ProspectusMay 2013

2 South Tyneside CCG Prospectus May 2013

Published by:South Tyneside Clinical Commissioning GroupMonkton Hall Monkton Lane JarrowNE32 5NN Telephone: 0191 2831903 Email: STCCG@sotw.nhs.uk

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Contents

What are our responsibilities? 4

Our finances 4

Our vision for the future of South Tyneside 5

Our challenges 6

About South Tyneside CCG 8

Our goals 10

Maintaining standards and quality 12

Health and wellbeing 13

Equality and diversity 14

Patients and stakeholders 15

Indicates hyperlink to downloadable documents

4 South Tyneside CCG Prospectus May 2013

What are our responsibilities?

South Tyneside Clinical Commissioning Group (CCG) is responsible for planning and designing local health services. We do this by commissioning health services including:

Planned hospital care

Urgent and emergency care

Rehabilitation care

Community health services

Mental health and learning disability services

To do this we will work with patients and health and social care partners (e.g. local hospitals, local authorities, local community groups etc) to ensure services meet local needs.

All 28 of our GP practices are members of South Tyneside CCG.

Key commissioning responsibilities for CCG’s include:

Planning services, based on assessing the needs of the local population

Securing services that meets those needs

Monitoring the quality of the care provided

Maintaining standards set out in the NHS constitution, for example waiting times.

Our finances

We have a commissioning budget of £223m for 2013/14 and this is the basis for the CCG’s financial plan. We have taken a prudent approach in our planning around the level of funding which will be available in future years and the efficiencies that will be expected. Therefore, year one of our financial plan is well developed while following years are less refined.

We have developed a set of prioritised investments that will support delivery of the CCG vision for the future of healthcare in South Tyneside. A set of savings schemes has also been included within the plan for 2013/14 to enable us to make savings of £2.1m

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Innovative

Responsive

Equality

Transparency

Inclusive

Aspirational

Working collaboratively across

South Tyneside to improve health and

commission excellent health care

Our vision for the future of South Tyneside

Our vision is to work collaboratively across South Tyneside to improve health and commission excellent health care.

6 South Tyneside CCG Prospectus May 2013

This vision is supported by three high level goals which describe the changes we aim to make in the medium to longer terms, which are to:

Integrate health and social care services

Improve patient experience

Make the best use of resources

We will deliver our values through the following behaviours:

Being innovative by introducing new ideas and challenging old ones

Being responsive to local health needs

Working inclusively with patients service users and their carers, as well as all our stakeholders, to appropriately discharge our commissioning functions

Being aspirational, will not accept mediocrity and will always strive for the best

Striving to ensure equality and reduce inequalities

Behaving with transparency and will work in an open and honest way

Our challenges

The challenges we face are far reaching: the people of South Tyneside die an average of 8 years earlier than the people who live in the healthiest parts of England. There is also a gap of over 10 years between the most deprived and least deprived communities in South Tyneside.

We have a legacy of a post-industrial and mining economy and over the past half century has seen a decline in prosperity and an increase in deprivation. This brings increasing health and social care problems and alongside a higher than average level of smoking, drinking and obesity, cancer and heart disease are the main killers.

One of the starkest inequalities highlighted by the Joint Strategic Needs Assessment (JSNA) is in life expectancy. Further challenges relate to the ageing population and increasing overreliance on hospital services, factors which are increasingly evident across the North East; this in turn presents significant financial challenges for STCCG.

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Hebburn

Jarrow

South Shields

Marsden

Biddick HallHedworth

Boldon Colliery

West BoldonEast Boldon

Cleadon

Whitburn

Poor mental health

Fragmented health

Over reliance onhospital services

Growing elderlypopulation

Risk takingbehaviours

People die too early

Health worse thanthe rest of England

Challenges in South Tyneside

Further information about the challenges for South Tyneside can be found here

Further information about the Joint Strategic Needs Assessment can be found here

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About South Tyneside CCG

Governing body

Matthew Walmsley Chair

David Hambleton Chief Officer

Christine BriggsDirector of Operations

Anne Fox Director of Nursing, Quality and Safety

Kate Hudson Chief Finance Officer

Stephen Clark Deputy Chair and lay member

Paul Morgan Lay member - governance

Jeff Gosling Lay member - Patient Public Involvement

Dr Vis-Nathan GP member

Dr Tarquin Cross Secondary Care Consultant

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Dr James Gordon Clinical Director - Mental Health and Learning Disabilities

Dr Jon Tose Clinical Director - Planned Care

Dr Funmi Nixon Clinical Director - Long term Conditions

Ros Whitehead Practice Manger Lead – Practice engagement

Executive members

South Tyneside CCG - Our goals

Challenges Outcome Aspirations

Commissioning intentions themes 2013/14

CCG Work Programme

Local Outcome measures

Emergency readmissions within 30 days of discharge from hospital

Number of people in Nursing homes with a care plan

People with COPD & Medical Research Council dyspnoea scale ≤3 referred to a pulmonary rehabilitation programme

Reduce referral to diagnostic time for colorectal and urological •cancersReduce Turn Around Time for reporting of GP requested •diagnostic testsImprove pathway for head or neck patients•Increase the uptake of Radiotherapy Services•Seek appropriate capacity for out of hours Palliative care service•Review the South Tyneside NHSFT Physiotherapy service•Explore alternative pathways for Dupuytren’s contracture.•Review pathway for joint injections•Rationalise the use of Radiology services especially MRI•

Expansion of current referral improvement Scheme •for primary care to better manage patients with Chronic DiseaseImplement revised pain pathway•Development of IBD community service •Review Anaemia pathway•Consider development of a Community Gynaecology •Clinic - including Ring pessary fitting, Menorrhagia and Endometrial biopsy

Develop the Urgent Care Hub in South Tyneside;•- GP integrated across all MIU/WIC- Evaluate the effectiveness of GP in A&E- To withdraw the FT provided MIU service at Palmers- Develop a pilot for delivery of a psychological liaison serviceReform Urgent Care pathways focusing on the Acute Care Team •Nursing Services and Social ServicesReview pathways for ambulatory care sensitive conditions to •enable patients to be treated in community settings where appropriateReview urgent care provision including GP OOH services, as •well as retaining oversight of the new 111 service

Evaluate the effectiveness of the current community •based cellulitis pathway in STCCGFollowing the full implementation single point of •access for urgent care review provider models of service delivery to ensure appropriate the end dispositions Review of community pathways for high intensity •users of hospital services including alcohol misuses and mental health.

Implement CCG self management framework for LTCs•Implementation of CCG Rehabilitation Strategy•Develop a structured approach to Chronic Disease management, •including revised specifications for pulmonary and cardiac rehabilitationJointly develop locality models for integrated health and social •care services including the use of risk stratification toolsCommunity model to support care homes and housebound •patients Review the role of the CHC nurse assessment function jointly •with Sunderland and Gateshead CCG

Review provision of heart failure services•Revise pathways for referral to rapid access chest •pain clinic to make use of the new calcium scoring testReview arrhythmia pathway•Explore the potential of Community Consultant •Geriatrician.

Continue to implement the national dementia strategy•Develop a joint business case with the Local Authority for the •development of a Tier 2 CAMHS service for South Tyneside.Further development of Primary Care MH Services including •IAPT services and practice based counselling

Re-provision of mental health in patient/ outpatient •unitEnhance the physical health of people with severe •mental illness and learning disabilities Seamless transitions between youth and adult •pathways

Equal access to drug treatments•Development of locally agreed formulary.•Improve medicines management in care homes•Managing variation in primary care prescribing•Secondary care providers to agree mechanisms for outpatient •prescribing Optimise medicines usage for patients taking long term •conditions Continue support for the Oral Nutritional Supplements dietician •pilot.

Oral nutritional products and wound management•

Vision The ‘How’ Objectives

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Seamless Planned Care pathways, integrated within and across organisations

Streamlined Urgent Care services with a single point of access

Partnership delivery of personalised care and independent living for patients with Long term Conditions

Inte

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Personalised care plans in Mental Health based on a stepped care approach with timely access to services

Improve the quality of Prescribing and deliver agreed efficiencies

Poor health and risk taking behaviours

Growing elderlypopulation

Clinical variations

Fragmented healthcare

Over relianceon hospitalservices

Availability of resources

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Maintaining standards and quality

South Tyneside CCG has a strong focus on quality assurance and improvement, and we utilise a range of established mechanisms linked to the contractual process to do this. This includes quality review meetings, performance monitoring and CQUIN (Commissioning for Quality and Innovation) incentive scheme. The assurance process reflects the three elements of quality; patient experience, effectiveness and patient safety.

What does this mean? This means when patients are ill they will receive care that is as safe as we can make it, care that is based on the best clinical evidence that ensures they have the best outcome and that this care is delivered in an integrated and holistic way. Patients and their families will be treated with dignity and respect during the delivery of this care and involved in care decisions. Patients will have a positive experience of care.

As a CCG this means we will hold the patient at the centre of everything we do and seek out and listen to what they are telling us and what they need. We will ensure that the services we commission for patients are as safe as possible, in line with best practice in order to achieve the best reasonable outcomes for these patients and a good patient experience.

Furthermore, we are committed to the delivery of services in line with the seven key principles of the NHS constitution:

1. Comprehensive service

2. Based on clinical need, not an individual’s ability to pay

3. Highest standards of excellence and professionalism

4. Patients at the heart of everything it does

5. Partnership working in the interest of patients

6. Providing best value for money within finite resources

7. Accountable to the public, communities and patients that it serves

The NHS Constitution for England 2013

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Health and wellbeing

South Tyneside CCG acknowledges the importance of joint working with the local Health and Wellbeing Board and we recognise the synergies to be gained in enhanced health outcomes through both the alignment and integration of commissioning plans. The CCG plays an important part in the Health and Wellbeing Board, actively participating in Board level activities as well as playing a key leadership role in the delivery of shared work streams, to jointly address the challenges facing organisations delivering health and social care.

The five key priorities identified in the South Tyneside Joint Health and Wellbeing Strategy are as follows:

Every child to have a good start in life

Increased healthy life expectancy with reduced difference between communities

Better employment prospects for young people

Better mental health and emotional wellbeing for older people

High quality, integrated, efficient local services designed around people

We are committed to working with partners around the delivery of the above, in particular those which will have a positive impact on the health of our local population.

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Equality and diversity

As a public sector organisation South Tyneside CCG is statutorily required to ensure that equality, diversity and human rights are embedded into all our functions and activities as per the Equality Act 2010, the Human Rights Act 1998 and the NHS Constitution.

In the exercise of our functions we will have due regard towards the need to:

Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act

Advance equality of opportunity between people who share a protected characteristic and those who do not

Foster good relations between people who share protected characteristics and those who do not

This means that we should:

Work towards removing or minimising disadvantages suffered by people due to their protected characteristics

Take steps to meet the needs of people from protected groups where these are different from the needs of other people

Encourage people from protected groups to participate in public life or in other activities where their participation is disproportionately low

Our aim is to uphold these objectives and to close the gap in health inequalities. Our equality strategy is available on our website:

www.southtynesideccg.nhs.uk

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Patients and stakeholders

South Tyneside CCG is absolutely committed to taking a patient centred approach; we engage and involve patients, carers and the public in a variety of ways in a way which acknowledges the diversity and richness of our population.

STCCG

Patient Public Involvement

links

HealthNet

Monthly attendance by Involvement

Manager, bi-monthly

CCG updates

Reading Group

Information, involvement and

consultation workrelayed to the group

for comments and observations

South Tyneside Region Equality Forum (STREF)

Regular attendance by Involvement

Manager

Local Engagement Board

Quarterly public meetings to discuss and

gain views on health initiatives and

services

Workplace Health Alliance

STCCG linked to the group to ensure

access to working people

Healthwatch Regular monthly

interface between Healthwatch Chair and Involvement

Manager

Events

To engage on health service

developments and issues, and to

promote involvement

Local Groups

Involvement Manager liases with a wide

variety of local groups to update

and involve

Patient Reference Group

(PRG)

Bi-monthly meetings with representatives

from patient forums

Learning Disabilities

Partnership Board

Link with the board to ensure people with LD and their carers are

updated and involved

Schools

Health Road Show organised annually and links through

school councils and partner events

For further information on this prospectus contact: Christine Briggs Director of Operations South Tyneside CCG Monkton Hall Monkton Lane Jarrow NE32 5NN

Telephone: 0191 283 1903

www.southtynesideccg.nhs.uk