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North East NHS Response to national imperatives Chris Willis Regional Director – Transition

North East NHS Response to national imperatives Chris Willis Regional Director – Transition 7 September 2011. Purpose of presentation. To describe: An overview of our current position How we are maintaining delivery and continuous improvement How we are supporting staff

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North East NHS Response to national imperatives Chris Willis Regional Director – Transition

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  1. North East NHS Response to national imperatives Chris Willis Regional Director – Transition 7 September 2011

  2. Purpose of presentation • To describe: • An overview of our current position • How we are maintaining delivery and continuous improvement • How we are supporting staff • How we are supporting the implementation of the health reforms • Grip and momentum!

  3. North east NHS is in a relatively good position Track record of good performance Track record of satisfaction PCTs working as clusters since 2006 100% of hospitals are FT All organisations in financial balance Historical levels of poor population health 30 % management cost reduction delivered Rapidly improving outcomes

  4. But still facing significant challenges Over reliance on hospitals Poor health of the public Needing to change activity patterns £859 m QIPP challenge

  5. Maintaining delivery and continuous improvement • Realistic and stretching 2011/12 contracts agreed by 1 April • Community services transferred to providers • Strong performance management in place • Constantly seeking to ensure that essential capacity and expertise are in place and that morale is maintained • Cluster ISOP meetings with PCTs, FTs, CCGs, LAs show strong local alignment, balancing delivery and transition • Transformation fund to drive real change in FTs • A focus on the QIPP agenda …….

  6. QIPP challenge - £859m • Good progress in 2010/11 with management cost savings • Strong Integrated strategic and operational plans developed with GP commissioners, Local Authorities and FTs • Investing more than other SHAs on health improvement • Majority of savings secured in contracts via tariff • Focus now on delivery of allocative savings • North East Transformation System is helpful to all of this 0

  7. Putting patients and the public first Promoting choice and competition Relative market contestability and choice index (HHI) Higher than average Average Lower than average

  8. Improving health and healthcare outcomes • Preventing premature death • LTC - GPs good at managing their ‘at risk’ population • Recovery – Primary PCI and comprehensive stroke services in place • Experience – Top results in patient satisfaction surveys • Safe care – Safer Care North East

  9. An agreed clinical vision to tackle poor outcomes • Facilitated ASE events for clinicians • Issues tackled included: • variations in delivery • long term conditions • alcohol • deaths in hospital • Created a strong clinical consensus and innovative solutions to problems • Now in the process of implementing

  10. Commissioning for patients Jan 2011 Feb 2011 Apr 2011 Jul 2011 = 9 36% = 11 57% = 15 72% = 20 100% • Effective collaboration by GP leaders • Contracting, performance management and data • Governance and scheme of delegation • Patient involvement and engagement • Coordinating decisions on individual cases • Programme to identify and meet support needs

  11. Transitional commissioning arrangements Integrated Board (including a single cluster chair and executive) Pathfinder Committee Pathfinder Committee Pathfinder Committee Pathfinder Committee Shared Support

  12. Local democratic legitimacy • Excellent relationships with local authorities • All local authorities are early implementer sites for H&WB • H&WB development being supported by a team led by a local authority chief executive • Innovative health and social care system diagnostics • 3 Healthwatch pathfinders (Northumberland, Gateshead & Hartlepool)

  13. Developing healthcare providers • Transforming community services • Education and training – single provider skills network • NEAS to complete FT application • Strong public accountability – 180,000+ members • Big reconfigurations being progressed Transforming Newcastle Hospitals Northumbria Emergency Care Hospital Durham Seizing the Future North of Tees Momentum

  14. Supporting staff • Staff satisfaction is still good • Strong regional social partnership forum • TCS – listened to staff • Management cost reduction exercise behind us; supported voluntary redundancies, limited compulsory redundancies and fair process • HR transition group to manage risks and ensure consistency • Suite of support packages for staff • Regular events with all SHA/PCT chief execs and directors • North East Leadership Academy (hosted by CD&D FT)

  15. Managing the transition • A two year programme, coordinating the implementation of new commissioning arrangement in the north east

  16. Goals… • ...to establish a single transition plan for the north east covering the following functions: • How we maintain and improve the quality of health outcomes • Development of the workforce • Provider development • Public health services • Commissioning arrangements • Support for local authorities to establish health and wellbeing boards

  17. Managing the transition Transition programme board Chair David Stout • Local authority representatives • PCT cluster chief executives • GP consortia leads • Workstream leads • Staff side representation • HealthWatch • Transition programme director Chris Willis Commissioning development workstream Corporate and HR transition workstream Development of health and wellbeing boards workstream Outcomes and quality workstream Provider development workstream Public health services workstream Workforce development workstream Richard Barker Yasmin Chaudhry Neil Nicholson Karen Straughair Ian Parker Wendy Balmain Stephen Singleton Ken Bremner Aidan Mullan Stephen Childs Peter Kelly Chris Willis Aidan Mullan Martin Barkley

  18. Managing the transition together... • A clear leadership role for local authorities and GP consortia • A partnership of equals – recognising the interdependence of services • Jointly using the learning from previous large scale change • Listening to stakeholders and enabling proactive engagement • Robust governance and programme management • Sharing risks to ensure stability • A commitment to full staff and staff side engagement in change management

  19. In summary • The north east NHS is in a good position, but with much more to do • We are clear of our role in supporting the successful transition to the reformed NHS • We are working closely with our partners to build a successful future for patients and the public and avoid unintended consequences • And • The aim is to ensure that when the SHA and PCTs come to an end that the arrangements in place, together with the momentum, will ensure that the transition continues to a satisfactory conclusion

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