The future of market access – the local picture

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The future of market access – the local picture

  1. 1. The future of market access – the local pictureDavid Thorne, chief executive, Newcastle West CCG
  2. 2. NEWCASTLE WEST CCG The future of market access: the local pictureDavid Thorne 29th November 2012
  3. 3. Where I come from NEWCASTLE WESTMe and my background18 practices and 132,000 patientsTypical inner city ethnically diverse patch£240m spend and medicines spend is........All CCGs are different as you know!
  4. 4. One step ahead – NHS and market access
  5. 5. 1. Identify our population’s health needs2. Note national priorities from the DH3. Commission service provision to meet 1 and 24. Manage provision via contracts5. Performance manage to ensure “bangs per buck”6. Keep within budget7. Maintain public confidence in the NHS
  6. 6. 1. Identify our population’s health needs2. Note national priorities from the DH3. Commission service provision to meet 1 and 24. Manage provision via contracts5. Performance manage to ensure “bangs per buck”6. Keep within budget7. Maintain public confidence in the NHS Clinical commissioning – those closest to the patients are those best placed to design the way care is provided
  7. 7. Our QIPP challenge - the number plate1894 1720 34 1856 1784 33
  8. 8. 32 43 12
  9. 9. Transition Authorisation Circles of influence and control
  10. 10. Transition: Authorisation:the process through the process throughwhich the NHS needs which the ability to to move to new have statutory structures status is confirmed
  11. 11. Strategic Clinical DH Networks Clinical Senates NHS CB Academic Strategic Health Region Networks LATFTs CSUs CCGs
  12. 12. • 14.8 million population• 1 NHSCB regional office• 9 Local Area Teams• 68 Clinical Commissioning Groups• 8 Commissioning Support Services• 50 Health and Well Being Boards• 4 Clinical Senates• 4 Strategic Clinical Networks
  13. 13. • Competition vs integration• Long term irresistible trends: • workforce • consolidation and franchising • redesign drivers and consequences • provider-commissioner linear relationships• Community services• Primary care
  14. 14. Where we are as a CCG NEWCASTLE WEST CCG • Ageing population, highly dependant on benefits • Life expectancy that of a developing country • Increasing birth rate consequent of BME community • Big drivers – local lifestyles, early chronic ill health, economics • The three Cs – cancers, CHD and COPD • Can’t under estimate local authority and economic position • Over 40 live projects led by clinicians
  15. 15. Executive GP Board Member - Domain 1 GP Board Member - Domain 2 GP Board Member - Domain 3 GP Board Member - Domain 4 Nurse Board Member - Domain 5 Contracting Clinical Development of LTC GP Chair Quality & Safety Patient Safety & Safeguarding Commissioning Manager C Commissioning Manager B Head of Commissioning Commissioning Manager A PCPE Lead Clinical Engagement Grouping Clinical Engagement Grouping Clinical Engagement Grouping Clinical Engagement Grouping Clinical Engagement GroupingPrevention LA/Public Health Westgate LTC LTC users North Urgent / Secondary Care Armstrong Mental Health / Mental Health Mid west MGMP Primary Care Outer west Unplanned Care Planned Care Clinical Areas Member Clinical Areas Member Clinical Areas Member Clinical Areas Member Clinical Areas Member Practices Practices Practices Practices Practices Adult Mental Emergency Cancers Dilston Broadway Scotswood Urgent Care Denton Turret Safeguarding Newburn Health admissions Prescribing Prospect Diabetes Ponteland Rd Care Homes Grainger A&E Betts Ave HCAIs Throckley Ambulance Cruddas Park CVD Roseworth Public Health Holmside Access Westerhope PCPI Parkway West Rd Respiratory Fenham Hall Maternity Denton Park Primary Care Quality
  16. 16. Yes! Look how important it is in their data!• Quality and Productivity• Practice reviews activity data Would they look at• A&E, OPs and NELs our portfolio?• External peer review• Design pathways• Typical practice gets £13k
  17. 17. The commissioning recipe Shine a torch! 1. What do the numbers say? 2. What do patients say? What have 3. What are our daily experiences of the system? we got and what do we 4. What do our friends say? lack? 5. What works elsewhere? 6. Pragmatism and simple systems Have we got a torch and a set of spanners?
  18. 18. • Transition capacity and capability• Organisational development and networking• Business intelligence• Management support, management systems and project management• Education and training• Facilitating integrated care• Messages: – QIPP and cost efficacy are fundamental – transferable positive practice – collaboration across sectors of health care – speak our language and know our whiteboard – respond! Nb Ramadan and diabetes• “See the person and you’ve seen the company” – it is all about you
  19. 19. NEWCASTLE WESTThanks for listening david.thorne@nhs.net

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