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CCG aims to improve the quality of healthcare provided to people of Hull by involving them and the communities in service change, resulting in improved patient outcomes

Challenge

    • Hull is often overlooked because of its health inequalities
    • Undertake initiatives to improve health outcomes and create a healthier city where people achieve their full potential

Action

    • Became a major partner to Hull UK City of Culture 2017
    • Helped in establishing the Hull 2017 volunteering programme
    • Enabled the workforce to co-produce the organisation’s annual objectives
    • Invested in a citywide social prescribing contract to ease GP pressure
    • Redesigned the frailty care pathway, partnered with fire service on falls response and rehabilitation

Result

    • In six months, 32,500 people attended Hull 2017 neighbourhood events
    • Resulted in 130,000 hours of volunteering across 29,000 shifts so far
    • Improved A&E standard and delayed transfer of care performance
    • 23% reduction in Serious Incidents for 2016-17
    • 70% of residents agreed or strongly agreed that UK City of Culture is having a positive impact on the lives of local people

Challenges

 The CCG’s vision is to create a healthier city where people achieve their full potential. Hull is often overlooked because of its health inequalities and wider challenges. It requires place-based public services to be above and beyond the ordinary to bring about the changes needed. The CCG, as a local system leader, is committed to transforming poor health outcomes and improving lives. Building on the pride and optimism of Hull being UK City of Culture, the CCG’s dedication to improving health has taken it from ‘requiring improvement’ to being rated an ‘outstanding’ organisation in the space of twelve months.

Actions

 2017 has been a game-changing year for the CCG and for people in Hull. The CCG has capitalised on culture’s potential to empower people and communities by becoming a Hull2017 Major Partner:

•ensuring high calibre events take place outside the city centre; in six months 32,500 people attended Hull2017 neighbourhood events, and seasons 3-4 feature inclusive circus activities with older people and people with learning disabilities.

•helping to establish and embed the Hull2017 volunteering programme - 130,000 hours of volunteering across 29,000 shifts so far. An interim academic study revealed 70% of residents agreed or strongly agreed that UK City of Culture is having a positive impact on the lives of local people – an observation strongly supported by some of our GPs.

Financial leaders

•Hull CCG’s accounts team is HFMA National Accounts Team of the Year following four years of unqualified annual accounts.

•A new block contract providing a fixed income to our acute trust, with a detailed risk and incentive schedule, heralds a fundamentally different approach to working together and improving health outcomes. This has been welcomed by the trust and commended by NHS England.

System leaders

•Throughout 2017 Emma Latimer’s incisive system leadership style has established successful relationships with twenty Humber Coast and Vale STP partners.

•The place-based plan for Hull will address changing population health across the whole life course and integrate with the wider Hull City Plan to see every citizen benefit from the city’s inclusive growth. The Plan requires far-reaching changes to commissioning and service delivery, achieved by a new approach to system leadership and public sector reform.

Clinical leaders

•2016-17 has seen significant transformation in primary care with the majority of Hull’s 40 practices now working at scale in partnerships serving 35,000-75,000 patients. This has been achieved through dynamic clinical leadership and vision from the Board and Council of Members, and the enthusiasm and willingness of practices-from the bottom up- to embrace new ways of managing need and demand.

Staff engagement

•We have a positive, passionate and focused workforce who co-produce the organisation’s annual objectives and are defining their own staff wellbeing plan.

•Staff are learning and adopting new approaches in 2017 from business and sports leaders through the Building Champions programme.

Community engagement

•Our engagement annual report highlights our commitment to involving people and communities in service change through Hull champions, ambassadors, peoples panel, working voices and award-winning Healthier Hull Fund programmes.

Results 

•Improved A&E standard and Delayed Transfer of Care performance

•95% (Feb 2017) of patients would now recommend A&E to friends and family compared with 55% (Feb 2015)

•Improved primary care screening achieved dementia diagnosis rates of 84.3% (March17)

•Improved CAMHS waiting times (P13 Annual Report)

•£1.49m investment in new citywide social prescribing contract (2017-2020) to ease GP pressure and address wider determinants of poor health

•Targeted work has seen 23% reduction in serious incidents for 2016-17

•CCG/public health collaboration achieved 16% improved uptake of pertussis vaccination in pregnant women (<70% uptake)(See supporting documents)

Spread

The CCG-led Hull2020 transformation programme was the catalyst in bringing Hull’s public services together:

•The CCG-founded, fully-subscribed Health, Medical and Care Academy continues to support drive to address workforce challenges.

•Partnership with fire service on falls response and rehabilitation has led to successful collaboration with council’s lifeline service for vulnerable elderly.

•Integrated Care Centre development has led to redesign of frailty care pathway with acute/community providers.

www.notinourcommunity.org joint collaboration with Humberside Police in third year; reaching 35-40,000 young people each month. Learning from Hull CCG will inform future UK Cities of Culture on potential of culture to improve health and wellbeing.

Categories

Key individuals

Emma Shakeshaft

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