STRATEGIC DIRECTIONTeresa Roche

• 2014/15 is last year of current CSR, this period = Grant reductions / budget pressures = £148m gap (£129m savings and £19m reserves) to March 2015

• Spending Review 2015/16 = 14% reduction in Government support with an expected downward trajectory in funding through to at least 2018/19

• Uncertainty around levels of funding and potential use of Better Care Fund

• An additional £90m challenge by 2018/19

Finances and the future challenge

Commissioning Strategies

• Children are Safe and Healthy• Learn and Achieve• Readiness for Adult Life• Readiness for School

• Adult Specialities• Carers• Adult Frailty, Long Term Conditions and Physical Disability• Safeguarding Adults

• Enablers and support to the Council’s outcomes• How we do our business• Protecting the Public

• Sustaining and growing business and the economy• Protecting and sustaining the environment• Sustaining and developing prosperity through infrastructure

• Community Resilience and Assets• Wellbeing

• Enablers and support to key relationships

Commissioning Strategies

Quality, safety and sustainability for health and care services

Improved joint working of health and care professionals - an integrated service for patients

Providing the right care at the right time closer to patients’ homes

7 day a week services for local people through community 'neighbourhood' teams, supported by urgent care centres across the county Hospitals ‘freed up’ to provide specialist or genuine emergency trauma and time critical services

Our Vision

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A suite of proactive responses to care needs delivered through neighbourhood teams, comprising health and social care working with the local community and voluntary sector workers.

Development of a network of urgent care provision (aligned to Keogh Review). Possible consolidation to address quality & recruitment issues and meet reduced future demand from proactive interventions including improved Single Point of Contact. Possible single management / commissioning structure.

Improving the way referrals work and end-to-end integration of services (standardising and sharing best practice). Possible consolidation of elective care services to meet national standards & respond to reductions in activity from proactive interventions.

Improve delivery of care needs outlined in the CYPP Development of “mild to moderate” pathways delivered closer to home. Possible consolidation to address quality & recruitment issuesPossible single management / commissioning structure.

Proactive Urgent Care (Reactive)

Elective (Planned Care) Women & Children

Emerging proposals for a new model of health and care

THE PEOPLE’S PARTNERSHIP LINKS INTO THE HEALTH AND WELLBEING BOARD

Where are we now?• Working in partnership with Involving Lincs• Expressions of Interests have been put forward by Involving Lincs full

members for the overarching role of ‘Accountable Body’• We will work in partnership to create the EOIs for the role of ‘Strand Lead’

– Carers– Children and Young People– Learning Disability– Mental Health– Older People – Physical Disability and Sensory Impairment

• November 2014 – Accountable Body awarded• January – May 2015 – Development work• April 2015 – March 2016 – People’s Partnership Early Implementation,

Pilot year