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Transforming Public Services for a Healthier Future

Learn about the reform program in health and social care, key policy goals, real reform principles, and model patients and clients. Understand the rationale behind the changes and configuration of local commissioning groups.

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Transforming Public Services for a Healthier Future

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  1. Nigel CarsonDirector of Equality and Public Safety Strategic Context 16th March 2007

  2. Background to Reform Programme • 1998/99 – Fit for the Future • 2001 – Acute Hospital Review • 2002 – Developing Better Services • 2005 – Appleby Review • 2005 – 20 Year Strategy for Health and Wellbeing – A Healthier Future • 2005 – The Review of Public Administration

  3. Vision for Change • Health and well being, not just health services • Making the system respond to the patient and client, rather than the person to the system • A self-organising system, benefiting from strong internal motivation and performance management

  4. Vision for Change • Integrated acute, primary and community care services supporting people to live independently • Structures and control procedures that will delivery against key policies • Quality and safety • Patient/Client experience and involvement

  5. No 10 Principles of Reform • National standards to ensure that people have the right to high quality services wherever they live • Devolution to give local leaders the means to deliver these standards to local people • More flexibility in service provision in light of people's rising expectations • Greater customer choice.

  6. Key Policy Goals • Separation of commissioning and providing • Delegation of a strong commissioning role to local level • Strong performance management • Strong incentives and sanctions • Much clearer accountability- All this should ensure improvement for patients, clients and carers.

  7. Real Reform: How to Recognise it • Effect is to make public services more responsive and effective • Requires expertise – because the world and the tasks are difficult • Challenges complacency and inertia • Recognises that the citizen is in charge, not the provider

  8. The Model Patients & Clients 5 Trusts plus Ambulance Service Primary Care/GPs/other Independent Primary Care Providers Patient Client Council RQIA 7 Local Commissioning Groups HEALTH AND SOCIAL CARE AUTHORITY Minister DHSSPS

  9. Rationale • Strong patient voice –new Patient and Client Council • Regulator - RQIA to test quality against recognised standards and promote improvement • HSCA – regional service planned by health and social services specialists • DHSSPS – smaller Department focussed on strategic policy and supporting Minister

  10. Health and Social Care Authority Four main areas of responsibility:- • Implementing government policy • Performance management • Workforce planning and development • Commissioning

  11. A Local Commissioning Group is: • Committee of the Health and Social Care Authority (HSCA) with delegated power to commission services • Primary care led with 15 members, two of which are lay people from the local community • Lead and decision maker for commissioning health and social care services • Accountable to the HSCA Board

  12. LCG Configuration

  13. Where are we now? • Joint committee established • Appointments – HSCA Directors • LCGs – appointments next week • New Trusts operational from April 2007 • Trust non- executives; announcement next week

  14. Northern HSS Trust (includes) Causeway United Hospitals Group Homefirst Belfast HSS Trust (includes) Belfast City Hospital Greenpark North & West Belfast Mater Infirmorum Royal Group of Hospitals South & East Belfast Western HSS Trust (includes) Sperrin Lakeland Altnagelvin Hospital Foyle South Eastern HSS Trust (includes) Ulster Community & Hospitals Down & Lisburn Southern HSS Trust (includes) Craigavon Area Hospitals Group Craigavon & Banbridge Community Newry & Mourne Armagh & Dungannon

  15. Looking Ahead • Accommodation - locations initially on a temporary basis • Trust legislation in place • Draft reform bill for consultation, closing date 11th April 2007 • HSCA operational by April 2008

  16. But more than structure… • New structures do not of themselves create new behaviours • Success will be better services for the public through • Strong leadership • A spirit of cooperation • Relentless focus on improvement • A culture of learning and innovation

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