2. Improving health, Improving
Lives
“We exist to improve the
health and lives of the people
of Calderdale
We will do this by increasing
life expectancy, reducing
health inequalities and
ensuring the quality of
services”
6. DSR per 10,000
0
20
40
60
80
100
120
93
-9
5
94
-9
6
95
-9
7
96
-9
8
97
-9
9
98
-0
0
99
-0
1
00
-0
01 2
to
0
02 3
to
0
03 4
to
0
04 5
to
0
05 6
to
0
06 7
to
figures
0
Projected
Standardised Mortality Rates
07 8
to
09
Most Deprived
Least Deprived
7. No
r th
ow
0%
5%
10%
15%
20%
25%
30%
35%
40%
ra Skir 45%
m c
an o at
d
Sh
el
f
Ill
i
ng
w
To o
dm r th
or
St den
.J
oh
n'
s
To
wn
El
l
Ov and
en
M de
ix n
Tobacco – Smoking by Ward
en
de
n
9. What our public want
• Access and waiting times.
• Better co-ordination of services.
• Staff and staff attitude
• Equality and diversity
• Value for money
• Involving people
• Quality
10. We set a vision in 2008
• Life expectancy in Calderdale is amongst the
best in England, with a reduced gap between
our worst area (Ovenden) and our best area
(Northowram).
• We are amongst the lowest rates of smoking
and obesity in England.
• We have amongst the highest rates of physical
activity, and sensible drinking in England.
• We are amongst the lowest rate of infant
mortality, low birth weigh and teenage
conceptions in England.
• Our children have some of the best oral health
in England.
11. Our Values
• Involve people, respect
diversity, listen and learn.
• Act with honesty
• Be fair
• Achieve continuous
improvement through
innovation
• Be committed to partnerships
14. Single Commissioning
Strategy for TCS
All health services that are provided or could
be provided outside a hospital setting
All Local Authority adult social care services
Some Children and Young People’s services
Leisure to follow
15. Transforming community
services
Productivity High
Quality
Promote
health &
well being Integrated
Services
Sustainable
Innovation
16. Provider Response
• How partnership will help providers deliver the QIPP
challenge
• How it will help us deliver the single commissioning
approach with Local Authority
• Innovation and working differently
• Focus on health promotion, prevention, self care and self
management
• Cost efficiencies across organisations – actual and
potential.
17. Keeping it Real
Aim: Prejudice:
• Real partnership with • This is a takeover
our Provider Arm
• Transactional change
• An opportunity to
transform services for • Cherry picking/
Calderdale’s families stripping out/ “divvying
up”
• An opportunity to meet
the quality and
productivity challenge.
21. Single Commissioning
• Single approach with local authority
• We want invest the £330m of NHS
expenditure alongside £500m of Local
Authority expenditure to get the biggest
benefit.
• Single commissioning executive and a
set of joint commissioning intentions.
• There is a single set of programmes
which recognises our shared
commitment to Calderdale’s citizens.
22. Our programmes.
Cancer
Urgent Care
Planned Care
Long Term Conditions
Children and Maternity
End Of Life Mental Health
Learning Disabilities Substance Misuse
Sexual Health Support at Home
Continuing Care and
Universal Services Alternative Accommodation
25. Two Dimensions of Integration
for Commissioning
1. THE PLACE
Health
Tackling the Determinants of Improvement
Health and Prevention
Demand Management and
Long Term
Diagnosis
Conditions and
Vulnerable People
2. THE RIGHT NHS “FOOTPRINT”
PCT/MBC Acute
Healthcare
Acute/MH Provider Footprint Interventions:
Sub-Regional planned and
urgent
Y&H
26. Take Home Points
• We have focused on families not
organisations
• TCS has driven partnership and integration of
commissioning
• TCS is driving new partnerships between
providers
• TCS is a catalyst for whole system change to
benefit families
• Collaborative Leadership makes this happen
• We are in a better place to deliver our Vision
