ANNUAL GENERAL MEETING 26TH SEPTEMBER 2018 #BwDCCGAGM
Welcome to our Annual General Meeting 2017/18 Mr Graham Burgess - Chair
NHS Blackburn with Darwen CCG Annual General Meeting 2017/18 Programme Speaker Chair’s Welcome Mr Graham Burgess (Chair) Questions from Members of the Public Mr Graham Burgess (Chair) Ratified Minutes of the 2017 AGM Mr Graham Burgess (Chair) Review of the Year 2017/18 Dr Penny Morris (Clinical Chief Officer) Financial Review Mr Roger Parr (Chief Finance Officer) Any Other Business All Closing Remarks Mr Graham Burgess (Chair)
NHS Blackburn with Darwen CCG Annual General Meeting 2017/18 Questions from the Members of the Public
Highlights of the Annual Report 2017/18 Dr Penny Morris – Clinical Chief Officer
NHS Blackburn with Darwen CCG • Population: 175,101 • Budget: £252,849,000 • Membership: 25 member practices • Vision: To deliver effective, high quality, safe integrated care to improve health and wellbeing outcomes in Blackburn with Darwen
NHS Blackburn with Darwen CCG • 26th most deprived CCG in the country • Unprecedented demands on our primary care workforce • Underfunding for our population (in 2017/18 our allocation was 2.08% below target or £4.6m less)
Mental Health • Extended access to assessments and treatment for Improving Access to Psychological Therapies • Supported the integration of mental health and primary care services • Additional emotional support for people with long terms conditions such as Chronic Obstructive Pulmonary Disease
Mental Health Other areas of work include: • Development of services to support women and families during the perinatal period • Reducing the number of people in specialist mental health beds outside of Lancashire (out of area placements) • Suicide prevention and intensive home treatment as an alternative
Learning Disabilities • Work with partners to reduce reliance on in-patient care • Worked with other CCGs in Lancashire to develop a Specialist Support Team service • Worked with community teams to ensure specialist providers are able to provide safe, sustainable services with the least restrictive provision
Primary Care • “ Placed Based” approach to delivering services – established 4 neighbourhood delivery model of care • Health and social care working as integrated neighbourhood teams • Improved 7 day extended access for patients for routine GP appointments at evenings and weekends
Primary Care • Promoted prevention and early identification to improve flu vaccination uptake rates and cervical screening • Joint working with local authority, councillors and community third sector to address issues with vaccinations in Muslim communities: • Increase in uptake of nasal spray vaccine across all schools • Reduction in paediatric emergency admissions related to respiratory conditions measured over a specific period
Integrated Care • Reduce amount of time people spend avoidably in hospital, reducing delays in transfers of care and also inappropriate admissions • Intensive Home Support Service has helped patients who were at risk of a hospital admission to stay and be cared for in their own home • Embedded the “Trusted Assessment” process to reduce duplication, review service provision and support earlier discharge
Integrated Care Supported providers of health care to work together to provide the Home First Service. So they can: • Go home with no additional care/minimal support needs e.g. take home and settle • Go home with some support from rehabilitation teams • Leave hospital into a community bed with intense nursing and/or social care .
Cancer • Local GP and GP Cancer Lead for BwD and East Lancashire CCG Dr Neil Smith awarded “GP of the Year Award 2017” by the Royal College of General Practitioners in the North West • This is for his work in transforming cancer services in Pennine Lancashire through redesigning patient care • In 2017 the cancer team were finalists in the “National Transforming Care Awards” for improving cancer outcomes • .
Medicines Management • Following public consultation, a Prescribing for Clinical Need policy has been adopted • Continued to tackle prescription waste • In association with the local authority, medicines awareness training has been provided to managers and carers working in residential, domicillary and children’s services across the borough
Children and Adolescent Mental Health • Re-design of services across Lancashire and South Cumbria has started • This will help children and young people access the right care and treatment as soon as they need it • BwD has a dedicated Primary Mental Health Worker to support children and young people with early intervention and clinical assessments
Children and Adolescent Mental Health • The CCG has used the research undertaken by Healthwatch who sought the views and experiences of young people in Pennine Lancashire to help inform service re-design • The findings, which included issues such as self-harm, mental health, LGBT issues, substance misuse, family problems and bullying will help the CCG in developing plans to help meet the needs of children and young people
Paediatrics • Continued to monitor progress in implementing the reforms required through the Special Educational Needs and Disabilities work plans • 0-25 Joint Commissioning Group established jointly with the Local Authority to support this • A holistic asthma pathway has been developed for professionals which involves increased support for children in school – Asthma Friendly School programme
Maternity • Local maternity system plan is being developed to support the national ambition described in the “Safer Maternity Care” strategy • The CCG is engaging with key partners to influence and share decision making around maternity and new born care
BwD CCG Impacts in 2017/18 Bucked national trends: • Reduced GP referrals • Reduced urgent demands on the acute system (particularly A&E attendances) • Reduced paediatric emergency admissions relating to respiratory conditions • Reduced prescribing costs by £1m despite significant in-year pressures
NHS Blackburn with Darwen CCG • Improved our NHS England assurance rating from “requires improvement” to “ good” due to achieving financial recovery • Shortlisted for the Flu Fighters Award 2018 for the successful flu campaign • Held a number of successful engagement events which were promoted widely on social media with posts reaching over 62,000 people and generating 107,000 responses
Annual Review of the CCG Constitution Review 2017/18 Included: • Practice membership list updated • References to “BwD performers lists” updated to reflect national performers list arrangements • Amended the eligibility requirements of locum GPs for voting in and standing for election • Requested removal of certain committee terms of reference from CCG Constitution and uploaded them to the CCG website
Any Questions?
Annual Accounts 2017/18 Mr Roger Parr – Deputy Chief Executive/ Chief Finance Officer
BwD CCG Achieved each of its key Financial Duties in 2017-18 Statutory Duties Target Performance Achieved CCG to remain within £252,849k £249,217k Yes its revenue allocation CCG to remain within £3,518k £3,385k Yes its running cost allocation Better Payment Practice Code Target Number NHS Payables 95% 99.6% Non NHS Payables 95% 99.5%
Analysis of Income and Expenditure Funding £252,849k Commissioning Costs Staff Costs £848k Other Costs £245,446k Income (£462k) Running Costs Staff Costs £1,605k Other Costs £1,780k Net Expenditure £249,217k £3,632k Surplus 2017/18 (target £3,632k)
Investments and Developments during 2017/18 • Quality Improvement in Primary Care • Better Care Fund • Mental Health • CAMHS Transformation • Resilience
Expenditure per Head Acute Care £755 (52%) £249m equates to: Primary Care £319 (22%) Community Based Care £102 (7%) £1,452 £1,452 per head per head Mental Health £116 (8%) Continuing Health Care £44(3%) Other £116 (8%)
QIPP - Past and Present QIPP Target Actual Gap % Delivered 2015 ‐ 16 £4,310,000 £4,310,000 £0 100.0% 2016 ‐ 17 £6,962,000 £6,962,000 £0 100.0% 2017 ‐ 18 £8,644,000 £8,644,000 £0 100.0% 2018 ‐ 19 £6,000,000 £5,695,000 £305,000 BwD CCG : QIPP Actual Gap £10,000,000 £9,000,000 £8,000,000 £7,000,000 £6,000,000 £5,000,000 £4,000,000 £3,000,000 £2,000,000 £1,000,000 £0 2015 ‐ 16 2016 ‐ 17 2017 ‐ 18 2018 ‐ 19
Financial achievement year on year Target Actual Variance 2013-14 £1,922,000 £1,924,000 £2,000 2014-15 £2,307,000 £2,311,000 £4,000 2015-16 £2,184,000 £1,589,000 -£595,000 2016-17 £2,232,000 £823,000 -£1,409,000 2017-18 £3,632,000 £3,632,000 £0
BwD CCG : GP Referrals Movement in 2017 ‐ 18 BwD CCG : ‐ 5.2% England : ‐ 1.6%
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