Oldham NHS CCGStrategic Clinical Commissioning Plan2014-2019Appendices
Appendix 1 Innovation Approach - Dragons Den
Oldham CCG Dragons’ Den December 2013
Dragons’ Den: The feedback Dean Craig, Chief Executive Officer, Web Applications and Oldham President of the Greater Manchester Chamber of Commerce:“I thoroughly enjoyed taking part in the Den, what a fantastic way to generate new ideas. In the commercial sector, coming up with innovative ways of working is part of the day job, and I was really pleased to see the same principles being applied to the way health solutions are being developed in Oldham. It’s exciting stuff.” Sue Hubbard, patient panellist from Coldhurst: “What a fantastic morning, I didn’t expect to have such an important part to play in the panel, voting on these decisions, but have thoroughly enjoyed it and think it was a great way to get patients involved in the process.” Dr Zahid Chauhan, GP at Medlock Practice in Failsworth: “It was a pleasure to take part in the event, and really very enlightening. There were some fantastic ideas and I’m sure that the ones which made it through to funding will start to deliver some really great results for patients across Oldham over the coming months and years.” Dr Chris Duffy, GP and Chair of neighbouring Heywood, Middleton & Rochdale CCG: “It was a really fantastic event, and it was evident to me from listening to some of the pitches, that there is a genuine commitment – from both clinicians and partners across Oldham – to improve health outcomes for people living in the town, not just by doing the same thing but faster, or cheaper, but by creating new and innovative ways of working, which is really exciting.” Jeremy Broadbent, Chief Executive Officer, The Johnson Group: “It was a privilege to be invited onto the panel of dragons, and I hope that the combination of my commercial knowledge and experience, as well as my input as a local resident who accesses health services in Oldham, proved useful to the panel.”
Dragons’ Den: Process and Expectations • 48 bids received in total by the early November deadline • 38 bids shortlisted by MET for invitation to pitch to the Dragons’ Den Panel • 24 bids put forward for implementation • CCG worked with successful bidders in early 2014 to implement their projects, identify measureable outcomes, mitigate risks and ensure funding is distributed promptly. • Majority of initiatives to be launched in March or April 2014. • Bidders mobilising their own innovation without reliance on internal CCG team • Bidders produced a short description of their innovation and intended outcomes for publicity material and are liaising with Comms team. • Costs will not exceed those included within the initial bid. • Bidders participate in PR and comms opportunities over the next 6-12 months • Bidders will provide quarterly progress reports and attend CCG meetings when required (usually quarterly) • Bidders will participate in post evaluation process of the overall innovation bid intervention – post evaluation event
Appendix 2 Clinical Change & Delivery Programme
Prioritisation of Resources - Rationale The CCG has a clear view on its intentions for the outcomes of clinical change programmes, in line with the vision of the Oldham Care Vortex and improving outcomes for the Oldham Family. Previous work undertaken by Clinical Directors, has created a body of knowledge, which has shaped our 5 year plan, taking into account our current landscape from the perspectives of population health, quality and economics, in line with our triple aim objectives. As we approach the end of quarter 1, it is important that we have a clear capacity plan for our internal resources and those commissioned through the CSU. The annual work plan for routine assurance is currently being finalised by the internal team to be agreed with CSU account managers. However in tandem with this, it is important that we have a clear plan of resources required to align with the clinical change programmes, as these will require resources from some CSU support functions The content of clinical change programmes has been designed by the Clinical Directors based upon: • Intentions of the Health and Wellbeing Board strategy • Current performance • Benchmarking data • Previous content of clinical programme plans • Commissioning for value packs • Public health outcomes framework • Local health profiles • PHE/NNSE a call to action: commissioning for prevention • JSNA • Areas from 2012 CMO report • New national strategies expected in 2014 • Feedback from members • Patient and public engagement It needs to be recognised internally, and by our support partner, that whilst this is our proposed annual plan, this may change dependent upon emerging national and local priorities throughout the year.
Prioritisation of Resources - Process Over the past 3 months, as the initial part of this process, Clinical Directors have been prioritising their clinical programme plans with the agreed methodology to improve outcomes for clinical programme areas. The attached diagrams profile the list of current interventions and their assessed priority at the initial assessment undertaken by the programme leads. Through the next 2 weeks, a further stage of assessment needs to be undertaken including: • Clinical Directors confirming the initial scoring for their areas and the interventions included • Clinical Council considering the initial scoring for the areas and the interventions included, and discussing with the appropriate Clinical Director • Considering if there needs to be wider scoring using the tool • Determining the cut off score of interventions to be progressed in years 1 and 2
Clinical Programme Areas: Children & Young People’s (inc. Maternity / Women’s) (1)
Clinical Programme Areas: Children & Young People’s (inc. Maternity / Women’s) (2)
Appendix 3 The Clinical Programme Approach 47
The clinical leadership model Managing the ‘Whole’ over Time The Oldham Chocolate Orange CCG will control the whole health care system and therefore the whole programme budgets in line with Government policy. In order to hold control and deliver efficiencies and enhanced quality of the whole ‘real’ budget, segments will be extracted and delegated authority allocated to clinical teams / clusters / firms to take clinical and management control over a specific clinical budget area. Each segment (or Programme Budget area) will be set a framework within which to operate led by a Clinical Director, which is outlined within this section. The CCG Governing Body will retain macro accountability. Managing The ‘Segments’ over Time The segments represent individual programme budget areas linked to specific clinical domains such as MSK, Respiratory, CVD etc. The idea is based on the concept of local ‘clinical firm’ leadership of segment areas using a common method. This will provide flexibility for all clinicians to engage.
Clinical programme management The following diagrams represent how potential opportunities within a programme budget have been determined and will be executed. The commissioning support infrastructure put in place for the CCG in the future, will need to be able to execute this method of working on behalf of Clinical Directors. Step 1: Identify the priorities and establish the clinical leadership and commissioning support arrangements
Step 2: Identify allocative, technical and market efficiencies