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Commissioning Plan 2010/11

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

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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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