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2013 12-05 - pres to soc care itf - lnw


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by Les Williams, Director of Operations, NHS England (Birmingham, Solihull & Black County Area Team)

Published in: Business, Health & Medicine
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2013 12-05 - pres to soc care itf - lnw

  1. 1. Integrated Transformation Fund An Area Team Perspective Les Williams Director of Operations and Delivery Birmingham, Solihull and the Black Country
  2. 2. Area Team Overview • 7 CCGs across the patch – Wolverhampton, Walsall, Birmingham Cross City, Sandwell & West Birmingham, Solihull, Birmingham South and Central and Dudley • 143 people in new roles within the Area Team for Birmingham, Solihull and the Black Country. In addition to Family Health Services (FHS) for registration of patients with contractors • Covers area of 6 Local Authorities • CCGs supported by Central Midlands Commissioning Support Unit
  3. 3. Area Team Functions Area Teams in England share the same core functions, with responsibility for: • CCG development and assurance • Emergency Preparedness, Resilience and Response • Quality and safety • Partnerships, includes Local Authorities, particularly through Health and Wellbeing Boards • Configuration • System oversight. • Commissioning a range of services directly
  4. 4. Integrated Transformation Fund • ITF Guidance already issued, 4th and 17th October • Strategic and operational planning in the NHS 4th November • Full guidance to NHS England Board on 17th December, published 19th December, along with CCG and Area Team allocations • Plans for 2015/16 needs to start in 2014/15 • £3.8bn pool arrangement, brings together NHS and local authority resources already committed to existing core activity • First draft plans 14th February 4
  5. 5. Integrated Transformation Fund • Conditions: • Support adult social care services with health benefit • Local authority to agree with health how best used in social care and demonstrate positive difference to social care services • Have regard to JSNA and existing commissioning plans • Health benefit to be seen in: • DTOCs, emergency admissions, admissions to care homes • Effectiveness of re-ablement and patient and service user experience 5
  6. 6. Plans • 2 year operational • 5 year strategic • Shared plan for totality of health and social care activity and spend • Involve all stakeholders and signed off through H&WB Board So what’s our view? 6
  7. 7. Area Team Perspective • Great opportunity to develop real shared integrated planning • Realisation of long term aspirations • Build on existing S 75 and S 256 experience of pooled budgets • Many CCGs looking to go beyond minimum requirements, eg all emergency admissions spend • Recognise complexity and difficulty of changes – for social care, for funds, for NHS providers • See 2014/15 as a start and continuing negotiation to deliver true transformation in 2015/16 7
  8. 8. Some issues • Transfer not seen as free gift • Incentivising large acute providers to change • NHS England as contributors to plan – specialised services, primary care commissioning responsibilities • GP providers as one of potential recipients of investment to drive change in acute hospitals • Important facets: • good local relationships within very effective governance • clarity of purpose established early • risk sharing • Role to encourage CCGs, but not direct them • Assurance of quality and content of plans for NHS 8