Agenda item

Alison Blair introduced the report which set out the CCG operating plan for 2015/16 and requested its approval.

The following main points were noted during the discussion:

·         The Operating Plan set out the CCG’s strategic and financial objectives for the year. 

·         Islington CCG had received a relatively small uplift in funding for 2015/16 as it was considered overfunded by the national formula.

·         The CCG was intending to achieve an overall surplus and deliver savings of £12million. This was to be achieved by reducing duplication of services, smarter procurement of medicines, and reducing services which did not impact on clinical care or quality of service, amongst other savings proposals.

·         The operating plan included proposals for some investment in mental health services. The importance of achieving parity of esteem between mental and physical health was emphasised.

·         The plan aimed to improve the resilience of NHS services during peak periods.

·         The CGG was to utilise funding of £1.8million obtained through the Prime Minister’s Challenge Fund to extend access to primary care. This would include extending opening hours at GP practices. The CCG intended for three geographic “hubs” to operate in the evenings and weekends, and for these to be integrated with other services through shared use of ICT and a single access point. It was also intended for the hubs to be integrated with the 111 non-emergency telephone service. A significant increase in the number of appointments was expected as a result.

·         The CCG was to implement a digital record plan which would assist with integrating NHS services and the exchange of information. Service users would also be able to access their own records.

·         It was queried if any of the proposed savings should be of concern to the local authority. It was explained that the CCG had already made savings of £15million in the 2014/15 financial year and, although the proposals were not without risk, they had been through a quality assurance process which had identified no significant impact on the safety or quality of services.

·         It was queried if more could be done to improve the integration of local mental health services. Integration helped to reduce pressures in acute care and work was currently being carried out on improving the transition between child and adult mental health services. It was suggested that the Council could help to ease this transition through services such as Families First. The CCG was also working to develop partnerships with the Police.

·         It was commented that, despite some capacity and access issues, mental health services in Islington were already of a good standard compared to other areas.

·         It was advised that integrating mental health services with other support services was a priority of the Council.

·         The CCG already had joint working protocols in place with public sector partners. It was noted that, for example, the fire service and housing were interested in carrying out joint work on hoarding. It was considered that greater joint working would increase the quality and decrease the cost of services.

·         Although the CCG would welcome greater engagement with RSLs, engaging with these organisations was not as straightforward as engaging with the Council.

·         It was agreed that further discussion was required to ensure that there was a clear, single pathway for other services to refer to mental health services.

·         The voluntary sector could be useful in helping to promote integration of services.

·         A discussion was had on the structure of the CCG’s work, and how services which were commissioned across CCG boundaries could remain integrated with local authorities and responsive to local issues.

·         It was advised that the CCG worked in partnership with Barnet, Camden, Haringey and Enfield CCGs as part of a North Central London partnership. Although some services were commissioned across boroughs, such as the 111 telephone service, this was only pursued when the service would benefit from a cross-borough approach. The CCG recognised the differences between boroughs and the importance of strong local relationships.

·         It was queried if it would be helpful for local authorities to work more collaboratively. It was speculated if future devolution to London would require new local authority health partnerships.

RESOLVED:

(a)  That the overall direction of the Operating Plan for 2015/16 be approved, subject to any post-assurance adjustments;

(b)  That the Corporate Director of Housing and Adult Social Services and other relevant partners discuss how mental health services can be best integrated with other services to provide a clear pathway for service users.