Northamptonshire CCGs’ 2018/19 Annual General Meeting 5 September 2019
Welcome to our first Joint Annual General Meeting Toby Sanders Chief Executive Northamptonshire CCGs
About Northamptonshire’s NHS • Population 741,209 • 71 practices Corby CCG - 5 practices Nene CCG - 66 practices • Joint budget £940.948M • £1,269 per resident
Working with six main providers Social Care / GP Practices Voluntary Sector East Midlands Ambulance NHS Service + many others inside and outside Northamptonshire
Provider Contracts Cover Acute care A&E Inpatient, Outpatient Maternity Care Community Services Nursing Immediate care Community hospital care Palliative care Primary care -led services Mental health and learning disability services Ambulance and patient transport services
Round Urology Table Respiratory Discussions – Musculosketal (MSK) Clinical Priorities Frailty
Looking back 2018/19 • Dr Joanne Watt, NHS Corby CCG Clinical Chair • Dr Darin Seiger , NHS Nene CCG GP Chair ‘ Corby and Nene CCGs working together for Northamptonshire ’
Northamptonshire CCGs Working Together
Achieving Together • Speeding up Care Home Placements • Multi-Disciplinary Foot Team Service (MDFT) • Specialist Community Perinatal Mental Health Service • Nurse Training Scheme – National first! • Maternity services - aligning to NHS England Better Births report by 2021
Achieving Together • NHS Corby and Nene CCGS working with HealthWatch Northamptonshire to improve Children’s Mental Health
Both CCGs Achieving • Improving Access To Primary Care Services • Changes to Stroke Services • Supporting our Armed Forces Family • Defence Employer Recognition Scheme
NHS Corby and NHS Nene CCG • Both rated as ‘Good’ by NHS England, 2018.
Our Hospitals
Improving Quality Of Care • Kettering General Hospital rated “ Requires Improvement ” Latest inspection: 04 to 07 Feb 2019 Report published: 22 May 2019 – lifted from Special Measures. • Northamptonshire Healthcare NHS Foundation Trust rated “ Outstanding ” Latest inspection: 4 June 2018 Report published: 16 August 2018 • Northampton General Hospital rated “ Good Last Report published: 8 November 2017
Six Week Diagnostic Wait – 99% patient access to diagnostic test Trolley Waits – no waits over 12 hours after decision to admit Performance Cancer - 31 day wait for drug treatment and radiotherapy – above national target of 98% and 94% Achievements Cancer – 62 day wait screening to treatment – both CCGs above national target of 85% Care Programme Approach- mental health patient Northamptonshire follow up within seven days of discharge Corby 100% Nene 98.2% against national target of 95% CCGs No cases of Methicillin-Resistant Staphylococcus Aureus Bacteraemia (MRSA) reported across Northamptonshire Operations – No urgent operations cancelled for a second time
Performance 100% Corby and 99.8% Nene Achievements patients requiring Psychological Therapies had treatment completed within 18 weeks, Psychological National standard = 95% Therapies Psychological 97% Corby and 95% Nene Therapies completed 6 week treatment National Standard = 75% standard Northamptonshire CCGs Rolling IAPT Access - both meeting national target of 16.8%
Challenges ahead Reducing A&E waiting times and relieving pressures on urgent care system Ambulance response times and handovers Cancer performance standards at both hospitals - NGH priority Preventing decline in 18-week Referral to Treatment time - planned care Reducing number of 52+ week waits for planned care to zero Reducing numbers of operations cancelled on the day and increasing offer of slot within 28 days Continuing the improvement seen in delivery of 62-day waiting time standards at Northampton General Hospital NHS Trust Reducing breaches in mixed sex accommodation at NGH Improving rates of C Diff Mental health remains a high priority for the CCGs and our health partners
Northamptonshire Health and Care Partnership Toby Sanders Chief Executive Northamptonshire CCGs
What is our Health and Care Partnership? Why have we created it? What do we hope to achieve?
Our challenge…our opportunity… How we work How we deliver together care Challenge: The health and • These challenges Challenge: Systems, staffing, estates, care needs of Quality and pathways of reflect the national processes, procedures are care are varied our community not always well joined up picture are escalating • We must align local As demand grows we needs with national Local health and must work together so How we manage this does not policy context and wellbeing our resources compromise quality priorities. and outcomes Challenge: Challenge: Growing needs and We have significant complexity of our financial challenges population We are now seizing the opportunity to work together to address these challenges
FOR THE PEOPLE WE CARE FOR: What could this feel like? • Better primary and • Unifying how our acute community service services work together so support for patients with you will get the best high risks, so they are less outcomes if you need likely to need urgent care these services • More ways to support your health and wellbeing in our community • Better access to GPs, primary and community care – which will mean we have less pressured emergency and urgent and care services Working Working in par artner tnership ship to o improve e qualit lity of of car are e an and ou outco comes es for or ou our r comm ommunit unity
The story so far… • Urgent care – partnership working to explore and find resolutions for the challenging pressure on the system, which resulted in reduced pressure compared with last winter, and allowed patients to be discharged more quickly • Health system led investment in provider digitisation – £5.177m funding secured over three years to develop system-wide digital solutions • Launch of Single Health Resilience Early Warning Database – a new web-based portal providing a consolidated, real-time view of system capacity across the county health economy, simplifying responses to system pressure and enabling health and social care organisations to share data to proactively tackle the causes of pressure 22
The story so far… • Medical interoperability gateway – linking key health care information to joining people’s information together to support care Perinatal mental health service – much-needed, targeted intervention and support for mothers and their families in with mental health needs • Primary care at scale – GPs working together at scale to improve access to local primary care • Stroke services – NHCP partners and key stakeholders including patients and carers, have worked together on redesigning the Northamptonshire stroke pathway
How will we know we are doing the right things? We hope that through working together and creating our Partnership, our those in community will have… OUR VISION: Improved Sustainable A community A positive lifetime quality of care services with engaged in and of health, and outcomes balanced proud of their wellbeing and care for our finances health and care in our community community
Annual Accounts 2018/19 and Finance Update Stuart Rees Chief Finance Officer
Finance Update Stuart Rees Chief Finance Officer
Introduction • The 2018-19 financial position and the planned spend for 2019-20. • The allocation for Corby CCG effectively sets the financial envelope that can be spent on our residents for healthcare. • Corby CCG distributes the allocation it receives to a wide range of healthcare providers across the county and for out of county services.
2018-19 Financial Obligations Target Position Achieved Position Revenue spend target for 2018-19 must not The CCG remained within the in-year allocation exceed the in-year allocation of £112.626m and met its control total of breakeven Revenue administration spend not to exceed Actual administration spend, including the CSU allocation of £1.572m contract was £1.571m 95% of Non NHS invoices to be paid within 30 99.36% of invoices paid within 30 days days Remain within cash funding Bank balance of £48,437 at the year end
Areas of Spend in 2018-19
How was the Money Spent? • In 2018-19 NHS Corby CCG received £1,404.08 per patient which was spend as follows: Area of Spend £ per Patient Acute Healthcare Services £743.97 Primary Care & Prescribing Services £174.50 Primary Care Co-Commissioning £126.95 Community Services £125.79 Mental Health Services £119.20 Continuing Care Services £73.04 Other Programme Services £21.04 Running Costs £19.59 £1,404.08 Total Spend
2019-20 Planned Areas of Spend
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