Agenda item

Sangeeta Saran, Associate Director Planned Care and Slough Operations updated on the progress made by the Clinical Commissioning Group (CCG) on its Operational Plan for 2017-2019. At the forefront of the plan’s delivery mechanisms was better care for patients and finance management. The existing plan had been refreshed and included changes such as;  continued delivery against national outcomes, focus on the requirements set out in the Memorandum of Understanding (MOU) with NHSE to progress to an Accountable Care System (ACS), continued delivery of programmes as set out in the second year of the Local Operating Plan and Commissioning Intentions 2017-19 documents.

The Panel was updated that Sir Andrew Morris (CEO of Frimley Health Trust) would remain the lead for this piece of work and that final budgetary approval and outcomes were pending. An update on the progress of this would return to Panel Members. There would be a continued focus upon the improvement of health outcomes and achieving financial balance for 2018/19. Further work was being carried out to support patients within the community through mental health services and support for better access to appointments with local GP services. In order to reach the priorities set for the upcoming year, standardisation of care for patients as set by clinicians was needed. In order to achieve the priorities set through the “Self-Care”agenda, a focus on self care for patients and working differently and wider by practitioners was needed. Bids for funding had been made and had successfully received £9m for the treatment of cancer in Slough.

In addition, further work was being carried out with neighbouring authorities to understand and implement better practice for patient self care; an example of this had been seen through Bracknell and their status as ‘Self Care champions’. Patient care had been improved through changes to services for cardiology patients. Further good work had been carried out and admissions for heart failure patients had declined; this was primarily due to better continued care within communities. Savings of £162k had been made by reducing the number of current admissions, with forecast savings of £500k for the 2017/18 period.  It was also highlighted that work was being done with patients in the community with arrhythmias to promote early intervention and further work was being done with local pharmacists to highlight the importance of chest pains to avoid future admissions and to mitigate demand upon the services. 

Members asked a range of questions relating to the management of absences within specialised teams, ways in which panel members could assist in promotion of good work, further examples of exemplar work within services and whether the model could be implemented across services. At the conclusion of the discussion the report was noted.

Resolved-   That the report be noted.