Annual General Meeting 10 September 2019 Berkshire West CCG 1 - - PowerPoint PPT Presentation

Annual General Meeting

10 September 2019 Berkshire West CCG

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Welcome & introductions

Dr Abid Irfan, CCG Chair

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Meeting agenda

Chair’s address

Summary 2018/19

• Key partner in the Berkshire West Integrated Care

System

• Successfully delivered the extended GP access

scheme

• Continued with major transformation work

including Musculoskeletal and Outpatients

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Chair’s address

Summary 2018/19 continued

• Worked closely with the Cancer Alliance to

improve screening rates for bowel, breast and cervical cancer

• Extended care and support planning for patients

with long term conditions to include those with chronic airways disease and heart failure

• Secured ‘Trailblazer’ national funding to

implement Mental Health Support Teams in Reading & W. Berkshire schools

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Primary Care GP services

• Established 14 Primary Care Networks (PCNs) -

working with health, community & social care partners and bringing new roles into primary care teams e.g. clinical pharmacists

• Improved websites and online access to GP

practices

• Completed development schemes for

10 premises

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Children’s mental health

• Secured funding to set up two pilot mental health

support teams so more young people can receive prompt help

• Enabled mental health providers to see more

children and young people

• Special Educational Needs & Disability joint

inspection praised our joint working with health, education and social care

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Children’s mental health

Continued

• Major conference with over 140 partners aimed at

improving children’s education health and care plans

• Agreed an improved and reorganised children’s

community nursing offer which is currently being set up

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Adult mental health

• More people accessed Talking Therapies which

resulted in good patient recovery

• Organised a new service offering enhanced health

checks for significantly mentally unwell patients

• Reduced out of area mental health placements
• Helped more women with emotional disorders and

distress during pregnancy and the first year after birth

• Continued to focus on faster diagnosis and providing

support for people with dementia

9

Transforming care for people with learning disabilities

• Workforce: developed a Berkshire, Oxford and

Buckinghamshire workforce plan led by Health Education England’s guidance

• Market Shaping/Housing and Accommodation:

scoped the housing needs of people with learning disabilities

• Crisis/24-7 Support: commissioned an intensive

support team to provide early community support, including alternatives to admission

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Long term conditions

• Rolled out ReSPECT approach for end of life care for

personalised care and plans in emergency situations

• Won national awards for our Type 2 diabetes

structured education programme

• Introduced new multi-disciplinary teams to improve

holistic care of cardiology and renal patients

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Long term conditions

Continued

• Launched new primary care programme for early

detection of atrial fibrillation to prevent strokes

• Reduced unplanned hospital admissions for care

home residents by 98 (7.5%) by improving care co-

• rdination

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Urgent care

• 90% of people admitted, transferred or discharged

within 4 hours (on average) of their arrival at A&E

• Met the national target for over half of 111 calls to

receive a clinical assessment

• Ambulatory care unit supported over 30% of

patients to be treated same day

• 32% reduction in numbers of acute beds occupied

by patients staying over 21 days compared to previous year

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Planned care

• Worked with stakeholders to develop integrated

service for people with muscle, bone and joint problems

• Worked with Royal Berkshire Hospital to address

Dermatology Service challenges

• Redesigned outpatient services to reduce

unnecessary appointments and improve waiting times

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Planned care

Continued

• Improved cancer diagnosis & support for patients

living with & beyond cancer, using Thames Valley Cancer Alliance funding

• Continued to meet national cancer standards by

ensuring patients were seen within the required time frame

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Locality updates

North and West Reading

• Increased the number of patients identified as

veterans by 62%, and improved their access to specialist services

• Established a joint health and social care social

prescribing service supporting residents to improve their emotional and physical wellbeing

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Locality updates

South Reading

• Piloted a multi-disciplinary health and social care

team which supports patients most at risk of unplanned hospital admissions

• Supported screening of 281 people at high risk of

“sleeping TB”

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Locality updates

Newbury & district

• 487 people trained to give alcohol intervention advice
• Commissioned new health clinics for the homeless at

day centres and night shelters Wokingham

• Boosted armed forces veteran care. Patients

identified as veterans increased from 544 to 981

• Completed building works at four practices to ensure

sufficient capacity for our growing population

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Communications & engagement

• Held engagement events to introduce Integrated

Care System (ICS) and Primary Care Networks (PCNs). Launched Integrated Care Partnership (ICP) website and social media platforms

• Held information events on TB, diabetes, cervical

cancer, flu, immunisation and social prescribing

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Communications & engagement

Continued

• Reached 1,300 people through 32 engagement

events for Nepalese, Polish and Bangladeshi communities

• Strengthened links with Reading Community

Learning Centre representing socially isolated black and minority ethnic women

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Staff matters

• 80% of staff have had an annual appraisal. The

remainder have organised an appraisal date

• More than 95% of staff have completed their

statutory and mandatory training

• 50.8% staff survey response compared to the

national NHS staff survey response of 46.4%

• 77.8 % of staff said they felt valued and recognised

for their contributions

21

Changes to governing bodies

• Rebecca Clegg was appointed Chief Financial

Officer in July 2018, following Janet Meek’s resignation on secondment to NHS England

• Katrina Anderson appointed as Director of Joint

Commissioning

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Assurance ratings 2018/19

• We were part of the first wave of ICSs, supporting

a partnership approach to improvement

• The Unified Executive reviewed performance as

level 3

• We were given a rating of “requires improvement”

due to our system deficit positioning

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Quality of Care 2018/19

Debbie Simmons, Director of Nursing

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Quality of care

Developing our ICS quality approach wider

• Embedded overarching quality framework through
• ur ICS Quality Committee and expanded our

membership

• Significantly increased our shared learning and

joint investigations through our joint bi-monthly ICS Serious Incidents Panel

• Our providers continued to achieve good or
• utstanding CQC inspections

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Quality of care

18/19 chosen priorities

• Sepsis: achieved >90% monthly compliance for

screening and antibiotic administration within 1 hour

• Zero Suicide: BHFT suicide awareness and

education for staff, has resulted in falling suicide rates of <10% for patients under the Trust’s care

• Urinary tract infections and hydration: CCG piloted

dedicated support and training in care homes on the importance of nutrition and hydration

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Quality of care

Safeguarding achievements

• Increased reporting for child protection conferences

and made significant improvements in safeguarding

• Chaired and steered programme board for

children’s multi agency safeguarding arrangements

• Ran “Lift The Baby” safe sleeping awareness-

raising campaign

• Developed Strategic Berkshire West Care Homes

group, in partnership with local authorities

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Quality of care

Next steps for 2019/20

• Design quality governance framework for

Buckinghamshire, Oxfordshire & Berkshire West (BOB) Integrated Care System

• Progress care homes strategic group to include all

health and social care system partners

• Explore ways in which we can work across BOB to
• ptimise safeguarding and medicines

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Organisational development

Next steps for 2019/20 continued

• Created ‘Staff Partnership Forum’ to address

issues such as staff welfare and career development; and to support staff through change

• Undertook Healthcare Financial Management

Association’s (HFMA) e-learning to improve staff financial awareness and performance

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Organisational development

• Brought our Freedom of Information function

in-house, achieving 100% response rates within statutory timeframe

• Reviewed the operation of all our programme

boards supported by the King’s Fund

• In the latest NHS England 360o survey we were

ranked above the national average in every category bar one

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Annual accounts and remuneration report 2018/19

Rebecca Clegg, Chief Financial Officer

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Annual accounts and remuneration report

Highlights

• Worked closely with ICS colleagues and NHSE to

agree where best to position system deficit of £3m

• Managed the cash flow effectively
• Paid bills on time
• Operated within running cost budget
• Paid staff in line with national guidance and as

approved by its remuneration committee

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CCG accounts were audited by external auditors Ernst Young LLP, who concluded:

Area of Work Conclusion Opinion

• Financial Statements

Unqualified

• Regularity

Qualified (except for)*

• Consistency of the Annual Report and other information published with

the financial statements Consistent Reports by Exception

• Consistency of Annual Governance Statement

Consistent

• Referrals to the Secretary of State and NHS England

Section 30 referral*

• Public interest reports

No matters to report

• Value for money conclusion

Modified (except for)*

*Relates to CCG’s £3m deficit

Audit opinion

How the funding is used

98% was spent on patient care

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Forward look 2019/20

Cathy Winfield, Chief Officer

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Focus areas for 2019/20

• Berkshire West will work with geographical

neighbours in the newly formed Buckinghamshire, Oxfordshire & Berkshire West (BOB) ICS to identify

• pportunities for improving patient services
• We will consult patients, staff and stakeholders on

proposal to establish a single CCG for BOB by 2021

• We will further the work of the Berkshire West ICP,

with our NHS and local authority partners providing health and care closer to communities

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Focus areas for 2019/20

Continued

• Continuing our pioneering work to promote

population health management

• Embedding the benefits of the connected care

system by bringing together patients’ GP, hospital and other care records

• The CCG faces significant financial risk in 2019/20

with a financial gap of £20.7m and mitigations identified for £15m

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Focus areas for 2019/20

Digital

• Having established a digital board we are

updating our digital strategy and holding more digital engagement events

• Trialling new software to continue to improve

integrated care; and facilitating patient access to records, empowering patient-centred care

• Piloting remote monitoring and virtual

appointments for outpatient care

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Focus areas for 2019/20

Strategic priorities

• Transforming our approach to urgent &

emergency care

• Changing pathways to deliver better care for

patients

• Supporting primary care to become more resilient

and meet the access needs of patients

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Focus areas for 2019/20

Strategic priorities continued

• Making better use of our shared resources across

the public sector to deliver more, and provide better value to the taxpayer

• Ensuring financial sustainability

40

Over to you

You are welcome to ask questions Stay in touch: www.berkshirewestccg.nhs.uk Bwccg.enquiries@nhs.net 0118 929 9469

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