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2014/15 FINANCIAL OUTLOOK AND CHALLENGES

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2014/15 FINANCIAL OUTLOOK AND CHALLENGES. Overview. Financial Context Summary of 2014/15 position: Key pressures/service developments Savings opportunities 2015/16 and future outlook Implications for 2014/15 and Choices. Scale of Financial Challenge in 2014/15.

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Presentation Transcript
overview
Overview
  • Financial Context
  • Summary of 2014/15 position:
    • Key pressures/service developments
    • Savings opportunities
  • 2015/16 and future outlook
  • Implications for 2014/15 and Choices
scale of financial challenge in 2014 15
Scale of Financial Challenge in 2014/15

Additional funding of £420m needed to meet all identified costs of meeting existing policies and expectations

Savings of £170m have been identified by DHSSPS

DHSSPS budget due to increase by £90m

A funding gap of £160m still needs to be resolved

opening position for 2014 15
Opening position for 2014/15

Significant

unresolved

challenges experienced in 2013/14

The HSC is carrying deficits of £115m into 2014/15

  • Reliance on non-recurrent measures in 2013/14:
    • In Year Monitoring
    • Managed slippage/deferral of expenditure
key pressures in 2014 15
Key Pressures in 2014/15

Pay & non-pay inflation

£52m

NICE Drugs

£19m

Demography

£35m

MH and LD Resettlement

£17m

Service Developments

£76m

Specialist Hospital Services

£7m

Family Health Services

£37m

Transforming Your Care

£21m

Public Health Agency

£4m

Revenue Costs of Capital

£7m

service developments in 2014 15
Service Developments in 2014/15

Psychological Therapies

£2.5m

NICE Drugs

£19m

Cath labs

£4.5m

Elective

Care

£15m

ED Capacity Planning

£5m

Normative Nursing

£12m

Family and Child Care

£7m

savings opportunities at trusts 2014 15
Savings Opportunities at Trusts – 2014/15
  • ACUTE
  • REFORM
  • Reduce Excess Bed Days
  • Increase in day case rates
  • Reduce Did Not Attends
  • Improve theatre utilisation
  • Reduce level of cancellations
  • SOCIAL CARE REFORM
  • Reablement
  • Shift to lower cost provision
  • Reform of Social Care
  • STAFF PRODUCTIVITY
  • Review of skill mix
  • Reduction in backfill (whilst maintaining safe staffing levels)
  • Reduce sickness absence
  • Unit cost management
  • OTHER PRODUCTIVITY
  • Rationalisation of the estate
  • Procurement
  • Management costs/shared services
2015 16 outlook
2015/16 Outlook
  • Total additional pressures are estimated at £317m
  • There is a growing trend of cost pressures:
population
Population

The 2011 Census, indicates that 20% of the resident population were aged 60+.

By 2021 it is projected that this will increase to 23.2% and by 2051 almost one third (32.6%) of the population will be aged 60+.

Between 2011 and 2051, the proportion of the population aged 85+ is expected to increase from 1.7% to 6.7% .

slide15

Unplanned Admissions to HSC Hospitals in Northern Ireland with a Long Term Condition for those aged 65 and Over by HSC Trust, 2010/11

By 2020: Number of adults with LTC will increase 40% in RoI, 30% in Northern Ireland

80% of GP consultations & 60% of hospital bed days relate to LTC and complications.*

* Source: Making Chronic Conditions Count IPHI

key reform initiatives under tyc
Key Reform Initiatives Under TYC

Shifting 5% of hospital expenditure with reinvestment in primary, community

and social care services

Improving integration of care through the development of integrated care partnerships – reducing need for unnecessary hospital visits

Maximising the potential of technology

Building a model of care which is focused on

the individual rather than the institutions

impact of budget allocation 2014 15
Impact of budget allocation – 2014/15
  • Deterioration in waiting times for elective services – which would exacerbate the health inequalities we are committed to addressing
  • Compromising the safety and quality of services provided to patients and clients
  • Compromising the delivery of statutory requirements, Programme of Government commitments and key Ministerial priorities and commitments
  • A growing parity gap between Northern Ireland and the rest of the UK by not funding all demand led pressures
choices for executive
Choices For Executive

1

Increase even further the extent of savings required across the HSC

2

Constraining pay for HSC staff

3

Reducing the range and/or standard of services offered

4

Impose additional charges or co-payments for services

5

Provide additional recurrent resources to DHSSPS

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