#SwkCCGAGM18 Annual General Meeting 30 August 2018
Welcome Dr Jonty Heaversedge, CCG Chair
Agenda Time Title Presenter 14:00 Welcome and introductions Dr Jonty Heaversedge 14:15 Presentation of CCG Annual Report and Key Achievements Ross Graves 2017/18 14:35 Presentation of CCG Annual Accounts 2017/18 Malcolm Hines 14.50 Questions and answers from members of the audience All Community Based Care – improving care for patients: • SEL Commissioning Alliance Andrew Bland • Introduction Ross Graves 15:00 • Community estates Rebecca Scott • Digital development Dr Jonty Heaversedge • Clinical effectiveness Dr Payam Torabi & Nick Harris 15:35 Questions and answers from members of the audience All 15.50 Closing comments and thanks Dr Jonty Heaversedge 16.00 Close 3
CCG Annual Report and Key Achievements 2017/18 Ross Graves, Managing Director
Annual Report 2017/18 and key achievements Strong performance across CCG assurance and an overall rating of ‘outstanding’ • Overall rating of outstanding for 2017/18, an improvement from the previous two years where the CCG received a good rating. One of only 20 CCGs nationally and three in London to receive the top rating. • High performance was maintained for dementia diagnosis rates , appropriate prescribing of antibiotics , and low rates of maternal smoking . • Improvements were seen in the proportion of cancers identified at an early stage and one- year survival from all cancers . • Other key achievements include outstanding ratings for the quality of CCG leadership and patient and public engagement in commissioning health and care. 5
Annual Report 2017/18 and key achievements Leading and supporting delivery across national NHS standards and key local programmes • Delivery of key NHS standards for: seeing a cancer specialist within two weeks of referral, reduction of inappropriate antibiotic prescribing for UTI in primary care, reduction in E coli blood stream infections. • Worked collaboratively to support the delivery of provider improvement plans where performance against constitutional standards is challenged. • Over 100% increase in the use of electronic referrals from GPs into hospital care – a key tool for offering patients meaningful choice by having all relevant and up to date information available to inform the discussion. • Step change in assessment pathways for NHS Continuing Healthcare meaning that assessments follow discharge from hospital, when a person’s long -term needs are clearer. • Stage 2 business case for Dulwich Health Centre approved by the National Investment Committee on 20 March. Construction on the site has now started. • Worked alongside GP federations to guide and assist four practices to move from a CQC rating of “requires improvement” to “good” 6
Annual Report 2017/18 and key achievements Providing leadership across the local health system • Improved response rate to 88% in 360 o stakeholder survey, and improved scores in the confidence in CCG leadership , stakeholders being given opportunity to influence plans , and involving the right individuals/organisations when commissioning/decommissioning services. • Leading the transformation of primary care programme across London. • CCG members and staff have key roles in South East London’s Sustainability and Transformation Partnership , particularly its approach to community based care, estates, digital and continuing healthcare. • Lead roles for LAS commissioning across south east London and for King’s College Hospital NHS Foundation Trust for London. • Delegated responsibility for commissioning GP practice services. • Further established the Partnership Commissioning Team with Southwark Council, working to deliver population based commissioning for residents. • Lead CCG for national Diabetes Treatment and Care Programme in South London, including completing the procurement of a Diabetes Hub to improve the uptake of structured education • Lead CCG for SE London heading the development of tier 3 weight management service pilot 7
Annual Report 2017/18 and key achievements Taking a common approach to improving quality and driving key projects across health services across Southwark • Duty of Candour training launched to help GPs understand their duty to inform patients and make a formal apology if an error has occurred in an element of care. • The CCG are assured that our hospital providers have a robust mechanism to learn and improve where incidents do occur. • Rollout of Optimise RX : helping prescribers to achieve safe and quality prescribing, reducing unwarranted variation • Medications Safety Officer was appointed for the CCG, as were clinical champions for HIV and Antibiotic Stewardship • Launch of Clinical Effectiveness Southwark , providing support and clinical leadership to localise and implement guidance using templates, facilitation and feedback. 8
Annual Report 2017/18 and key achievements Transforming services through Southwark’s Five Year Forward View, addressing fragmented arrangements of planning and funding health and social care • Working through the CCG and council Partnership Commissioning Team, agreed how best to use the £31million Better Care Fund to support people at risk in the community, reduce hospital and care home admissions and help people to be transferred smoothly and safely from hospital. • In January 2018, the CCG and Southwark Council finalised our new Joint Mental Health and Wellbeing Strategy . • Agreed to take forward Southwark Bridges to Health and Wellbeing as a shared approach to commissioning across the CCG and Southwark Council. This means commissioning for populations rather than separate organisations. 9
Annual Report 2017/18 and key achievements Bringing organisations and professionals together • Developing our Local Care Networks (LCNs) to play an increasing role in designing, implementing and managing services. Significant progress was made with the launch of the new care coordination pathway, which is delivering coordinated and person-centred care to people with three or more long-term conditions and addresses both physical and mental health needs. • Working with Community Southwark and the local settlement organisations (Pembroke House and Time and Talents) in Walworth and Rotherhithe to develop ways to help mobilise and empower people to make better choices and have more control over their lives. LCNs are exploring how to expand the learning with other areas. 10
Annual Report 2017/18 and key achievements Empowering residents and service users • Continuing to support people living with three or more long term conditions to contribute to the design of our approach to joining up care. We won an award for this work at the Patient Experience Network National Awards (PENNA) in March 2018 . • Talking to local people about what they think would improve quality in primary care. • Engaging local residents to develop the vision for transforming mental health and wellbeing for local people, as part of our joint Southwark mental health and wellbeing strategy. • Transforming education and self-management for patients with diabetes. 11
CCG annual accounts 2017/18 Malcolm Hines, Chief Financial Officer
Key Financial Performance Duties YTD Duty YTD Target RAG Performance Expenditure not to exceed income £488,480k £486,900k Capital resource does not exceed the £69k £50k allowance Revenue resource does not exceed the £467,415k £465,854k allowance Capital Resource use on specified matters N/A N/A does not exceed the allowance Revenue resource use on specified matters N/A N/A does not exceed the allowance Revenue administration resource use does £6,500k £6,457k not exceed the allowance 13
2017/18 Annual Accounts • Met all of the statutory financial performance duties in 2017/18. • The CCG has demonstrated continued strong financial performance, achieving a surplus of £11,074k against a plan of £9,743k. The main driver of the increased surplus was the NHS England requirement not to commit the 0.5% non-recurrent reserve which CCGs are required to establish in their planning. • Included in the 2017/18 accounts was a non-recurrent cost of £1,277k relating to No Cheaper Supply Obtainable (NCSO) drugs. There was also a non- recurrent cost of £1.75m relating to the CCG’s share of a £10.5m South East London liability with Lewisham & Greenwich NHS Trust due to the Trust Special Administrator Agreement at South London Healthcare NHS Trust in 2013. • In addition to the above, the CCG underspent by £43k on running costs. • The CCG received £69k capital funding in 2017/18 and underspent by £19k due to a late allocation of the same amount. • CCG accounts were audited by KPMG LLP. The CCG received an unqualified audit opinion. 14
CCG Expenditure 2017/18 15
Financial Forward View: opening allocations Opening Allocations 2016/17 – 2016-17 2017-18 2018-19 2019-20 2020-21 £’000s £’000s £’000s £’000s £’000s 2020/21 393,667 403,334 413,881 425,807 441,391 Recurrent Allocation - 43,208 44,749 46,469 46,469 Delegated Primary Care Non recurrent sums announced/ 1,355 anticipated 6,457 6,496 6,533 6,565 6,594 Running Costs allocation Made 2,058 HRG4 adjustments recurrent Made -5,241 IR rules adjustments recurrent 402,124 449,855 466,518 478,841 494,454 Total Resources Target surplus for the year with 7,673 9,743 12,063 tba tba drawdown % change over previous year’s 3.05% 2.45% 3.33% 2.55% 3.66% recurrent allocation 16
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