Highlights for Arden GEM CSU by Anne Gray, Knowledge Officer, Arden & GEM CSU
Video
will be available here: https://www.youtube.com/playlist?list=PL6IQwMACXkj0U7BzZm4AxeykK5OgnS2sl
Agenda
Item
1: Board meeting agenda
Item
2: Minutes of meeting held on 26 May 2016
Item
3: Chief Executive’s Report
Item
4: MCP emerging care model and contract framework
Item
5: General Practice services
Item
6: Transforming Care for people with a learning disability and/or autism –
Delivery update
Item
7: Performance report
Item
8: NHS Finance Report
Item
9: Annual Report and Accounts 2015-16
Item
10: Customer Contact and Complaints Annual Report with Appendix
Item
11: Governance manual approvals
Item
12: Board Committees Annual Reports
Item
13.i.a: Report from ARAC- 10 May 2016
Item
13.i.b: Report from ARAC – 29 June 2016
Item
13.ii.a: Report from Commissioning Committee Meeting – 25 May 2016
Item
13.ii.b: Report from Commissioning Committee Meeting – 29 June 2016
Item
13.iii: SSCC report to Board
Item
13.iv: Report from Investment Committee
Highlights :
3: Chief Executive’s
Report
·
Emphasis
of the importance of the “reset” documents to support improved operational and
financial performance by trusts and CCGs in order to meet the agreed £250m
provider deficit figure for 2016/17.
·
NHS
England is setting up a Brexit Unit to understand impact on EU employees,
medicines licensing, procurement arrangements and take control of regulations
impacted by the changing relationship with the EU.
·
NHS
England is having discussions with local NHS trust and Local Authority leaders
about Five year Forward View plans around STP finances and planning with a view to agreement by the
end of October 2016.
·
A
Tarrif Engagement documents is due within the next week which will provide the
facility to better track costs.
·
New
national CQUIN proposals will be published in September.
5: General Practice
services
Overview
so far of delivery around General Practice Forward View
NHS
E has established an external Oversight Group, with membership including the
RCGP, NHS Clinical Commissioners and the BMA to oversee progress, and provide
feedback. The RCGP have appointed 29 Regional Ambassadors and the BMA have
established a reference group of LMCs
Key
next steps are focused on:
•
the new general practice resilience programme;
•
the new general practice development programme;
•
proposals to reform indemnity in general practice;
•
increasing the allowances payable under the Retained Doctors Scheme;
•
the National Association of Primary Care’s Primary Care at Home initiative;
•
the new voluntary contract covering GPs and community health services – the
•
Multi-Speciality Community Provider Contract; and
•
strengthened work on international recruitment, led by Health Education England.
4: MCP emerging care
model and contract framework
Close
work with 6 local systems has supported the development of a Multi-Speciality
Community Provider (MCP) framework which provides a way forward on
commissioning, contracting, financial flows and organisational form.
The
fully integrated MCP is a place-based model of care with a single whole
population budget across the range of services it provides. It creates a new
care model, backed by a new business model, based on the GP registered list and
is a critical enabler of the GP Forward View.
The
building blocks of an MCP are the ‘care hubs’ of integrated teams. Each
typically serves a community of around 30-50,000 people.
The
MCP care model operates at four different levels:
·
at
the whole population level, the MCP aims to bend the curve of future healthcare
demand. It aims to address the wider determinants of health and tackle
inequalities. It builds social capital by mobilising citizens, local employers
and the voluntary sector;
·
for
people with self-limiting conditions, the MCP helps build and forms part of a
more coherent and effective local network of urgent care;
·
for
people with ongoing care needs, it provides a broader range of services in the
community that are more joined-up between primary, community, social and acute
care services, and between physical and mental health; and
·
for
small groups of patients with very high needs and costs, it delivers an
‘extensive care’ service.
Three
contacting models are emerging:
·
the
‘virtual’ MCP, brought about through an alliance contract.
·
the
‘partially integrated’ MCP contract, which means that whilst general medical
services are an integral part of the MCP model of care, the GPs retain their
GMS contract, which ‘sits alongside’ the MCP contract.
·
the
‘fully integrated’ model with a single whole population budget across all
primary and community based services.
A
MCP contract development team is working on development of new commissioning,
contracting, organisational forms and funding methodologies.
A
draft MCP contract will be published at the end of September.
This
framework is essentially about care redesign – change management, workforce
engagement, pathway development - not financial change, and provides a model
for STPs.
MCP
performance will be measured by existing national and local metrics, including
the new CCG IAF.
6: Transforming Care
for people with a learning disability and/or autism – Delivery update
NHS
England will shortly announce the first Transforming Care Partnerships (TCPs)
to receive transformation funding for 2016/17. This money is being given to the
areas with the greatest potential for bed closures and re-provision.
A
four-point plan has been developed to support delivery of Building the right support, through the TCPs and aims to increase
the focus on closing inpatient services and building up community provision.
(See AnnexA)
7: Performance report
– selected extracts:
Care.data, (Information and
technology portfolio) – In light of recommendations from the National Data
Guardian Review, the decision has been taken to close the care.data programme
NHS
England’s new Risk Framework will result in a refresh of risk management at all
levels of the organisation, with better alignment between strategic and operational
risk reporting.
Regions
are to set up A&E Delivery Boards (aligned
with the work underway on the Urgent and Emergency Care Review) comprised of
NHS England and NHS Improvement teams to support delivery, manage high risk
systems, report progress, and deploy improvement support.
9: Annual Report and
Accounts 2015-16
NHS
England’s Annual Report and Accounts 2015/16 were laid in Parliament on 21 July
2016 and are now available to view on NHS England’s website.
10: Customer Contact
and Complaints Annual Report with Appendix
Three
changes to NHS England system and processes were made during 2015/16
·
a
new case management system for recording and managing workflow of complaints.
·
Introduction
of a Quality Framework, for ensuring all complaints are handled consistently
and in
·
accordance
with good quality standards,
Separate
reporting of complaints from concerns has resulted in a significant change in the
numbers of formal complaints.
A
“concern” is an expression of dissatisfaction which has not been handled as a
Complaint, as no investigation was possible.
NHS
England has created toolkits for primary care and
acute (hospitals) which will help commissioners to improve their complaint
handling.
FOI
– of the 2,700 valid FOI requests 88.6% were responded to within the target of
20 working days.
11: Governance manual
approvals
A number of changes are recommended to the
Governance manual (incorporating NHS England Standing Financial Instructions
(SFIs), Standing Orders (SOs) and Scheme of Delegation (SoD)).
12: Board Committees
Annual Reports
·
Audit
and Risk Assurance Committee
·
Commissioning
Committee
·
Specialised
Services Commissioning Committee
·
Investment
Committee
Date
of Next NHS England Board meeting: 29 September 2016
