Paul Hillary – Deputy Director for Finance

1. Paul Hillary – Deputy Director for Finance

2. CHCP CIC City Health Care Partnership CIC is a not for profit Community Interest Company responsible for providing NHS services in Hull and East Riding. Registered in England No:06273905

3. CHCP CIC Our business model aims to give our staff a sense of belonging, accountability, inclusion and greater understanding about the running of the organisation along with future plans and opportunities.  City Health Care Partnership CIC is a co-owned organisation that gives all permanent staff the opportunity to purchase a £1 share, that with it,  brings the opportunity to get involved. City Health Care Partnership is a member of the Employee Ownership Association(EOA). 

4. How did we get there • Commissioning a Patient Led NHS (2005) • Sir Nigel Crisp Letter (28th July 2005) • Our Health, Our Care, Our Say (2006) • Operating Framework - 2007/08 • Operating Framework - 2008/09 • Operating Framework - 2009/10 • Social Enterprise – Making a Difference a Right to Request (2009) • Transforming Community Services (2009)

6. Invest

7. Integration New Business

9. Mission At City Health Care Partnership (Community Interest Company) our mission statement is simple; • To grow a socially responsible commercial business that contributes to the wider well being of the communities in which we provide services. • From which the high quality and safe services delivered are personally responsive, caring and inclusive of all. • And where people love to work.

10. Quality Care delivery at heart of what we do

11. Vision • Patients Providing patient centred responsive high quality services. • People An employer of choice where individuals are inspired and supported to be the best they can be. • Profits Maximising returns made to staff, communities and services. • Portfolio Delivering to the community, commissioners and partners a range of services that is held in high regard by all who are in contact with us. • Partners Fostering a network of partners and key business links that will enhance the experience of patients, services users, carers and the community. • Productivity An ability to demonstrate services that are effective, efficient in delivery and cost and appreciated for their added value • Population Contributing to the wider well being of communities in which we work.

12. Proven ability to deliver award winning services

14. Values • Service and Excellence • Equality and Diversity • Creativity and Innovation • Cooperation and Partnership

15. Contagious Commitment Not Passive Compliance

16. Need to create purpose in people • Build motivation • More focus • Rise to challenge • Persistence in delivery • Tenacity to improve • Willing to take risks • Sustain high energy Levers such as rigid hierarchies in such times become diminished as levers for change !

17. QUALITY CARE BUSINESS A Confident, Efficient, Safeand Caring Company

19. Wired Correctly ?

20. Commercialism • Taken seriously • Contractual Framework • Robust debate on business principles • Levers • Bureaucracy

21. Flexible Benefits

22. e.g. of initiatives • Personal Health Budgets - Provider • Wound Care Initiative • End of Life Care – International Journal of Palliative Care • LEAN – District Nursing – 3.5 WTE • E-Rostering

23. Patient Opinion Social Audit GP OOH "Out of Hours Service was excellent“ Children and Young People "Wonderful treatment at baby clinic"

24. Patient Opinion – Quality Accounts Stakeholder Consultation: CHCP Priorities for Improvement 1)      Patient Safety 2)      Clinical Effectiveness 3)      Patient Engagement

25. Paul.hillary@chcphull.nhs.uk 01482 347691