1. Welcome and Update on the CCG Dr Andy Brooks Chief Officer

2. 2014/15 Reflections

3. Focus more on prevention Support people better in their communities Invest in mental health services “help people to look after themselves” “make full use of voluntary organisations” “recommend start young” Priorities 14/15 – You said…

4. Improve access to general practice Join up health and social care Provide care closer to our homes “Focus on 8am -8pm Monday to Friday and Saturdays” “make patients centre of care not organisations” “use surgeries as community resource for range of practitioners” Priorities 14/15 – You said… Don’t be fancy –keep it simple

5. What others think Ipsos Mori 360º stakeholder survey Carried out across country in April 2015 Stakeholders from patient groups, county council, GPs, Health & Wellbeing Board, local providers

6. 14-070610-01 Version 1 | Internal Use Only© Ipsos MORI 6 Overall engagement and relationship summary Fieldwork: 10 March - 7 April 2015 Surrey Heath CCG COMPARISON GROUP CCG in 2014 (Base: 22/*Base: 22/**Base: 21) CCG in 2015 (Base: 23/*Base: 23/**Base: 23) CCG Cluster (Base: 673/*Base: 666/**Base: 666) All CCGs (Base: 8472/*Base: 8320/**Base: 8363) Extent of engagement by CCG in last 12 months (% A great deal / A fair amount) 86%96% Satisfaction with engagement by CCG in last 12 months* (% Very / Fairly satisfied) 77%87% Extent that the CCG has listened to views when provided (% Strongly / Tend to agree) 77%87% Extent that the CCG has taken on board suggestions when provided (% Strongly / Tend to agree) Not comparable to 2014 78% Overall rating of working relationship with CCG (% Very good / Fairly good) 91%96% Change in working relationship with CCG in last 12 months** (% Got much better / Got a little better) 71%52% KEY The CCG’s 2015 result is in top third of comparison group The CCG’s 2015 result is in middle third of comparison group The CCG’s 2015 result is in bottom third of comparison group

7. 14-070610-01 Version 1 | Internal Use Only© Ipsos MORI 7 KEY The CCG’s 2015 result is in top third of comparison group The CCG’s 2015 result is in middle third of comparison group The CCG’s 2015 result is in bottom third of comparison group Commissioning decisions and contribution to wider discussions Fieldwork: 10 March - 7 April 2015 Surrey Heath CCG COMPARISON GROUP CCG in 2014 (Base: 22) CCG in 2015 (Base: 23) CCG Cluster (Base: 673) All CCGs (Base: 8472) Extent to which the CCG engages the right individuals / organisations when making commissioning decisions (% Strongly / Tend to agree) 77%91% Confidence in the CCG to commission high quality services (% Strongly / Tend to agree) 77%87% Understanding of the reasons behind commissioning decisions (% Strongly / Tend to agree) 82%87% Effectiveness of CCG’s communication about commissioning decisions (% Strongly / Tend to agree) 68%74% Confidence that the CCG’s plans will deliver continuous improvement in quality (% Strongly / Tend to agree) 73%78% Extent to which the CCG has contributed to wider discussions in local health economy (% A great deal / A fair amount) Not comparable to 2014 87%

8. 14-070610-01 Version 1 | Internal Use Only© Ipsos MORI 8 KEY The CCG’s 2015 result is in top third of comparison group The CCG’s 2015 result is in middle third of comparison group The CCG’s 2015 result is in bottom third of comparison group Monitoring the quality of services Fieldwork: 10 March - 7 April 2015 Surrey Heath CCG COMPARISON GROUP CCG in 2014 (Base: 22) CCG in 2015 (Base: 23) CCG Cluster (Base: 673) All CCGs (Base: 8472) Confidence that CCG effectively monitors the quality of the services it commissions (% Strongly agree / Tend to agree) 77%87% Feel able to raise concerns about the quality of local services with the CCG (% Strongly agree / Tend to agree) 91%96% Confidence in CCG to act on feedback it receives about the quality of services (% Strongly agree / Tend to agree) 91%96%

9. 14-070610-01 Version 1 | Internal Use Only© Ipsos MORI 9 KEY The CCG’s 2015 result is in top third of comparison group The CCG’s 2015 result is in middle third of comparison group The CCG’s 2015 result is in bottom third of comparison group Plans and priorities Fieldwork: 10 March - 7 April 2015 Surrey Heath CCG COMPARISON GROUP CCG in 2014 (Base: 22) CCG in 2015 (Base: 23) CCG Cluster (Base: 673) All CCGs (Base: 8472) Knowledge of CCG’s plans and priorities (% A great deal / A fair amount) 86%91% Have had the opportunity to influence the CCG’s plans and priorities (% Strongly / Tend to agree) 82%83% Comments on CCG’s plans and priorities have been taken on board (% Strongly / Tend to agree) 64%74% The CCG effectively communicated its plans and priorities (% Strongly / Tend to agree) Not comparable to 2014 83% The CCG’s plans and priorities are the right ones (% Strongly / Tend to agree) 77%83% Improving patient outcomes is a core focus for the CCG (% Strongly / Tend to agree) Not asked in 2014 96%

10. 14-070610-01 Version 1 | Internal Use Only© Ipsos MORI 10 KEY The CCG’s 2015 result is in top third of comparison group The CCG’s 2015 result is in middle third of comparison group The CCG’s 2015 result is in bottom third of comparison group Overall leadership Fieldwork: 10 March - 7 April 2015 Surrey Heath CCG COMPARISON GROUP CCG in 2014 (Base: 22) CCG in 2015 (Base: 23) CCG Cluster (Base: 673) All CCGs (Base: 8472) The leadership of the CCG has the necessary blend of skills and experience (% Strongly / Tend to agree) 73%87% There is clear and visible leadership of the CCG (% Strongly / Tend to agree) 86%96% Confidence in the leadership of the CCG to deliver its plans and priorities (% Strongly / Tend to agree) 73%87% The leadership of the CCG is delivering continued quality improvements (% Strongly / Tend to agree) 68%83% Confidence in the leadership of the CCG to deliver improved outcomes for patients (% Strongly / Tend to agree) 73%83%

11. 14-070610-01 Version 1 | Internal Use Only© Ipsos MORI 11 KEY The CCG’s 2015 result is in top third of comparison group The CCG’s 2015 result is in middle third of comparison group The CCG’s 2015 result is in bottom third of comparison group Clinical leadership Fieldwork: 10 March - 7 April 2015 Surrey Heath CCG COMPARISON GROUP CCG in 2014 (Base: 22) CCG in 2015 (Base: 23) CCG Cluster (Base: 673) All CCGs (Base: 8472) There is clear and visible clinical leadership of the CCG (% Strongly / Tend to agree) 82%96% Confidence in the clinical leadership of the CCG to deliver its plans and priorities (% Strongly / Tend to agree) 68%83% The clinical leadership of the CCG is delivering continued quality improvements (% Strongly / Tend to agree) 68%83% The clinical leadership of the CCG is delivering continued improvements to reduce local health inequalities (% Strongly / Tend to agree) Not asked in 2014 70%

12. 14-070610-01 Version 1 | Internal Use Only© Ipsos MORI 12 Domain 2: CCG comparisons High quality services I have confidence in the CCG to commission high quality services for the local population Percentage of stakeholders saying strongly agree / tend to agree To what extent do you agree or disagree with the following statements about the way in which the CCG commissions services…? Involving and engaging the right individuals and organisations The CCG involves and engages with the right individuals and organisations when making commissioning decisions Percentage of stakeholders saying strongly agree / tend to agree Base 2015:All stakeholders(23)Base CCG cluster:All stakeholders(673) Base 2014:All stakeholders(22)Base national average: All stakeholders(8472) Base 2015:All stakeholders(23)Base CCG cluster:All stakeholders(673) Base 2014:All stakeholders(22)Base national average: All stakeholders(8472) Surrey Heath CCG All comparisons are indicative only and do not imply statistical significance Fieldwork: 10 March - 7 April 2015 Most stakeholders say that they have confidence in the CCG to commission high quality services for the local population. Most stakeholders say that the CCG involves and engages with the right individuals and organisations when making commissioning decisions. This is higher than the finding for CCGs overall. The CCG 2015The CCG 2014CCG cluster averageNational CCG average 2015

13. Quality of Services - outcomes Potential years of life lost – 4/211

14. Quality of Services - outcomes Quality of life for people with one or more long term condition – 3/211

15. Quality of Services - outcomes Proportion of people reporting poor experience of hospital care 10/211

16. Quality of Services - outcomes Proportion of people reporting poor experience of general practice and out of hours services 1/211

17. Quality of Services - outcomes Avoidable emergency admissions 75/211 LEADS ONTO 15/16 ……………

18. ‘The best possible health outcomes for our local community’ Slide 18

19. High quality care for now and future generations: Improve health Redesign care Whole system change for future clinical and financial sustainability Foundation for improvement NHS England Priorities Slide 19

20. Huge agenda with numerous projects across all ages, prevention and illness management Top 3 items –Supporting people in the community and preventing A&E attendances & emergency admissions –Thinking about totality of people’s needs –body and mind –Look forward to the design of future services “Models of Care” 15/16 Focus (and help from you!)

21. Mrs Andrews Story

22. Integrated Care Jonathan Sly Integrated Care Manager

23. “I only want to tell my story once” “I want one person to co- ordinate my care” You told us:

24. “I want there to be more services available to support me” “I want to be able to access services more easily” You told us:

25. Enhanced locally provided services Integrated Care Teams (ICTs) Surrey Heath Integrated Care Model: Easier access. Joined up care. Enhanced services. Single Point of Access (SPA)

26. Who will benefit from integrated care? People aged 65 years or over, at risk of hospital admission or with: Many hospital admissions Many falls Intense care needs Multiple illnesses, long term conditions or dementia Carers at risk of ill health or injury Care from more than one service People who would benefit from a joined up approach to their care management Integrated response may prevent hospital admission

27. Integrated Care Team East Lightwater Surgery Heatherside Surgery Park House Surgery Integrated Team: Pharmacists Social Care Workers Mental Health Workers Community Matrons Community Nurses GPs Integrated Care Team Central Park Road Surgery Old Dean Surgery Camberley Health Centre Upper Gordon Road Surgery Station Road Surgery Integrated Team: PharmacistsSocial Care Workers Mental Health Workers Community Matrons Community Nurses GPs Integrated Care Team South Ash Vale Health Centre Frimley Green Medical Centre Integrated Team: PharmacistsSocial Care Workers Mental Health Workers Community Matrons Community Nurses GPs Single Point of Access – (Camberley Health Centre) Community Nursing Social CareOlder People’s Mental Health Rapid Response & Com. Rehab. Community Matrons Voluntary Sector Social Care OT & Reablement Access to Surrey Heath-wide services Specialist Nursing DieteticsSpeech & Language Thpy. Palliative & End of Life Care

28. Where are we up to with the teams? Staff: –64% of staff needed are now in post – recruitment still underway Buildings: –All building work at four sites completed (as of this week) Staff into buildings: –Existing ICT staff started work in their bases on 1 st April 2015 –Rapid Response and Community Rehabilitation Teams to move into base by end of May Pathways: –Workshop for Integrated Care Teams on 26 th March –Face to face event on 16 th April

29. What difference is integrated care already making? (insert case study video)

30. What are the next steps for the teams? Identifying people known by care staff who would benefit from integrated care Seeking consent from people to share their information Establishing a ‘Lead Practitioner’ to work with people that have been identified Agreeing how we will meet and share this information with staff who need to know it

31. Questions: 1)Does our consent form give you enough information to make an informed decision about whether you would like your care to be shared? 2)What would you expect from the ‘Lead Practitioner’ role? 3)Does our ‘Crisis Escalation Plan’ contain the right information to support your care?

32. Workshop 1 Please identify a scribe Identify someone on your table to feedback one key point SHCCG staff on table to support 20 mins for discussion

33. Where are we up to with the SPA? Building work completed for contact centre and ‘Duty’ office Telephone system ordered ‘Pathway’ workshop held on 12 th May Single Point of Access – (Camberley Health Centre) Community Nursing Social CareOlder People’s Mental Health Rapid Response & Com. Rehab. Community Matrons Voluntary Sector Social Care OT & Reablement

34. What are the next steps for the SPA? Pulling together pathways and processes from the workshop Agreed will be for ‘professionals only’ to refer to start with to ensure safe and robust and check interfaces with hospitals etc. What does this mean for people? Open to members of the public in Autumn 2015 Face to face event on June 18 th – let us know if you want to be there!

35. Questions: A very important part of out SPA will be the involvement of voluntary sector: 1)For existing voluntary services: what can you offer to support the ICTs promoting independence and support on discharge from hospital? 2)For local people: where do you currently find out about and access voluntary services? Would you welcome this becoming part of the SPA?

36. Workshop 2 Please identify a scribe Identify someone on your table to feedback one key point SHCCG staff on table to support 20 mins for discussion

37. Communications & Engagement Alison Huggett Director of Quality & Nursing

38. NHS Surrey Heath CCG is committed to improving and strengthening Brought the function in-house in 2013 Hears the patient voice and values comments Determined to improve engagement with local all sections of local community CCG Engagement

39. Engagement in Action! Siobhan Hand Communications & Engagement Manager

40. Held regular quarterly Stakeholder Workshops that have provided meaningful and rewarding two-way dialogue. Published regular newsletters Issued Media Releases – written and audio Upgraded public website Attended local community events Launched a Twitter site CCG Engagement - what

41. Communication channels provided useful for hearing some sections of the population Need to engage some sections of local population: People in the 20-55 age group (those of working age) Young families People from Black and Minority Ethnic Communities People living with long term conditions & disabilities CCG Engagement - who

42. CCG values input by local people on commissioning decisions CCG must demonstrate it has satisfied consulted public and patients when it changes (redesigns) services. Engagement – why

43. Engagement – how

44. Proposed changes Public Meetings 3 times a year instead of 4 Eat & Meet or Feedback Meetings Introduce these 3 times a year to engage with working population

45. Face 2 Face meetings: Expert patient groups Carers (as required) Sure Start centres (families and staff) Proposed Changes

46. Engage with families via Mumsnet Surrey and similar online networks Launch the CCG’s own Facebook page to publicise events and have online conversations Investigate/provide platforms for senior directors to write blogs and columns about current healthcare issues. Create the CCG’s own YouTube channel on which to publish messages.

47. If you have any comments please use the Feedback Form to record your views Feedback

48. Conclusions Final Questions