Annual General Meeting . 2 August 2018 1 Welcome and introductions - - PowerPoint PPT Presentation

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NHS Harrogate and Rural District CCG

2 August 2018

Annual General Meeting

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Welcome and introductions

NHS Harrogate and Rural District Clinical Commissioning Group

Dr Alistair Ingram Clinical Chair

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Today’s agenda

14.00 Welcome refreshments All 14.15 Welcome and Introductions Alistair Ingram, Clinical Chair 14.20 Annual Accounts Dilani Gamble, Chief Financial Officer 14.30 Performance and Priorities Amanda Bloor, Chief Officer 14.45 Questions All

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Annual Accounts 17/18 Our role Achievement last year Priorities for next year Questions

This is your chance to hear about:

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Annual accounts 2017/18

NHS Harrogate and Rural District Clinical Commissioning Group

Dilani Gamble, Chief Finance Officer

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A full set of Accounts for 2017/18 is available within the CCGs Annual Report:

• Here at the AGM
• On our website

www.harrogateandruraldistrictccg.nhs.uk

• Or by contacting us on 01423 799300

Annual accounts 2017/18

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2017/18 financial duties

Target Outcome Achieved? Manage expenditure within Allocated Programme Budget Actual 2017/18 expenditure performance was £12.8m over the income received.

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Manage expenditure within Running Costs Allocation. Surplus of £0.4M against Running Costs Allocation of £3.4M

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Ensure cash spending is within available cash resources Managed cash spending within cash limit allocated to the CCG.

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External audit opinion

Audit Opinion Opinion Issued

Financial Statements

Unqualified Give a true and fair view of the financial position of Harrogate and Rural District CCG as at 31 March 2018 and of its net expenditure and income for the year then ended. Have been properly prepared in accordance with the Health and Social Care Act 2012 and the Accounts Directions issued thereunder.

Regularity of the Financial Statements

Qualified Income and expenditure has, in all material respects, been applied for the purposes intended by Parliament except for the failure to meet the statutory duty for expenditure not to exceed income in the year.

Value for Money

Qualified We are not satisfied that, in all significant respects, NHS Harrogate and Rural District CCG put in place proper arrangements to secure economy, efficiency and effectiveness in its use of resources for the year ended 31 March 2018. The CCG has not yet succeeded in addressing the underlying deficit in its budget

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NHS Harrogate and Rural District Clinical Commissioning Group

Amanda Bloor Chief Officer

Performance and priorities

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Our role

We are responsible for purchasing (or ‘commissioning’) healthcare services for around 162,000 people in Harrogate and the surrounding area (Harrogate District). This includes the majority of healthcare services that local people may need to access either in hospital or in the community.

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Our strategic objectives

We have five strategic objectives:

• Quality, Safety and Continuous Improvement
• Better Value Healthcare
• Well Governed and

Adaptable Organisation

• Health and Wellbeing
• Active and Meaningful

Engagement

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Who we serve

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What we spend on your behalf

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How we work – our partners

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How we work – engagement

HaRD Net

Website

Social Media Patient Stories

Health Campaigns

Partnership Working

Governing Body Patient Relations

Patient Participation Groups

Patient Partners

Consultations “Better promotion of the services pharmacies can provide will increase consumer confidence” 15

Our achievements in 2017/18

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Performed ‘Good’ or ‘Outstanding’ in Clinical and Quality Assessments Performed ‘Good’ or ‘Outstanding’ in Clinical and Quality Assessments

NHSE Annual Assessment 2017/18

Overall Rating: ‘Requires Improvement’ This is due to the continued financial challenges we face as a CCG

Assessment noted:

‘Sustainable Harrogate' has started to change relationships Effective approaches in relation to collaboration and partnership working Good process in place for managing risk

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Performance

• Vulnerable people
• Cancer performance
• Accident and Emergency waiting times
• Friends and Family Test
• Healthcare associated infections
• Pathway waiting times

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Looking Forward

Challenges

• As the statutory health commissioner we

have a fixed allocation and we have to manage within it.

• The NHS is under extreme pressure across

the country and we have a significant challenge locally.

• Demand for care and public expectation

continues to grow.

• The HaRD population use more planned

hospital services than similar populations elsewhere.

• With input from patients, partners and the

public we need to make choices about what health care services are commissioned.

Opportunities

• We are working differently with our partners

across the health and care landscape.

• There are opportunities to work effectively at

scale to achieve needed changes efficiently and effectively.

• We have an engaged public who are active in

sharing their priorities and experiences with us and we are continuing to build on our engagement framework with patients and their families and carers.

• We have solid relationships across the health

and care, local authorities and volunteer and community landscape.

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Our priorities in the year ahead

Greater collaboration across the healthcare system

Aligned effort (primary and secondary care) North Yorkshire Strategic Partnership for Mental Health and Learning Disability West Yorkshire and Harrogate Health and Care Partnership Integrated Community Care Integrated Urgent Care Local Mental Health Service Transformation

Financial sustainability

Demand Management Quality, Innovation, Productivity and Prevention (QIPP) programme

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Delivering for vulnerable people

Learning Disabilities Mental Health Transformation

• North Yorkshire and York leadership
• Inpatient trajectory
• Community provision including Forensic

Outreach and Liaison Service (FOLS)

• Children and young people work stream
• Needs assessment/PEN pictures
• Annual health checks
• Public and service user/carer

engagement

• Service redesign
• West Yorkshire and Harrogate Health

and Care Partnership/North Yorkshire

• Workforce sustainability

Five Year Forward View Children and Young People

• Wave 2 bid for perinatal mental health
• Improving Access to Psychological

Therapies (IAPT) access and recovery

• Out of Area Placements
• Liaison mental health
• Dementia
• Eating Disorders
• Engagement e.g. Youth Council,

Community and Voluntary sector

• Workforce
• New Care Models pilot

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Delivering our financial responsibilities – our 2018/19 financial plan

Meets CCG control total of £10m in year deficit Finance, contract and activity plans are aligned with main providers Supports 2.8% Mental Health Investment Standard Maintains Better Care Fund minimum contributions Supports £3 per head Primary Care Investment Provides for 0.5% contingency Planned running costs are within running allocation Requires 2.5% (£5.6m) QIPP delivery

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Questions

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Thank You for Attending – Please Stay in Touch

• Sign up to HaRD Net and find other useful info
• n our website:

www.harrogateandruraldistrictccg.nhs.uk

• Email us at: hardccg.enquiries@nhs.net
• Call us on: 01423 799300

@HaRD_CCG

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