The Leicester City Clinical Commissioning Group will make a presentation on their Annual Report 2013/14.
The report can be found at the following link:-
https://www.leicestercityccg.nhs.uk/about-us/strategies-and-reports/
Minutes:
Richard Morris, Chief Corporate Affairs Officer, Leicester City Clinical Commissioning Group provided a presentation on their Annual Report 2013/14.
The report can be found at the following link:-
https://www.leicestercityccg.nhs.uk/about-us/strategies-and-reports/
It was noted that the annual report explained the work of NHS Leicester City Clinical Commissioning Group (CCG), which was legally licensed in April 2013, without conditions, as part of the government’s reforms of the NHS. The CCG was one of a number of organisations to have taken over responsibility
from the previous Primary Care Trust.
The report included progress on important targets in healthcare, the main achievements and spending over the last year. It also explained how the CCG have planned for the future to improve the health and life expectancy of people living in Leicester.
The following points and comments were also made:-
· This was the first statutory report to be produced by the CCG.
· CCG had benefitted from operating in shadow form in the year prior to becoming fully accredited in April 2013.
· The CCG had a budget of approximately £390m to operate and commission health services. The CCG did not commission GP services or specialist health services; these were commissioned by NHS England.
· The CCG’s four strategic priorities had been identified to improve the health of the City and to have the biggest impact on closing the life expectancy gap between Leicester and England. In addition to focusing on the major cause of early death in the City (cardiovascular and respiratory disease) the priority areas also focused on improving services for those with mental illnesses and for older people in the City.
· Notable achievements to date had been:-
o Redesigning the diabetes pathway.
o Over 20,000 resident aged 40 -74 years old and those at risk from serious health problems had received NHS Health Checks, which was one of the best performances in the country. As a result over 4,000 people with a previously undiagnosed condition, or at risk of developing one, were now receiving the care and support to keep them healthier for longer and to reduce hospital admissions.
o The ‘Telehealth’ scheme for patients with COPD; which enabled patients to stay at home, manage their condition better and avoid unwanted hospital stays. There were a 150 patients in the pilot scheme and it was estimated that they had benefited from reducing the number of days these patients spent in hospital by 80%.
o Improved training for GPs to recognise dementia early so that care could be provided sooner.
o The introduction of a rapid response GP service to carry out urgent home visits for care homes and housebound patients with a view to treating them in the home rather than admitting the patient to A&E. This was part of a plan to reduce the number of unplanned A&E admissions by 540 a year.
o Over, 1,000 end of life care plans had been created allowing patients to meet with death free of pain and in a preferred place of care.
o A new assessment centre based at Leicester Royal Infirmary had successfully diverted approximately 22,000 patients away from A&E.
o The GP in a car service, involving 3 GPs on duty on each day, paired a GP with a paramedic from East Midlands Ambulance Service to respond to emergency calls. More 800 patients were treated in their own homes and reduced the stress and anxiety to patients and it also reduced the number of patients traveling to A&E.
o The Better Care Fund for the local health economy had been approved and accepted and cited as a national model for partnership working between health and social care services.
· Continuing challenges faced by the CCG were:
o Support the UHL NHS Trust to deliver the service people expected within the reduced financial budgetary framework;
o Continuing to improve and constantly achieve the 4 hour waiting time performance target for A&E and the 18 weeks target from referral to treatment.
o Improve the level of quality of care in the primary care sector services.
o Taking the opportunities available within the Better Care Together Programme to deliver services differently.
RESOLVED:
That the report be received and noted.