NHS Coastal West Sussex Clinical Commissioning Group Voluntary Sector Forum 09 th September 2014 Renée Dickinson, Public Engagement Manager Office: Mobile: Web:

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 landscape es/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%.

Key MOSAIC Groups 10.2% Population in Coastal West Sussex 9.9% Population in Coastal West Sussex 8.0% Population in Coastal West Sussex

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 Strategy Responding 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 NHS Let’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 care Our 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 manage 2.Delayed transfers of care from acute and community beds at 1% or less 3.Reduced permanent admissions of older people to residential and nursing homes

Mental health and learning disabilities Begin 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 attenders 2.Dementia diagnosis rates reach 65%

Planned care Empower 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 level 2.New MSK service contract implemented 3.More referral made via e-referral

Children, Young People and Maternity We 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 community 2.New CAMHS and SALT services

Primary Care We 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 timeline 2.Improved patient experience of GP services

Questions