West Hampshire Clinical Commissioning Group

Transcription

1 West Hampshire Clinical Commissioning Group Key facts The West Hampshire Clinical Commissioning Group (CCG) has: 54 constituent member GP practices A delegated budget of 467million for 2011/12 covering acute hospitals, community services and prescribing services A population of 536,073 local residents An area of 2,242.4 square kms (865.8 square miles) Services provided by eight providers: o University Hospital Southampton NHS Foundation Trust o The Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust o Winchester and Eastleigh Healthcare NHS Trust o Basingstoke and North Hampshire NHS Foundation Trust o Salisbury NHS Foundation Trust o Southern Health NHS Foundation Trust o Solent NHS Trust o South Central Ambulance Service NHS Trust Relationships with five councils: o Hampshire County Council o New Forest District Council o Winchester City Council o Eastleigh Borough Council o Test Valley Borough Council Leads The CCG governing body has five members: Dr Sarah Schofield (Chair) Children and Families and Unscheduled Care lead Dr Nigel Sylvester (Vice Chair) Health and Wellbeing, Prescribing, and Winchester/Basingstoke Acquisition lead Dr Tim Thurston Primary Care and Community lead Dr Simon Goodison Long-term Conditions lead Dr Jim Rose Mental Health lead Clinical Directors Dr Simon Hunter - Planned Care Dr Katrina Webster - Mental Health, clinical cabinet of the West Hampshire Clinical Commissioning Group Page 1 of 2

2 Dr James Read - Medicines Management Dr Adrian Higgins - Unscheduled Care Dr Lesley Ayling - Children and Families Dr Nick Arney - Long term conditions The West Hampshire CCG Committee also has the following members: Heather Hauschild - Executive Director Mike Fulford - Finance Lead Dr Ruth Milton - Director of Public Health Behrooz Vaezi West Hampshire Adult Services, Hampshire County Council Margaret Wheatcroft Non Executive Director Martin Cox Hampshire LINk Meetings The CCG has the following regular meetings: Clinical Cabinet meetings once a month Clinical Executive meetings twice a month West CCG Committee (sub group of the SHIP Board) once a month Point of contact details Jackie Zabiela or jackie.zabiela@hampshire.nhs.uk Page 2 of 2

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4 The Clinical Leadership Structure West Hampshire CCG Transition Programme Interim CCG Board Sponsor and Drive Projects Sponsor and Drive Projects Clinical Cabinet Clinical Directors and Interim Board TBC Clinical Director for Unscheduled Care Clinical Director for Planned Care Clinical Director for Long Term Conditions Clinical Director for Prescribing Clinical Director for Children and Families Clinical Director for Mental Health Clinical Director for Primary Care Clinical Director for Community Services West New Forest Grouping Mid West Grouping (EN & TVS; ESP; T & W) WINCAR & Andover Grouping LMC Other Local CCG Partners as agreed Local Authority Partners Management Team Support

5 Biographies Chair Dr Sarah Schofield Unscheduled Care, Children and Families Sarah Schofield trained at Leicester University before she returned to her home territory in Southampton to complete her GP training. She did her GP registrar year at North Baddesley Surgery before becoming a partner in 1989, having completed her hospital training at both Royal Hampshire County Hospital and Southampton General Hospital. Alongside working as a GP, Sarah: worked in A&E for over 10 years was Chairman of the local Primary Care Group (PCG) was lead for both the Orthopaedic and Emergency Care Network has been National GP Lead for the Department of Health Musculoskeletal Framework and Clinical Audit Group was the Assistant Medical Director at Southampton General Hospital for eight years has been the representative for her local GP practices for practice based commissioning. This experience provides Sarah with the back-drop required to take the West Clinical Commissioning Group forward to ensure the best services are provided for the local population.

6 Vice-chair - Dr Nigel C Sylvester Prescribing, Health and Wellbeing, Basingstoke and Winchester Hospitals merger Nigel has been a GP in Winchester for 30 years and has been involved with commissioning for the majority of that time. His main interest lies in forming close and creative relationships between Primary and Secondary care in order to make the most of limited NHS resources. He is married to Sue who is a senior NHS manager and has two children, one a teacher and one at Durham University. He has recently moved to Emsworth to be near his boat. He also cycles and runs in order to stop his arteries furring up.

7 Dr Tim Thurston Primary Care, Community Tim is a Partner at New Milton Health Centre. He qualified from Guy's in 1982 and has been actively involved in commissioning since the mid 1990s at the inception of locality groups. His wife is also a GP and they have three children, two of which are aspiring medics, one is in teacher training. He has a special interest in developing the role that general practice and community services can play in providing excellent NHS care.

8 Dr Simon Goodison Long Term Conditions, Patient and Public Involvement After qualifying in 1980 from Middlesex Hospital Medical School and training in General Medicine, Radiotherapy and Paediatrics, Simon spent 18 months working in West Africa in The Gambia and then returned to the UK to complete his training as a GP. He joined Blackthorn Health Centre, Hamble, in 1991 and is a GP trainer. He has been involved in commissioning for the last 15 years initially as Mental health Lead for the Eastleigh and Test Valley South PCT and then as a Locality Practice Based Commissioning (PBC) lead for Eastleigh Southern Parishes. In his spare time he is involved in amateur dramatics, playing tennis and rowing on the river.

9 Dr James Rose Mental Health Jim Rose is a rural GP near Andover. He qualified in 1986 and after working ten years in a large urban practice, he moved to St Mary Bourne in In addition to clinical and teaching commitments, he has worked extensively at the management/clinician interface. In his spare time, he sails with his family and rides a mountain bike.

10 Heather Hauschild Executive Director West Hampshire Heather has over 20 years experience in the health service and a wealth of experience in the development of a wide range of clinical services. Heather trained as a nurse in Southampton and post qualification and the completion of a degree; she obtained a place on the NHS management training programme in the West Midlands. She has worked for the former Wessex Regional Health Authority, Birmingham Heartlands Hospital and Poole Hospital, where she was Director of Operations for five years. She lives in Hampshire with her family.

11 Mike Fulford Finance Director Mike has worked in the local health service for over 18 years and has a wealth of experience across both acute provision and the commissioning of health services. Mike studied for his accountancy qualifications in Southampton before joining Southampton University Hospitals Trust and has also worked at Winchester & Eastleigh Healthcare Trust, Eastleigh & Test Valley South & New Forest PCTs and Hampshire Primary Care Trust, where he has been Deputy Director of Finance for 5 years. In his spare time he enjoys sport and music and lives with his family in Hampshire.

12 Clinical Directors Dr Nick Arney Clinical Director: Long term conditions Nick Arney qualified in 1987 from the Middlesex Hospital and University College Hospital London Medical School. After working for 18 months in the NHS he joined the Royal Air Force where he worked for the next seven years until leaving in Since 1995 he has been a GP in Totton, has had a keen interest in training GPs and has been involved in practice based commissioning on and off for the last five years. He has been the practice leader for IT during this time and has overseen the development of many new systems to improve patient care. He is married with two children and is an enthusiastic cyclist as well as having a passion for Italy having lived there for a year.

13 Dr Lesley Ayling Clinical Director: Children and Families Lesley works as a locum GP in Hampshire. She trained in Cambridge and Oxford, graduating in 1983 followed by hospital jobs in Brighton, Leeds, York and Sheffield and developed an interest in paediatrics. She was a salaried GP in Sheffield before moving south in She also works as a GP appraiser and teaches medical students at Southampton University. She has particular interests in working within and across teams to improve the quality of care for patients. In her spare time she enjoys sailing, making music and spending time with her family who live in Hampshire.

14 Dr Adrian Higgins Clinical Director: Unscheduled Care Adrian Higgins trained at Manchester University before taking up a partnership in Southampton in 1992 after completing GP training. He did his GP registrar year in North Manchester before becoming a partner having previously completed hospital training in East Lancashire. Alongside working as a GP, Adrian: Has worked as a GP with Specialist Interest (GPSI) in Elderly Care was Chairman of the Southampton Professional Executive Committee was Medical Director for NHS Southampton has led unscheduled care work with GP Front-end Emergency Department pilots and Walk in centre rationalisation in Southampton has worked collaboratively with Providers and Commissioners across South West Hampshire is currently the Clinical Lead for the 111 service development across the SHIP area. This experience provides Adrian with the back-drop required to take the West Clinical Commissioning Group forward to ensure the best services are provided for the local population.

15 Dr James Read Clinical Director: Medicines Management James Read qualified from Guys' Hospital in 1993 and undertook GP training in Norfolk. He has been a GP partner in Sutton Scotney since During this time he has been involved in various musculoskeletal and rheumatology assistant posts and is a GP trainer. James has been the medicines management lead for Winchester Practice Based Commissioning group for two years and looks forward to the challenge of extending this role across West Hampshire. He is married to a local GP and spends spare time keeping up with an energetic 6 year old son, trying to keep fit and booking the next skiing holiday!

16 Dr Katrina Webster Clinical Director: Mental Health, clinical cabinet of the West Hampshire Clinical Commissioning Group Katrina graduated from Manchester University in 2002 prior to working in Lancashire, Yorkshire and Western Australia. She then moved to Hampshire to complete GP training in Winchester which included a six month placement working with a local community mental health team. Since completing her GP training she has worked as a locum GP at various practices within west Hampshire and also completed two international placements in Cambodia, as part of the NHS South Central s Improving Global Health through Leadership Development scheme. This involved working to train local healthcare workers and improve community health services in a deprived rural area of western Cambodia. As a locum GP she hopes to bring a unique insight into the variations within the west Hampshire population and looks forward to working with local GPs and secondary care colleagues to make GP commissioning a success for our population and healthcare providers.

17 Dr Simon Hunter Clinical Director Planned Care, West Hampshire CCG After GP training Simon worked in the Solomon Islands for two years where he developed an interest in population based medicine. Since then Simon has been a GP in Southampton for 23 years, held lead roles in successive NHS reforms and obtained a Masters degree in Evidence Based Health Care. He is currently Associate Medical Director for SHIP cluster and Clinical Director Planned Care for West Hampshire CCG.

18 West Hampshire The West Hampshire Clinical Commissioning Group (CCG) has: Tadley 54 constituent member GP practices A delegated budget of 467 million for 2011/12 covering acute hospitals, Whitchurch community services and prescribing services Basingstoke Odiham A population of 536,073 local residents An area of 2,242.4 square kms (865.8 square miles) Andover Five elected board members: Dr Sarah Schofield (Chair) Fordingbridge Stockbridge Dr Nigel Sylvester (Vice-chair) Dr Tim Thurston Dr Simon Goodison Dr Jim Rose Sutton Scotney Winchester Lyndhurst Waterlooville which should be the top five priorities for the next year. Fareham Hythe Ringwood Improving community services contracts Milford-on-Sea Integrated services for unscheduled care New Alresford Alton Fleet Bordon Farnborough The CCG is currently recruiting eight additional clinical board members Petersfield to form a clinical cabinet alongside Romsey the locality leads. Priorities Tatchbury Eastleigh We have started to discuss the Southampton priorities for West Hampshire including the list City below. We are asking for your feedback on what else should be included and Reducing variation across practices Engagement in commissioning decisions Lymington Ensuring quality of care in our hospitals Gosport Focus on COPD, heart failure and diabetes in LTCs Focus on ICATS and dermatology for planned care Focus on PRAMS/LARCS contracts for primary care Portsmouth City Havant NHS Creative SLA31399 October 2011

19 Authorisation process Authorisation is the process CCGs must complete before they can become a statutory organisation which will allow them to employ staff, procure services and enter into contracts. The six areas of authorisation include: Clinical focus and added value Engagement Clear and credible plan Collaborative arrangements Capacity and capability Great leaders that can make a real difference focus on outcomes, involving constituent practices and colleagues in secondary care, community and mental health, public health and social care ensure inclusion of patients, public, communities of interest, health and wellbeing boards and local authorities, in commissioning decisions to deliver the local QIPP challenge robust arrangements for working with other CCGs to commission services over a wider geography to carry out both corporate and commissioning responsibilities driving transformational change NHS Creative SLA31399 October 2011

20 Primary care Shared Vision Practices and the CCG share the common goal of delivering better health for the patients of Hampshire. How do we ensure that we are working to the same agenda? Effectiveness How do we ensure that GPs skills and energy are focused on delivering better health outcomes? How do we utilise self help and other resources to manage demands which are not always based on need? Commissioning How do we ensure that practices have the tools to be effective commissioners, particularly in relation to prescribing, referrals and enhanced services? Health needs How do we build the specific health needs of our localities into our healthcare provision? Sustainability How do we ensure that practices are rewarded for supporting the commissioning responsibility by releasing their GPs for CCG roles? NHS Creative SLA31399 October 2011

21 Community focusing on services delivered by community providers (excluding Mental Health Services) to ensure delivery of the agreed quality, innovation, productivity and prevention initiatives deliver robust contracts for community services and mechanisms to ensure subsequent sustainability of those contracted services ensuring effective and productive: community consultants and specialist nurses virtual wards rehabilitation services community podiatry, physiotherapy, speech therapy, occupational therapy, dieticians amongst others services which maximise independence and prevent hospital admission. NHS Creative SLA32370 March 2012

22 Long-term conditions represent 70% activity and cost of the healthcare system account for 76% of unscheduled admissions account for 55% of GP consultations Challenges include: rise in numbers of people with long-term conditions (LTCs) current way of managing patients with LTCs is not sustainable need change in behaviour and systems to deliver efficient and effective care to patients living with an LTC Areas shown to be effective in improving quality of care for patients with LTCs include: risk profiling integrated care management with integrated teams at locality level systematic empowerment of patients to self manage/self care better targeted services to improve outcomes, mortality rates and physical function What will this deliver?: improved health status & mental well-being help to prevent unnecessary admissions to hospital enable patients to remain in their homes and communities improves feeling of control in their condition NHS Creative SLA31399 October 2011

23 Patient and Public Involvement No decision about me, without me is at the heart of the Government s reforms to the NHS, to shift decision-making as close as possible to patients. Effective communication and engagement is about getting the right messages to the right audiences, through the most appropriate channels, at the most appropriate time. It is a two way process informing, sharing, listening and responding is essential. Why is engagement so important? Better decision making, improved services and better outcomes Greater community support, trust and confidence Delivers difficult change successfully, with less conflict Helps you to identify areas of waste and inefficiency Helps to manage demand for services e.g. inappropriate use of emergency services Helps tackle health inequalities and support behaviour change The new patient participation DES CCGs who listen to people and communicate this process will increase understanding and confidence in using local services. NHS Creative SLA31399 October 2011

24 Prescribing play a leading role in the delivery of the Medicine Management Strategy work closely with the Medicine Management Director for the SHIP Cluster, the Medicine Management Leads of the localities and Medicine Management Pharmacists develop relationships with Hospital Pharmacists and the LPC s agree policies that will enable the CCG to work within its agreed drug budget and ensure that localities work within their individual notional drug budgets work with District Prescribing Committees to ensure that policies are in place to adopt new drugs or new indications for existing drugs NHS Creative SLA31399 October 2011

25 Health and Wellbeing work with the local authority to improve the strategic coordination of commissioning across the NHS, social care, public health and children s services improve health locally by forging new relationships between organisations ensure proper engagement with local people tackle key issues such as health inequalities to ensure consistent and comprehensive health and wellbeing across the county Winchester and Basingstoke Merger working with Basingstoke and North Hampshire NHS Foundation Trust (BNHFT) and Winchester and Eastleigh Healthcare NHS Trust (WEHCT) in the process of merging into a formal partnership ensure this process is completed in the best interests of all our patients ensure foundation trust status is achieved across both trusts NHS Creative SLA31399 October 2011

26 Mental Health improve quality and outcomes of mental health services, enhance community mental health promotion and prevent mental health illness through early intervention assist the CCG Board in the development of a Mental Health Strategy work with other organisations to ensure a coordinated approach to Mental Health commissioning, including: general practices community care providers acute trusts social services voluntary sector work with locality leads to get practice views on mental health service provision and to support practices in delivering their components of the mental health strategy NHS Creative SLA31399 October 2011

27 Planned Care The priorities for development this year include: Map of Medicine Continuing to develop local care maps and the use of the tool to design local healthcare services, support clinically-led service improvement and to deliver high quality care in the face of economic challenges. Advice and Guidance Developing the use of Advice and Guidance (A&G) to allow one clinician to seek advice from another on treatment plans, ongoing management of a patient, clarification of test results or the appropriateness of a referral. Teledermatology The use of telemedicine to exchange medical information concerning skin conditions for diagnoses, consultation and treatment advice as well as continuous education. Patient Reported Outcome Measures (PROMS) decision aids for patients PROMS measure quality from the patient perspective to calculate the health gain after surgical treatment. How can we use this as a tool to ensure patients make informed decisions about medical tests or treatments? NHS Creative SLA31399 October 2011

28 Unscheduled Care Out of hours primary care service and 111 service reducing non-elective admissions and length of stay in hospital improving access to early supported discharge and ongoing rehabilitation for stroke patients supporting hospitals to reduce re-admissions within 30 days work with Emergency Departments to achieve four hour target and co-locate primary care service where appropriate improve use and outcomes for intermediate care beds drive up quality and experience of unscheduled care services. NHS Creative SLA32370 March 2012

29 Children and Families provide senior clinical leadership and advice for work relating to children and families ensure processes meet the responsibility to safeguard and promote the welfare of children and young people develop working relationships with clinicians in outside organisations involved in children and families leading the development of a service specification for the Government recruitment of 100+ health visitors for West Hampshire NHS Creative SLA31399 October 2011