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Strategic Health and Social Care Commissioning Plan 2010/11

This comprehensive plan outlines responses to priorities and financial allocations in the healthcare sector. It covers strategic, financial, and service aspects focusing on health improvement, primary care partnerships, hospital services, and community living. The plan aims to promote well-being, reduce health disparities, and enhance care delivery.

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Strategic Health and Social Care Commissioning Plan 2010/11

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  1. Commissioning Plan 2010/11 Health and Social Care Board Public Health Agency

  2. Purpose • Provides a detailed response to the Priorities for Action 2010/11 and to the Department’s annual letter outlining financial allocations and planning assumptions • An opportunity for the Board and the PHA to place in the public domain both our broader commissioning agenda and the action we are taking in 2010/11 in response to the emerging financial climate

  3. Process used to produce the Plan • Working Groups set up, mirroring PFA Themes structure, involving Board and PHA staff • SMT/AMT Meetings; Editorial Board; Joint Exec and Non-Exec Workshops; Departmental Briefing • Stakeholder engagement including the outcomes of PCC consultative exercise on PfA • Follows Dialogue with DHSSPS on • ~ Priorities for Action • ~ Commissioning Direction • ~ Financial Environment

  4. Structure of the Plan • SECTION ONE • Strategic context, including the case for change • Financial context and planned investments • Contact with those who use the Service • Role of Local Commissioning Groups • SECTION 2 • Detailed responses to Priorities for Action

  5. Overarching Themes • Health Improvement • Primary Care Partnerships • Reshaping Acute Hospital Services • Living at Home • Investment & financial management

  6. Health Improvement • Make a tangible difference to health & well being outcomes • Decrease incidence of major causes of ill health • Maximise independent living • Improve mental health scores of population • Reduce health inequalities gap • Build sustainable communities and increase social capital and community engagement • Impact on the full pathway from community to service

  7. Primary Care Partnerships • Reporting to, and supported by, LCGs • Built around communities of around 100,000 • Clinically led including GPs, pharmacists and other providers of HSC in their area • Indicative budgets in areas such as prescribing, outpatients, diagnostics, community services

  8. Reshaping Acute Hospital Services • Driven by quality not money • Responding to increased demand, modern treatments, new standards, workforce issues • Building on DBS • A continuing role for local hospitals but based on services that are safe and sustainable • Concentration of specialties on fewer sites where necessary to meet standards and make best use of resources • Sourcing services outside NI where we need to • Moving resources from the independent sector

  9. Living at Home • Promoting self care and self management of long term conditions such as asthma, COPD (chronic obstructive pulmonary disease) and diabetes • Providing an agreed support plan for all services users that promotes recovery • Involving individuals more in decisions about their care; promoting the use of direct payments and exploring the potential for individual budgets • Improving partnerships with the voluntary and community sector to provide community based services • Providing more rehabilitation at an earlier stage and reviewing domiciliary care and day care services to support this model • Reviewing institutional care and the way in which long term support and care is provided • Providing greater support to children and families; supporting parents in their parenting role and helping young people who are leaving care

  10. Investment and Financial Management • £105m less in NI Block • New and emerging pressures • Existing Trust pressures • Existing CSR efficiency targets • £284m less available for commissioning, of which we must source £204m • Investment profile of £117.8m+

  11. Financial Context – Target Efficiencies

  12. Investment Profile - Summary £m Service Investments 47.60 Elective Care 40.00 Maintain Existing Services 30.00 Total 118.00

  13. Investment Profile - Detail

  14. Personal and Public Involvement • LCG Stakeholder Engagement Programmes • PCC PfA Exercise • Future Arrangements e.g. Membership Scheme • Equality

  15. Local Commissioning Groups • Local leadership in commissioning • Assessing needs of local population • Planning to meet those needs • Securing delivery of health and social care in line with Commissioning Plan • Central role in development of primary care partnerships • Key responsibilities in 2010/11 • Demand management • Ensure resources invested in Caring for Older People and Primary Care component of elective care are properly expended • Contribute to full range of decisions Board is required to take

  16. Priorities for Action – Main Themes • Improve the health status of the population and reduce health inequalities • Ensure services are safe, sustainable, accessible and patient-centred • Integrate primary, community and secondary care services • Help older people to live independently • Improve children’s health and wellbeing • Improve mental health services and services for people with disabilities • Ensure financial stability and the effective use of resources

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