NHS Harrogate and Rural District CCG Annual General Meeting . 2 August 2018 1
Welcome and introductions Dr Alistair Ingram Clinical Chair NHS Harrogate and Rural District Clinical Commissioning Group 2
Today’s agenda 14.00 Welcome refreshments All Welcome and 14.15 Alistair Ingram, Clinical Chair Introductions Dilani Gamble, Chief Financial 14.20 Annual Accounts Officer Performance and 14.30 Amanda Bloor, Chief Officer Priorities 14.45 Questions All 3
This is your chance to hear about: Annual Accounts 17/18 Our role Achievement last year Priorities for next year Questions 4
Annual accounts 2017/18 Dilani Gamble, Chief Finance Officer NHS Harrogate and Rural District Clinical Commissioning Group 5
Annual accounts 2017/18 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 6
2017/18 financial duties Target Outcome Achieved? Manage expenditure Actual 2017/18 expenditure X within Allocated performance was £12.8m over Programme Budget the income received. Manage expenditure Surplus of £0.4M against Running within Running Costs Costs Allocation of £3.4M Allocation. Ensure cash spending is Managed cash spending within within available cash cash limit allocated to the CCG. resources 7
External audit opinion Audit Opinion Opinion Issued 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. Financial Statements Unqualified Have been properly prepared in accordance with the Health and Social Care Act 2012 and the Accounts Directions issued thereunder. Income and expenditure has, in all material respects, been Regularity of the applied for the purposes intended by Parliament except for Qualified Financial Statements the failure to meet the statutory duty for expenditure not to exceed income in the year. 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 Value for Money Qualified 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 8
Performance and priorities Amanda Bloor Chief Officer NHS Harrogate and Rural District Clinical Commissioning Group 9
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. 10
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 11
Who we serve 12
What we spend on your behalf 13
How we work – our partners 14
How we work – engagement “Better promotion of the services HaRD Patient pharmacies can Relations Net provide will increase Patient consumer Patient confidence” Stories Partners Social Partnership Working Media Patient Website Participation Groups Governing Health Campaigns Body Consultations 15
Our achievements in 2017/18 16
NHSE Annual Assessment 2017/18 Overall Rating: ‘Requires Improvement ’ This is due to the continued financial challenges we face as a CCG Assessment noted: Effective Performed Performed approaches Good process ‘Good’ or ‘Sustainable in relation to ‘Good’ or ‘Outstanding’ in place for Harrogate' ‘Outstanding’ collaboration has started in Clinical and managing and in Clinical and Quality risk to change partnership Quality relationships Assessments Assessments working 17
Performance • Vulnerable people • Cancer performance • Accident and Emergency waiting times • Friends and Family Test • Healthcare associated infections • Pathway waiting times 18
Looking Forward Challenges Opportunities • As the statutory health commissioner we • We are working differently with our partners have a fixed allocation and we have to across the health and care landscape. manage within it. • There are opportunities to work effectively at • The NHS is under extreme pressure across scale to achieve needed changes efficiently the country and we have a significant and effectively. challenge locally. • We have an engaged public who are active in • sharing their priorities and experiences with us Demand for care and public expectation and we are continuing to build on our continues to grow. engagement framework with patients and • The HaRD population use more planned their families and carers. hospital services than similar populations • We have solid relationships across the health elsewhere. and care, local authorities and volunteer and • community landscape. With input from patients, partners and the public we need to make choices about what health care services are commissioned. 19
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 20
Delivering for vulnerable people Learning Disabilities Mental Health Transformation • • North Yorkshire and York leadership Public and service user/carer • Inpatient trajectory engagement • • Community provision including Forensic Service redesign • Outreach and Liaison Service (FOLS) West Yorkshire and Harrogate Health • Children and young people work stream and Care Partnership/North Yorkshire • • Needs assessment/PEN pictures Workforce sustainability • Annual health checks Five Year Forward View Children and Young People • • Wave 2 bid for perinatal mental health Eating Disorders • • Improving Access to Psychological Engagement e.g. Youth Council, Therapies (IAPT) access and recovery Community and Voluntary sector • • Out of Area Placements Workforce • • Liaison mental health New Care Models pilot • Dementia 21
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 22
Questions 23
Thank You for Attending – Please Stay in Touch • Sign up to HaRD Net and find other useful info on our website: www.harrogateandruraldistrictccg.nhs.uk • Email us at: hardccg.enquiries@nhs.net • Call us on: 01423 799300 @HaRD_CCG 24
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