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2014/15 FINANCIAL OUTLOOK AND CHALLENGES - PowerPoint PPT Presentation

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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
  • 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



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


NICE Drugs




MH and LD Resettlement


Service Developments


Specialist Hospital Services


Family Health Services


Transforming Your Care


Public Health Agency


Revenue Costs of Capital


service developments in 2014 15
Service Developments in 2014/15

Psychological Therapies


NICE Drugs


Cath labs





ED Capacity Planning


Normative Nursing


Family and Child Care


savings opportunities at trusts 2014 15
Savings Opportunities at Trusts – 2014/15
  • Reduce Excess Bed Days
  • Increase in day case rates
  • Reduce Did Not Attends
  • Improve theatre utilisation
  • Reduce level of cancellations
  • Reablement
  • Shift to lower cost provision
  • Reform of Social Care
  • Review of skill mix
  • Reduction in backfill (whilst maintaining safe staffing levels)
  • Reduce sickness absence
  • Unit cost management
  • 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:

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% .


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


Increase even further the extent of savings required across the HSC


Constraining pay for HSC staff


Reducing the range and/or standard of services offered


Impose additional charges or co-payments for services


Provide additional recurrent resources to DHSSPS