Item 8 - Sheffield Health and Social Care

IAPT, working in a stepped care manner withpeople with Long Term Conditions or MedicallyUnexplained Symptoms in primary care; and thereconfiguration of some older adult psychologysessions to provide a specialist clinicalneuropsychology service to stroke patients inthe community. This latter development enablesa greater number of patients to be seen in atimely manner in community settings. Withthe aim of improving access to psychologicalcare across care pathways, we have carriedout a review of our senior clinical psychologyposts in adult mental health and also put someinvestment into the Acute Mental Health Wardsin the last year. We have also held successfulpractice development events on Consultationand Supervision & Case management inresponse to governance processes• The Functional Intensive Community SupportService (FICS) became operational during 2012,working with older people whose hospitaladmission can be avoided with more intensivecommunity support and also aiding earlierdischarge from hospital• Our Memory Service was accredited as“Excellent” in 2012/13 by the Royal College ofPsychiatrists’ National Accreditation Programme• The Directorate met its Cost Improvement Planfor 2012/13 and managed an under-spendposition due to fortuitous savings and incomegeneration opportunities in 2012/13• The Directorate continued to review all serviceareas to identify efficiencies and shape plans forfuture financial years.Other Strategic Achievements in 2012/13 are:• The reconfiguration of the Older People’sFunctional Mental Illness and DementiaResource Centres, resulting in more peoplebeing supported by community alternatives• The reconfiguration of Older People’s functionalmental illness day hospitals, which resulted inthe proposal for the new Functional IntensiveCommunity Service• Board approval for the formation ofRecovery Enterprises• The continued growth of specialist mentalhealth, relationship, sexual and gender identityservices, psychological & therapy services andSubstance misuse services to Sheffield and itssurrounding districts• New staffing and clinical service models beingnegotiated to provide high quality enhancedcare. This follows NHS Sheffield’s decision tocontinue to provide Birch Avenue & WoodlandView Nursing Homes.Going forward, we continue to face the followingrisks and uncertainties which will challenge thefuture provision of our services:• The continued increase in competition andre-tendering of core services in a time offinancial uncertainty and reduced publicsector budgets• The need to ensure services are able to meetthe demand of our service users in line withcontinued advances in self directed supportand payment by results• Unprecedented budget reductions.Other trends and factors that are likely to affectthe future development of our Directorate’sbusiness include:• The expected rise in the number of older peoplewithin the city• The continuing need to work across primary andsecondary care services and develop and expandour expertise as a reputable provider of primarycare solutions• Further partnership working with the LocalAuthority and not-for-profit sector to deliverhigh quality and affordable services• Continuing to build on our interface with STHFTto increase the provision of services to peoplepresenting in crisis and in need of our support• Increasing opportunities to generate incomein our specialist mental health services,relationship, sexual and gender identity services,substance misuse, psychological and therapyservices, through understanding the needsof our customers and ensuring the proactivemarketing of our services to external customers.2.4.1.5 Clover GroupThe Clover Group Practices are four GP practicesbased in Darnall, Tinsley, Jordanthorpe and MulberryStreet in the city centre, which merged to form one‘super practice’ in May 2011. The practices servesome of the city’s most vulnerable areas and alsorun a specialist service for asylum seekers. We havea three year Alternative Provider of Medical Services(APMS) Contract and currently have over 15000registered patients.The Clover Group’s six key priorities during 2012/13have been to:1. Continue to develop the Clover modeland implement a strong clinical andmanagement structure2. Work as a key stakeholder in the localcommissioning agenda3. Improve the quality, safety and experience of ourservices for the people who use our services andtheir carers by engaging patients in the deliveryof services4. Develop locally accessible services and increasethe delivery of enhanced services5. Support the delivery of high quality care byrecruiting and retaining high calibre clinical staff6. To achieve continued high performance againstbest practice and regulatory standards.New Darnall GP practice buildingThe following are some of the Clover Group’s keyachievements in the past year:• The Clover Group Practices are developing as anAPMS multi-site flagship that others can learnfrom. We are looking at the efficiencies whichcan be achieved through redesigning bothadmin and management structures• We have a Patient Participation Group withover 80 patient members with whom we meetregularly, to enable us to increase awareness ofneeds and improve health outcomes for hard toreach, BME and vulnerable groups• The Clover Group continues to provide consistentenhanced service delivery and look for newoptions to increase our income. We achievedhigh standards in the Quality and OutcomesFramework and are the first practice in Sheffieldto work on Key Performance Indicators, whichare a set of areas in which we are monitored onour clinical performance.The following is considered the main strategic risk anduncertainty that the Clover Group currently faces:• The contract value decreasing due to meetingefficiency savings, putting the three year APMScontract at risk. The risk of reduced staffing dueto cost improvements has the potential to reduceaccess to our services and patient satisfaction.2122