Northumberland, Tyne and Wear Sustainability and Transformation Plan (NTW STP)

Transcription

1 Northumberland, Tyne and Wear Sustainability and Transformation Plan (NTW STP) The Northumberland Tyne and Wear STP footprint is a new collaboration covering a total population of 1.5 million residents across three Local Health Economies (LHEs): Newcastle Gateshead North Tyneside and Northumberland South Tyneside and Sunderland Organisations delivering Health and Social Care within the STP footprint are detailed on the map. North Durham CCG North Durham CCG are a component part of the NTW STP footprint, being co terminus with the neca footprint 1

2 What are Sustainability & Transformation Plans? Part of the NHS planning requirements Designed to support the delivery the NHS 5 year forward view by 2020/21 Planned on a bigger spatial footprint Focused on place and population not organisation boundaries 44 STPs nationally - transformation/evolution Transformation and sustainability funding will be dependent on the quality of the plan Plan submission in June 2016 assessment and feedback in July 2016

3 What does the STP need to address? TRIPLE AIM Health & wellbeing The three gaps Care and quality Funding & efficiency

4 Opportunity Sustainability and Transformation Plans (STPs) are an opportunity to develop a route map to an improved, more sustainable, health and care system by: Bringing organisations together to work much more closely, beyond organisation boundaries Sharing of good practice and expertise Identifying those areas where a single or small group of organisations would, or is, having difficulty transforming services Identifying areas where the common agenda suggests we can do something once well rather than several times less effectively Alignment with the work of the neca Commission for Health and Social Care Integration 4

5 Northumberland, Tyne and Wear STP 5 CCG s, 6 Local Authorities, 7 Foundation Trusts (including NEAS and NTW), NHS England, Public Health England Includes North Durham CCG co-terminus with the neca footprint Key areas for transformation include: Acute hospital collaboration across clinical pathways Reconfiguration of services between acute providers Out of hospital collaboration Radical upgrade in prevention and wellbeing Development of accountable care systems Financial stability Areas for collaborative work including system enablers: IT, estates, workforce etc Whole system focus commissioners and providers across health and social care

6 Northumberland, Tyne and Wear STP Footprint Sustainable and Transformation Plans large planning footprint Do once Workforce/Estates Digital Technology UEC network, Cancer Alliance, Networks, Specialised services, Devolution Local Health Economies layer of major transformation Northumberland / North Tyneside Newcastle and Gateshead South Tyneside / Sunderland Individual CCGs layer of local integration Northumberland North Tyneside Newcastle and Gateshead South Tyneside Sunderland Federations/Communities/Neighbourhoods North Durham CCG are a component part of the NTW STP footprint, being co-terminus with the neca footprint 6

7 Systems efficiency and finance challenges If we do nothing we will incur a 650 million gap across health by 2020, representing 23% of total NHS allocation 650 million represents 40% of the total North East and Cumbria 1.7 billion financial gap by 2021 Work to date with Local Authorities indicates our joint health and social care financial gap could be as high as 960 million Joint working continues to refine these figures with providers including LA s to confirm details of provider/commissioning gaps

8 Governance

9 Next steps The Plan is a point in time/work in progress June 30th submission will form the basis for a conversation with NHS England and NHS Improvement throughout July It will inform decisions about the geographical targeting of growth in the intervening years to 2020 No formal approval or consultation from boards at this early stage BUT need to assure NHS England and NHS Improvement that the plans reflect a shared view from STP leadership team, based upon the needs of patients and taxpayers Engage more formally with boards and partners following the July conversations.