Annual General Meeting 6 September 2018 Presented by Dr David - - PowerPoint PPT Presentation

Annual General Meeting

6 September 2018 Presented by Dr David Crichton, Chair

Welcome

• Who we are
• A review of our year
• Financial position
• Summary of performance
• Public questions

Chair of the CCG

• Dr David Crichton
• GP at Bentley Surgery
• Elected Chair of the CCG

by our Member Practices from 1 April 2016

• Membership organisation:

40 Member Practices

What we do

• A statutory NHS body
• We buy (or “commission”) local healthcare

services for the population of Doncaster

– Planning services based on our population’s needs – Securing services that meet these needs – Monitoring the quality of care provided – Partnership and collaborative working with the Local Authority, other CCGs, Providers and relevant stakeholders

Our Governing Body

• Chair
• 4 elected Locality Leads
• 3 Lay Members
• Chief Officer
• Chief Finance Officer
• Registered Nurse
• Secondary Care Doctor

Governing Body Audit Committee Remuneration Committee Quality & Patient Safety Committee Engagement & Experience Committee Executive Committee Primary Care Commissioning Committee

Our Member Practices

What we stand for

Our Vision: Work with others to invest in quality healthcare for Doncaster patients Our Values:

• The needs of our patients are paramount
• We will drive forward continuous improvement
• Relationships based on integrity and trust

Mission Statement: A high quality and accountable Clinical Commissioning Group, encouraging responsible partnership engagement in a transparent climate of ongoing learning in order to create a patient-centred yet financially astute and corporate approach to commissioning

A review of our year

Presented by our Chief Officer

2017/18 Priorities

CCG Highlights 2017/18

• Most importantly we continue to focus

upon ensuring the improvements in quality of care for Doncaster population.

• NHS England rated the CCG

‘outstanding’ – one of only 11 in the country for 2nd consecutive year.

• NHS England Annual 360 Stakeholder

Survey: demonstrates our good partnership work and leadership within the system

• Generally good staff survey and

stability of workforce.

• Significant steps in ensuring a

partnership and Health and Social Care approach for Doncaster population in the future.

Primary Care Highlights

• Fully fledged GP Federation

holding a number of contracts e.g. Extended Access.

• All of Doncaster’s 40 GP practices

rated either ‘good’ or ‘outstanding’ by Care Quality Commission.

• Successfully procured and merged

practices across Doncaster.

• Provided more enhanced services

within practices.

• Some Positive GP Survey results –

82% Doncaster patients rate there experience GOOD.

Hospital Care Highlights

• Reduction in “Delayed Transfer of

Care for patients”.

• Some of the shortest waiting times in

Accident & Emergency in the country.

• Implementation of psychiatric liaison

in Emergency departmen.t

• Significant engagement with

partners and public on missed appointments.

• Consultants/GPs and other

professionals have worked together to redesign pathways and ensure appropriate patients are cared for within hospital – including virtual appointments and conversations.

Community, Mental Health and Learning Disability Highlights

• Integrated Rapid Response pathways has

ensured 76% of patients are supported at home rather than hospital

• Improvements in Community continence

services

• Improvements in Oral Nutrition within Care

Homes

• Commissioned additional hours of End of Life

Care – raised public awareness of dying well

• Reduction in the length of stay for

Children and Young People with autism and/ or Learning disabilities

Other Key Highlights

• Introduction of Integrated Care

Record for patients and staff in Doncaster.

• Significant improvements

timeliness of assessments for Continuing Healthcare.

• Began review of functions

across ourselves and local authority – led by our staff.

Doncaster Place Plan

• Continued our plans to ensure

collaboration across Health and Social improvements in Doncaster.

• In the future we will take a

partnership life stage approach to plans and implementation.

• This will be wider than health and

involve all aspects of public and voluntary sector where applicable – TEAM DONCASTER.

SY&B Integrated Care System

• Continue to play a key

partnership role in SY&B collaboration

• Take the lead in Mental Health

and Learning Difficulties

• Taken part in Hospital Services

Review – consultation to begin in 2018/19

• Continue to inform redesign in
• ther key priorities e.g. Elective &

Diagnostic Care

2017/18 Key Challenges

• Has been some deterioration in performance of

some constitutional standards.

• Need to improve in Cancer and Maternity Care.
• We have improved our engagement approach , but

this will need to be fit for purpose in “new world”.

• Financial pressures will set in – especially when

undertaking more health and social care approach.

• Workforce pressures of all our main providers.
• Scale and the pace of change.

Types of engagement . . .

Health Campaigns Our website Social media Videos of patient stories NHS70 Public Events

Annual Accounts

Presented by our Chief Finance Officer

Annual Accounts

• Year-end accounts for 2017/18, fully met our statutory

financial duties

• Prepared under International Financial Reporting

Standards (IFRS), in accordance with the Department of Health and Social Care Manual for Accounts 2017/18

• The Statement of Comprehensive Net Expenditure

captures our gross expenditure and income – £493,513,000 allocation – £490,646,000 net operating costs – £2,867,000 surplus requirement

Summary of Financial Performance

Duty Target £’000 Performance £’000 Expenditure not to exceed income (Achieve a Surplus)

495,318 492,451

Capital resource use does not exceed the amount specified in Directions Revenue resource use does not exceed the amount specified in Directions (Total Allocation)

493,513 490,646

Capital resource use on specified matter(s)does not exceed the amount specified in Directions Revenue resource use on specified matter(s) does not exceed the amount specified in Directions (Programme)

42,544 41,112

Revenue administration resource use does not exceed the amount specified in Directions (Admin/Running costs)

6,978 6,209

Summary of Expenditure

Summary of Expenditure

The CCG spent £490.6m on

– Doncaster and Bassetlaw Teaching Hospitals NHS Foundation Trust (Acute Services) £194.8m – Rotherham, Doncaster and South Humber NHS Foundation Trust (Mental Health and Community Services) £67.2m – Prescribing £59.6m – Other Acute Services Providers £50.2m – Delegated Primary Care Medical Services £41.1m – Continuing Healthcare £28.7m – Other Mental Health Providers £19.7m – Other Community Services Providers £12.6m – Other Primary Care Services £6.5m – Running Costs £6.2m – Other costs £4.0m

Financial Position Moving into 2018/19

• Financial allocations for 2018/19 have created a very challenging

financial position – Growth Funding 1.44% i.e. £7.0m – Additional Funding for Local Pressures and Transformation priorities £3.5m (utilised to fund historic pressures) – Additional costs exceed the growth allocation

• Inflation on contracts
• Elective Activity pressures and Referrals
• Prescribing
• Continuing Healthcare and Specialist Placements
• Demographic growth
• Gap deficit of £10.6m – efficiency programme needed

Managing the Finances

• System transformation will be critical – e.g. intermediate

care model

• Strong financial control during 2018/19 will be crucial to

ensure delivery of the CCG’s financial targets

• Added complexity of the ICS and a System Control Total
• The local health system will only remain financially

sustainable through integration and collaborative commissioning, through working closely with primary care, providers and the Local Authority

• Close monitoring of efficiency programme

A Summary of Our Performance

Our Annual Review 2017/18 by NHS England

NHS England reported the CCG as Outstanding against the Assurance Framework 2017/18

Governance

• Annual Governance Statement: no control

issues

• Head of Internal Audit Opinion: significant

assurance of a sound system of internal control

• ISA 260 Report from External Auditors to those

charged with Governance: proper arrangements to secure economy, efficiency and effectiveness in our use of resources

Annual Report and Accounts

We would like to formally present to you our Annual Report and Accounts 2017/18: http://www.doncasterccg.nhs.uk/wp-

content/uploads/2018/05/CCG20Annual20Report202017- 182028Published20Version29.pdf

Public questions