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Don’t get burnt: protecting the city from the heat of recession 11 June 2009

LOGO. Don’t get burnt: protecting the city from the heat of recession 11 June 2009. The Commissioning Challenge. AMANDA FADERO Deputy Chief Executive and Director of Strategy. Improving Health and Developing World Class Healthcare. Our ambition, our city

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Don’t get burnt: protecting the city from the heat of recession 11 June 2009

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  1. LOGO Don’t get burnt: protecting the city from the heat of recession11 June 2009 • The Commissioning Challenge AMANDA FADERO Deputy Chief Executive and Director of Strategy

  2. Improving Health and Developing World Class Healthcare • Our ambition, our city • 2. Impact of recession on health • 3. Focus on commissioning • 4. Partnership working in mental health

  3. Our Ambition Our City

  4. What We Know • Health budget for the city - 450 million this year and next • From 2011 onwards it is unknown • Generally less money for health and health and social care • Less income opportunities • Need to buy wisely • Use what we have locally

  5. PCT Plans - Use of Resouces Strategic Commissioning Plan (SCP) investments Annual Operating Plan (AOP) investments Key primary care AOP initiatives Primary care 2008-2011 Acute services Key community AOP initiatives Community services 2009-2012 Other services (public health and mental health) Key AOP initiatives

  6. Commissioning Will: Deliver better health and well-being for all: • People will live healthier and longer lives • Health inequalities will be dramatically reduced Deliver better care for all: • Services will be evidence-based and of the best quality • People will have choice and control over the services that they use, so they become more personalised Deliver better value for all: • Investment decisions will be made in an informed and considered way, ensuring that improvements are delivered within available resources • PCT’s will work with others to optimise effective care

  7. The National Commissioning Requirements • Locally lead with the NHS • Work collaboratively with community partners • Engage with the public and patients • Collaborate with clinicians to inform strategy, service redesign and resource utilisation • Manage knowledge and assess current and future needs • Identify and prioritise investment requirements and opportunities • Stimulate the market to meet demand and secure outcomes • Drive continuous improvement in quality and outcomes through innovation • Secure procurement skills that ensure providers have appropriate contracts • Performance Manage • Manage finances

  8. Quality Innovation and Productivity • A framework for planning in partnership • Focus on working collectively • Innovative ways of designing services • Agreeing priorities • Helping to prepare the way

  9. Our Joint Challenge • 3000 people with Serious Mental Illness, 3,000 with personality disorder, over 30,000 with mild to moderate depression. 2nd highest suicide rate. • PCT/LA spend £214 per head per annum compared with £189 for ONS comparators (weighted); • £5m new investment in SMI service in last two years; • Earlier interventions • Crisis resolution • Alternatives to admissions • £2.3m new investment in anxiety and depression to deliver approximately 11,000 episodes and 300 people back to work; • Prior to recession 44,000 people drinking above recommended level • Circa £1million prevention and brief intervention inc about young women to reduce issues such as • DV • Violent crime • Hosp admissions Need to work in partnership to deliver meaningful and sustainable change

  10. Local Vision; Strategy sets out a vision for primary and community care Where people shape services – giving people more say and more choice and more control over their own healthcare Which promotes healthy lives and tackles health inequalities – working with key partners We have a huge opportunity to deliver transformational change Where services are continuously improving quality through effective clinical leadership, new freedoms and improved infrastructure Where public and clinical professionals are leading local change, developing best practice and joined up local services

  11. The Message • We will plan this in partnership • We will collectively assess impact across; • Finance • Services • Workforce • Inequalities • We will connect across all aspects of public services • We will have clear business relationships with community partners • We will use our “commissioning” skills to drive forward our ambition for the city • This will feel very different

  12. The Message • We will commission services to deliver our ambition • We will need to make choices • This will involve; • Doing things differently • Stopping some things that aren't working well • Being innovative • Accelerating our pace

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