HSC working to transform services – and save money

I cannot allow that statement to go unchallenged. It suggests that HSC is paying lip service to any requests to make savings, transform services and meet population needs. This does a disservice to the dedicated and committed health and care staff and its partners in the private and third sectors who are working hard to put measures in place to meet these challenges.

In May 2016, a combination of a new committee and senior staff members resulted in steps being immediately taken to control expenditure. By the summer of 2016 that was already paying dividends. These measures moved HSC’s financial position from an estimated overspend of £4.6m. at the start of the political term to an underspend later that year. As a result of the significantly reduced run rate, in 2017 HSC agreed an in-year £2m. per annum reduction in its budget. In addition to this, total expenditure for 2017 was £2.6m. under budget. This, added to the £2m. returned during the year, gives a total saving of £4.6m.

Throughout 2018, work to transform services has continued and HSC is forecast to deliver further significant savings, which will be factored into our 2019 budget and count towards the Medium Term Financial Plan. This also means that HSC will have surpassed the savings BDO said we could achieve in their 2015 report. As set out in the Policy and Resource Plan, all this has been achieved by ‘Thinking Differently, Working Differently’ and not through service cuts.

To make these savings requires action – system grip, cost and service improvements and wider transformation of services – and demonstrates the clear desire from HSC to eradicate inefficiencies, transform and make savings without cutting services.

In addition, HSC has been looking to the future. CareWatch was established in 2017. This is a community partnership forum which acts as a two-way communication channel between HSC and the Bailiwick community. Sharing service user experiences will help HSC to shape the future of health and care in the Bailiwick. In December 2017, HSC received unanimous support from the States Assembly for its Partnership of Purpose policy letter. This sets out the future of heath and care services for the Bailiwick for at least the next 30 years.

As part of the Partnership of Purpose, this year has seen the formation of the Health Improvement Commission (with announcements scheduled to be made about this in late September), the identification of the Principal Community Hub that will bring together community services and our plans for the re-profiling of the PEH. In addition, joint working with Jersey has resulted in the formation of a shadow Channel Islands Health Authority.

To address concerns regarding the increasingly evident demands of a growing elderly population, work has commenced on the first population needs assessment, which is focusing on ‘older people’. From this assessment we can determine how to best match needs and service provision to older people in the Bailiwick, futureproofing services as far as possible.

And all of this has been achieved alongside ‘business as usual’ – meeting the needs of the community 24 hours a day, 365 days of the year.

Deputy Heidi Soulsby

President HSC