1. VCS Grants Programme Engagement Event
10 June 2019

2. Contributors Mary Coyle, Deputy Lay Chair (NTCCG)
Anya Paradis, Director of Contracting & Commissioning (NTCCG)
Tom Dunkerton, Commissioning Manager (NTCCG)
Heidi Douglas, Public Health Consultant (NTC)
Felicity Shoesmith, Community and Voluntary Sector Liaison Manager (NTC)
Robin Fry, Chief Executive (VODA)

3. Mary Coyle Deputy Lay Chair North Tyneside CCG
Welcome
Mary Coyle
Deputy Lay Chair
North Tyneside CCG

4. Agenda Our Vision, Principles and Priorities Key Activities
Key Priorities (Commissioning Intentions)
Public Health Outcomes
Better Together
The Grant Programme
Q&A
Next Steps

5. What we do
We are responsible for Commissioning (Planning and Buying) most health services for people in North Tyneside
Led by North Tyneside’s 27 GP Practices
Unique position to understand our patients’ needs and deliver high quality services for the 219,954

6. North Tyneside Population 219,954 with 27 GP Practices
High quality care and services and strong performance but overuse of hospital care
North West
24% of population
64% access NUTH
Less deprived (IMD 20.1)
Higher life expectancy
Whitley Bay
28% of population
78% access NHCFT
Least deprived (IMD 14.4)
Highest life expectancy
Wallsend
22% of population
63% access NHCFT
More deprived (IMD 27.4)
Lower life expectancy
North Shields
26% of population
75% access NHCFT
Most deprived (IMD 28.4)
Lowest life expectancy
CCG is relatively compact geographically – this is the slide we use when we are talking about North Tyneside to external audiences, people who don’t know the area as well as local people do.
We have a legacy of health issues associated with the heavy industry of the area and there is a difference in health profile of the borough Whitley bay - Wallsend

7. Vision “Working together to maximise the health and wellbeing of North Tyneside Communities”

8. Key Strategic Priorities
Keeping people healthy
Caring for people locally
Hospital when it is appropriate to do so

9. Health and Wellbeing System
3 Key Themes

10. Future Care Transformation Programme
Bringing together all partners in the health and social care system around these key principles:
Population health and wellbeing
High quality, coordinated care
Improving quality of life and experience of services
Supporting and empowering staff
Effective stewardship of resources

11. Commissioning Intentions
Supporting Prevention
Reduce smoking prevalence rates
Reduction in alcohol attributable admissions
Reduce prevalence of excess weight
Long Term Conditions
Diabetes prevention
Respiratory
Cardiovascular disease

12. Commissioning Intentions
Mental Health Services
Children's Services (including SEND)
Carers
Frailty in older people
Falls
Dementia
End of Life Care

13. Commissioning Intentions
Learning Disabilities
Cancer
Prevention
Early identification
Improving outcomes for people living with cancer

14. CCG Spending £m Acute Health Services 191.2 Mental Health Services
26.8
Community Health Services
37.9
Continuing Health Care
17.9
Prescribing
33.4
Primary Care
35.6
Other Programme Costs
3.9
Total Programme Costs
346.6
Total Running Costs
4.4
Total Expenditure 2018/19
351.0

15. North Tyneside - Health Outcomes
22yrs spent in poor health
18yrs spent in poor health
20yrs spent in poor health
16yrs spent in poor health
60.2 yrs
60.0 yrs
78.0yrs
62.7yrs
81.9 yrs
82.1 yrs
62.2 yrs
78.0yrs
9.3yrs gap in life expectancy
10.6yrs gap in life expectancy
11.2yrs gap in life expectancy
11.9yrs gap in life expectancy
Life expectancy has gone up for women but has stayed the same for men. Healthy life expectancy has increased slightly for both men and women.
The gap in life expectancy between our most and least affluent areas for both men and women has increased
Onset of poor health is on average 14.5 years sooner in our least affluent areas compared to our most affluent ( )

16. A Child born in the more deprived areas of North Tyneside can expect
1329 metres
A Child born in the more deprived areas of North Tyneside can expect
to live 11.5 years less than a child born in the least deprived area

17. Diet Smoking Alcohol Physical inactivity Mental Health
Unhealthy weight

18. North Tyneside JSNA 2018

19. North Tyneside Ward Profiles

22. Asset Based approach not a deficit model that is focussed on illness
90% Health influenced by wider determinants
10% Health influenced by access to health care
Asset Based approach not a deficit model that is focussed on illness

23. Better Together
Last week NTSP agreed a Better Together Strategy about how LA, CCG & VCS could work together to improve North Tyneside
increasing the capacity of VCS organisations to adapt and thrive in times of diminishing resources and increasing demand
supporting residents to play a more active role in managing their own health and wellbeing, as well as the health and wellbeing of their local communities
ensuring every resident has the opportunity to contribute to their community through volunteering and social action
supporting systems that facilitate positive engagement and collaborative working between partners
supporting the VCS to have a strong and meaningful role in influencing policy by speaking up on behalf of the people they represent

24. What’s in this for the VCS?
Opportunity to test new ways of working
Supportive relationship with CCG & LA to help improve health & wellbeing of the population
Extra capacity
Potential to be main stream funded
Create opportunity to support the population to improve their health & wellbeing
Opportunity to work with other groups & organisations

25. Better Together
Building capacity and new relationships to improve the health & wellbeing of the population of North Tyneside
Opportunity to share skills and expertise and learn from each other through a planned programme of activities

26. Support from VODA

27. What’s in this for the CCG?
VCS organisations work with some of our most marginalised communities, providing services that are responsive, innovative and user-led
Always recognised this was an area we need to develop
We know VCS organisations are working with the same population but we use different language and operate in different cultures
If we can learn from VCS surely what we can come up with is a set of joint priorities and joint outcomes which will be mutually beneficial

28. The Grant Programme
The CCG will offer large & small grants to VCS organisations working in North Tyneside to:
Promote wellbeing and preventative healthcare
Promote self-care and self-management
Reduce health inequalities

29. The Grant Programme
All VCS organisations can apply for a small grant up to £20,000 for projects of a year or less
Registered Charities can also apply for large grants of up to £100,000 per year for initiatives lasting up to three years

30. How will we do this? Small Grants Applications open 10/06/19
Applications close
12/07/19
Convene selection panel
/07/19
Recommendations to 4Cs for sign off
14/08/19
Notify successful applicants
19/08/19
Set up purchase orders, financial instructions, service specification sign off
16 – 30/09/19

31. How will we do this? Large Grants Applications open 10/06/19
Applications close
12/07/19
Convene shortlisting panel based on table top exercise
/07/19
Interview shortlisted applicants
/08/19
Recommendations to 4Cs for sign off
14/08/19
Notify successful applicants
19/08/19
Set up purchase orders, financial instructions, service specification sign off
30/09/19

32. Next Steps
Application form and supporting information is available on the CCG website from 4pm today
Supporting information includes FAQs

33. Table Top Discussions & Questions
Do you have any questions from the table?
Do you have any comments / feedback about today?

34. Useful Links / Contacts
Application form and supporting information is available on the CCG website
For further advice in relation to the grant application process please contact:
Keith Hardy, VODA
If you would like to discuss your idea with the CCG -

35. Useful Links The NHS Long Term Plan
North Tyneside CCG’s Operating Plan
Commissioning Intentions.