportunity to work collaboratively with our population and key stakeholders to develop a compelling vision to ensure local improvements in health and wellbeing. How has the strategy been developed to date? This first draft strategy has been developed by our Governing Body following an analysis of ourselves and our environment, taking into account what is likely to change from an external perspective and a view of our own strengths and weaknesses. It will be used to frame our annual plans which will incrementally move us towards the delivery of our vision. What happens next? We will undertake wide engagement with member practices, staff, patients, the public, commissioners and providers to shape this first draft into a more detailed set of actions that will be required to deliver our strategy. ‘The best possible health outcomes for our local community’ Slide 3

Acute and community services (24/7) Physical and mental health 9 member practices (10 surgeries) Plans, buys and monitors healthcare services Responsible for population of circa 90,000 residents Budgets of £108m Majority of resources spent on hospital care (£60.2m) ‘The best possible health outcomes for our local community’ Slide 4 Understanding SHCCG now Surrey Heath CCG

Understanding SHCCG now Membership organisation CCG’s are membership organisations and SHCCG is made up of 9 practices (10 surgeries) Organisational design At the heart of the way the CCG has been set up is a commitment to:  Empower local clinicians to deliver better outcomes. All practices are represented on our Governing Body and we have a Clinical Chief Officer and lay Chair.  Increase information to patients to enable them to make choices  Ensure greater accountability to local communities. We are the second smallest CCG and almost coterminous with Borough Council boundaries. We have a programme of annual engagement events to support out commissioning cycle and other opportunities to ensure your voice is heard. ‘The best possible health outcomes for our local community’ Slide 5 1.Lightwater Surgery 2.Ash Vale Health Centre 3.Camberley Health Centre 4.Frimley Green Medical Centre 5.Heatherside Surgery 6.Old Dean Surgery 7.Park House Surgery 8.Park Road Surgery 9.Station Road Surgery

Understanding SHCCG now Quality - Surrey Heath residents enjoy good overall health with some pockets of deprivation where outcomes are less good. We are committed to better understanding why these variation exist and working to reduce them. - Healthcare in Surrey Heath is of a high standard. We are working with partners to maintain and build on these high standards and are all passionate about ensuring caring and compassionate services. Resources : The majority of resources are currently spent on acute (hospital services) ‘The best possible health outcomes for our local community’ Slide 6

‘The best possible health outcomes for our local community’ Slide 7 Our vision and values Vision What we want to be Vision A health commissioner that delivers… The best possible health outcomes for our local community within the resources available. Values These guide the way in which we work and the behaviours we would expect to see Values  Open and honest  Caring and compassionate  Inclusive and accessible  Robust and informed decision making

Context and key trends (2013 – 2016) Local need Surrey Heath has a population that is ageing faster than the national average. Older members of the community tend to have complex health issues and are high users of health and social care resources. The size of the population will grow due to local housing developments Policy Integration: Health policy is moving towards better integration and away from competition as the driver for change. Closer working between health and social care is being encouraged Localisation: Greater accountability to the local populations will be expected as a result of health commissioning reforms Personalisation: Focusing on individual patients is at the heart of health policy. Empowerment through informed choice is key. Funding Significant growth in the UK economy is not anticipated. Health budgets are not expected to grow and social care budgets will face further funding cuts. Healthcare inflation through new drugs and treatment options will continue Health industry forces Community based rather than bed based care will continue to be the direction of travel. Acute providers will be encouraged to focus on more specialist emergency services and planned care. Both drivers encourage fewer, acute covering wider geographical areas. Commissioners will be expected to make step improvements in the quality of patient and balance the budget. Public expectations The public will expect safe and effective health interventions with ease of access. Organisational barriers to seamless service delivery will become unacceptable. ‘The best possible health outcomes for our local community’ Slide 8

SHCCG will be commissioning care for more people who are older, with more complex needs and no increase in funding. There will be a less clear distinction between health and social care needs and services for the client group (complex & elderly) who will form the majority of the demand for both statutory organisations The changes required to prevent illness (promote health and wellbeing) and proactively manage care to minimise crisis situations and emergency hospital admissions will require a step improvement in the co-ordination of services in the community and a sharing of sovereignty (independent control) for the good of the local population. Full use will need to be made of community assets including a specific focus on the needs of carers and the use of volunteers/community groups. ‘The best possible health outcomes for our local community’ Slide 9 Implications for SHCCG’s current commissioning model

CCGs will need to develop expertise in new areas such as personalisation, public engagement, accountability and service co-design. The supply market will need more active managed to align provider incentives with ensuring a sustainable local health and social care economy A partnership with the local community will be required to better manage demand as ensure people access the right services at the right time The commissioning skills required and pace of change may require commissioning partnerships to be formed to build sufficient local capacity and capability. The context for change will demand high levels of innovation at pace. These factors will deliver potentially higher levels of reward in the next 3 years but also have higher inherent risks that will need to be mitigated. ‘The best possible health outcomes for our local community’ Slide 10 Implications for SHCCG’s current commissioning model

‘The best possible health outcomes for our local community’ Slide 11 Strategic Areas for Change Patients and our community at the heart of everything we do Greater integration between health and social care commissioning 20% reduction in acute hospital spend in 3 years Investment in community based services Proactive care planning with reduction in emergency episodes of care Greater emphasis on health and wellbeing rather than illness Use of technology and information to support people at home and improve communication

Slide 12 What our strategy could mean for you As a patient/ carer Single point of access for health and social care Fewer contacts with the hospital Focus on keeping you healthy not just treating illness Open and transparent communi -cation Involved in shaping services Known and trusted carers in own home As a local partner - provider or commissioner Higher quality services More time for patient care planning. Less fire fighting. Stability within a sustainable health economy A commitment to joint working More efficient joined up services More services closer to patients’ homes As a member practice or CCG team Valued and respected Innovative and forward looking not just responsive Using more efficient systems and processes Shaping decision making Skilled and developed to do your job Knowing have made a difference to local community

Gather initial feedback from local community and key stakeholders Discuss appetite for greater integration with social care partners Identify key activities and milestones Review capacity and capability requirements to deliver Gather examples of best practice from elsewhere ‘The best possible health outcomes for our local community’ Slide 13 Next steps