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The future of the NHS in North Central London

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The future of the NHS in North Central London Islington Voluntary Sector Health Network 18 January 2011 Jacqueline Firth Engagement Manager, NHS Islington – PowerPoint PPT presentation

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Title: The future of the NHS in North Central London


1
The future of the NHS in North Central London
Islington Voluntary Sector Health Network 18
January 2011 Jacqueline Firth Engagement Manager,
NHS Islington
2
All change
  • Please understand that the NHS is undergoing a
    significant period of change. Two issues
  • NHS White Paper, including GP commissioning
  • Efficiency savings
  • Dont have all the answers now
  • Our transition plans are as flexible and adaptive
    as possible so that we can deal with uncertainty
  • We await the new Health Bill
  • Information in todays update could change

3
July 2010 White Paper Liberating the NHS
Equity Excellence
  • Patients to be placed at the heart of everything
    the NHS does
  • The NHS to focus on improving what really matters
    to patients the quality and outcome of their
    healthcare
  • Clinicians to be empowered to innovate with the
    freedom to focus on improving healthcare services

4
GP Consortia
  • Shift decision-making as close as possible to the
    patient
  • build on the pivotal and trusted role already
    held by Primary Care professionals
  • GPs best placed to co-ordinate commissioning and
    pathways of care
  • Clinically-led redesign of pathways and services
  • more effective working relationship between
    primary and secondary care clinicians
  • bringing together responsibility for clinical
    decisions and the financial impact of those
    decisions
  • GPs to work with local partners to commission the
    majority of healthcare services
  • will not commission general practice, but will
    increasingly drive up the quality
  • Practice level budgets to be allocated directly
    to consortia

5
To make future commissioning plans a success
  • GP consortia need to inherit a system which is
    performing well and in financial balance which
    means
  • getting a grip on the current financial position
  • delivering savings on commissioning spend and
    savings on management costs

6
Management cost savings
  • NHS London and its 31 PCTs must deliver
    management cost savings of 180 million by April
    2013
  • savings to be reinvested in frontline services to
    ensure Londons patients receive better, more
    efficient and more effective care and also to
    support set up of GP consortia
  • This means delivering management cost savings of
    54
  • while maintaining the quality and safety of local
    services
  • and supporting our people in planning their
    personal futures
  • In North Central London, we cannot sustain five
    separate organisations and deliver those
    management cost savings
  • Equates to some 28 million by the end of 2010/11

7
The transition plan
  • A single transition team for North Central London
    to be operational from 1 April 2011
  • do at a borough level what needs to be done
    locally
  • do at North Central London (sector) level what
    can be done centrally, once
  • We are pooling our talent, resources and
    expertise to tackle our biggest problems
  • Maintaining the relationship with GP community is
    crucial over the next two years
  • Retaining local knowledge is also so important
    for the future
  • We need to be as flexible and adaptive as
    possible so that we can deal with uncertainty

8
Principles for the new structure
  • The purpose is to deliver the NHS North Central
    London Board objectives and lead transition
    programme up to 2013
  • Many functions can best be done centrally some
    must be responsive to local needs
  • There will need to be a strong and credible
    borough presence the face of the NHS in each
    borough
  • Value and build on existing local knowledge,
    skills and relationships
  • GPs and local authorities will be part of the
    leadership shaping the future
  • We will all need to work differently
  • Services for patients will continue to be
    delivered locally

9
Proposed single management team structure and
functions
10
Local functions
  • Local, credible, authoritative presence
  • Development of GP Consortia
  • Liaison with the Local Authority
  • Public health functions
  • Local Strategic Plans and joint commissioning
  • Relationship management and intervention with GPs
  • Specific quality assurance and governance, e.g.
    safeguarding
  • Financial support for Boards and Practice Based
    Commissioning / GP Consortia
  • Delivery of local savings plans, a real focus for
    remainder of 2010/11
  • Delivery of service improvements

11
Retain focus on key priorities
  • These proposals will help us to deliver our
    current priorities and work through the
    transition period
  • improving health outcomes for our population
  • financial recovery through effective service
    commissioning
  • service change and transformation with a focus
    on primary care
  • assuring the quality and safety of services
    provided to patients in our communities
  • managing an effective transition to new
    commissioning arrangements for the NHS in North
    Central London

12
Timeline
  • New North Central London 1 April 2011
  • NHS new borough presence (with fewer staff) 1
    April 2011
  • GP consortium running in shadow form 1 April
    2011
  • Finally, all PCT functions will likely transfer
    to April 2013
  • National Commissioning Board, or
  • GP Consortia, or
  • Local government

13
Thank you
  • Questions?
  • Contact me
  • jacqueline.firth_at_islingtonpct.nhs.uk
  • telephone 020 7527 1333
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