Health Programme Groups David Bearman

1. Health Programme GroupsDavid Bearman April 2009

2. Vision for the Professional Executive Committee Core PEC To be the forum for the key strategic commissioning decisions for NHS Plymouth Bringing together the skills of the clinical and managerial leaders Beyond Core PEC Nine Health Programme Groups to inform that decision making To be the �eyes and ears� of NHS Plymouth- close to the grass roots and listening to the needs of the people, patients and carers of Plymouth

3. Health Programme Group�s (HPG�s) Aims To reduce the gap in health outcomes between the most and least affluent communities To promote healthy living and wellbeing To REALLY involve the public, patients and carers in deciding the priorities for healthcare provision in Plymouth To deliver an accessible integrated health/social care service that is driven by the needs of people in Plymouth Commission and provide world class healthcare that the people of Plymouth are proud of �..��.. And to make clinical leadership integral to these processes Rationale The development of the Health Programme Groups (HPGs) was aimed at meeting many of our objectives: Ensure key decisions were more clinically led To ensure decision were made closer to those we serve � so patient and public involvement is critical at this level To link strategy to operational plans To enable focussed, rapid pathway re-design to occur at grass roots level Align with Government, and SHA policy HPG�s provide the direction.

5. HPG�s in Context Improving capacity and capability:priority setting for investment History of financial balance and must dos Support for SW framework, but top down Establishing planning teams � Darzi health programmes MSP process introduced � programme management (important re efficiency gain) Clinical champions, multi talented teams Courageous conversations Programme budgets to map to the new programmes Within programme prioritisation - HPGs Across programme prioritisation � PEC Principles and process derived from work on managed introduction of new technologies (Social value, etc) Improving capacity and capability:priority setting for investment History of financial balance and must dos Support for SW framework, but top down Establishing planning teams � Darzi health programmes MSP process introduced � programme management (important re efficiency gain) Clinical champions, multi talented teams Courageous conversations Programme budgets to map to the new programmes Within programme prioritisation - HPGs Across programme prioritisation � PEC Principles and process derived from work on managed introduction of new technologies (Social value, etc)

7. Looking ahead� High performance culture Single commissioning team Collegiate working with neighbours Clinicians will strengthen commissioning Integrated commissioning Three things� We�ve come a long way High performance culture Single commissioning team Small PCT, big agenda� Collegiate working with neighbours Cancer network Cardiac network HTA Clinicians will strengthen commissioning Acute GPs Clinical assessment and follow up PCT provider � care management You can�t deliver joined up care for �Joe� unless your commissioning is joined up first Integrated commissioning Joint DPH of course Joint director of Commissioning Joint director for children and families Shared infrastructure support Three things� We�ve come a long way High performance culture Single commissioning team Small PCT, big agenda� Collegiate working with neighbours Cancer network Cardiac network HTA Clinicians will strengthen commissioning Acute GPs Clinical assessment and follow up PCT provider � care management You can�t deliver joined up care for �Joe� unless your commissioning is joined up first Integrated commissioning Joint DPH of course Joint director of Commissioning Joint director for children and families Shared infrastructure support