Agenda item

It was noted that Hillingdon's overall aim for integrated care was to enable residents to plan their own care so that the services they received delivered what was important to them.  This would be a shift from crisis care to anticipated care.  The Integrated Care Planning (ICP) project had been rolled out across the GP Networks in Hillingdon in July 2015. 

In addition to the ICP, a pilot had commenced in the MetroHealth GP Network in November 2015 comprising a new Care Connection Team (CCT) to support patients who required escalated care.  The pilot included a guided care nurse and care-coordinator working with the GPs over two practices as well as the provision of further support from dedicated care of the elderly consultants who would be able to provide advice and support over the phone.  Furthermore, Hillingdon Clinical Commissioning Group (HCCG) had commissioned Rapid Access Clinics for the Elderly (RACE) which had started in August 2015. 

From January 2016, further support to GP practices would be piloted through a single care gateway, offering low level support and signposting via the third sector.  H4All, a consortium of the five largest third sector providers in Hillingdon, would manage this single gateway to services and would be able to take direct referrals. 

It was noted that the Accountable Care Partnership (ACP) was a joint venture with most of the providers in Hillingdon and was HCCG's preferred model of delivery for integrated care.  The ACP would deliver services in shadow form for a year from April 2016.  It was recognised that improvements would need to be made to data sharing and, to this end, an agreement had been signed and work was being undertaken with regard to the implementation of new technology (although Hillingdon Hospital's IT systems were compatible with HCCG's, compatibly with CNWL's system was proving more problematic). 

Hillingdon became a three month pilot site for "Patient Knows Best" in October 2015.  This was an information sharing platform that would enable patients and all professional to see and update care plans. 

HCCG had entered into Primary Care Co-Commissioning arrangements with NHS England (NHSE) in April 2015.  It was anticipated that this would help to further the integrated care delivery system. 

The Board was advised that NHSE was undertaking a review on Personal Medical Services (PMS).  It was noted that there were 10 PMS contracts in Hillingdon and one Alternative Provider Medical Services (APMS).  PMS contracts had been better remunerated than General Medical Services (GMS) contracts and that many of the services previously only delivered by PMS practices were now also delivered by GMS practices.  As such, NHSE was looking at withdrawing the funding that PMS practices had previously received and HCCG would be negotiating this on a case by case basis.  Any money withdrawn from PMS contracts would be ring fenced for reuse within Hillingdon.  HCCG would be able to influence this reinvestment.  The outcomes of the review would be included in a future report to the Health and Wellbeing Board. 

It was hoped that HCCG would achieve £7.746m Quality, Innovation, Productivity, Prevention (QIPP) savings in 2015/2016.  Furthermore, HCCG's financial plan for 2015/16 was on track to deliver 1% surplus, but this would be subject to the risk sharing arrangement.  The Board was advised that the savings identified within the plan would be drawn from a range of programmes, for example, the integrated care programme, and that this information had been included within the report.  HCCG was not 100% confident that it would achieve its savings target and, as such, had put a contingency plan in place. 

RESOLVED:  That the Health and Wellbeing Board note the update.