Annual General Meeting 29 September 2016
Welcome Dr. Jonty Heaversedge CCG Chair
CCG Annual Report and Key Achievements 2015/16 Andrew Bland CCG Chief Officer
Patient Stories: Personal health budgets
Patient Stories: Personal health budgets
Annual Report 2015/16 and key achievements • NHS England annual rating for CCGs: Southwark is one of only two CCGs in south London to receive the overall rating of good for 2015/16. • The following were Identified as strengths during our annual assurance for 2015/16: • our vision and leadership • robust approach to planning, contracting and service development across health and social care • a nationally recognised Sustainability and Transformation Plan • our approach to continuing healthcare, involving patients and the public in our work • our safeguarding arrangements and approach. 6
Transforming the health and care system in Southwark • Extended Primary Care Service launched at Bermondsey Spa in April 2015 and available 8am-8pm 7 days-a-week to all patients registered at GP practices in north Southwark. • Use of the Extended Primary Care Service continued to increase . From April 2015 to February 2016, a total of 40,435 additional appointments were offered at the two sites. • One of very few CCG areas nationally to offer 100% coverage for 8am-8pm 7 day access. • Completed a procurement for improved IAPT services for people with anxiety and depression. • Local Care Record went live in January 2016. It is a new secure way of sharing information electronically between hospitals and GP practices in Southwark and Lambeth. Over 1,000 primary care and 2,200 KHP staff are now active on the new system (August 2016). 7
Transforming the health and care system in Southwark • Leading a NHS Diabetes Prevention Programme in south London - one of the first areas in the country to have a programme in place to find people at risk of diabetes and work with them to prevent the disease. • Adults eligible for NHS continuing healthcare offered a personal health budget . • CCG commissioned self-management courses – Self Management for Life – accessible to patients with a range of long term condition. The courses help patients learn new skills to help them manage their health more effectively. Approximately 163 patients registered to access these courses in 2015/16. 8
Transforming the health and care system in Southwark • A leading partner in the development of the South East London Sustainability and Transformation Plan – recognised as a national exemplar. • Agreed a pooled Better Care Fund budget of £21 million with Southwark Council and invested in services to help support people in the community, reduce emergency admissions to hospital and improve timely discharge. One of only six areas nationally to be fully assured . • Development of shared system-wide incentive (CQuIN) to deliver person centred and coordinated care for people with high complexity. Implemented in 2016/17 contracts. • Progress on the engagement and design of a new health centre for Dulwich and the surrounding area. The Dulwich hospital site will in future house a secondary school and the new health centre. 9
Transforming the health and care system in Southwark Further development of GP federations including: • Primary Care Development Programme (leadership development and practice engagement in both federations). • Population health contracts delivered by federations (NHS Vascular Health Checks; Smoking Cessation advice, prescribing and support; Ambulatory Blood Pressure Monitoring; Holistic Health Assessments for over 65s; and early identification and management of Long Term Conditions). • North and south Southwark GP federations and local care network partners participated in a Care Navigators pilot with Age UK Lewisham and Southwark (AULS), the CCG and other local partners. • NHS Lambeth CCG and NHS Southwark CCG, in partnership with Health Education South London (HESL), have recruited six newly qualified GPs as part of a Population Health Improvement Fellowship Scheme . 1 0
Quality, Safety & Performance of Commissioned Providers Performance achievements • 94.6% of patients were seen by a specialist within 2 weeks of an urgent GP referral for suspected cancer • 96.0% of patients received their first treatment within 31 days of a cancer diagnosis • Low level of delays in hospital discharge compared to other boroughs • No patients admitted to mixed-sex wards • Worked with trusts to reduce the number of MRSA infections compared to previous years • IAPT services in Southwark provided the greatest number of appointments of all CCG areas in London • More residents with dementia are now known to the NHS, ensuring they can access the treatment and services they need. 11
Quality, Safety & Performance of Commissioned Providers Performance challenges Locally and nationally NHS organisations have faced challenges in meeting some of the national standards. We worked with other parts of the NHS, local CCGs and the hospital trusts to address performance challenges in 2015/16 in the following areas: • A&E 4 hour waiting standard • Ambulance response times • RTT waiting times - % of patients waiting to start treatment who have been waiting less than 18 weeks • Long waiters – patients waiting more than 52 weeks for treatment • Diagnostic waits - % of patients waiting 6 weeks or more for a diagnostic test • IAPT recovery rates – the % patients deemed to have to improved against the requisite scale following a course of treatment. 12
Quality, Safety & Performance of Commissioned Providers • On-going quality review with providers; local authority; regulatory agencies (e.g. CQC, Monitor); NHS England and people in Southwark to identify and address issues relating to care quality. • Robust arrangements are in place to support effective safeguarding for adults and children. • CCG contributed to the CQC inspection reports at SLaM; KCH; and GSTT. We are involved in supporting delivery of post- inspection action plans. 13
Engaging patients, local people and stakeholders • Assessed as outstanding by NHS England for engagement work. • In December our work to involve local people in creating a new healthy weight service was recognised by Guy’s and St Thomas’ NHS Foundation Trust. We won the ‘Involvement to Impact’ award . • Spoke to local people about the Dulwich development; Our Healthier South East London programme; Extended Primary Care Service; and to young people about their experiences of local health and care services. • CCG member practices each run Patient Participation Groups (PPGs), which meet as locality PPGs once a quarter. • Highest response rate in London and the third highest in England for Annual 360º stakeholder survey led by Ipsos-Mori. 14
CCG Annual Accounts 2015/16 Malcolm Hines Chief Financial Officer
Key Financial Performance Duties 2015-16 2015-16 Duty Target Performance RAG £000s £000s Expenditure not to exceed income 415,379 407,706 Capital resource does not exceed the allowance N/A N/A Revenue resource does not exceed the allowance 400,621 392,948 Capital resource use on specified matters does N/A N/A not exceed the allowance Revenue resource use on specified matters does N/A N/A not exceed the allowance Revenue administration resource use does not 7,083 6,890 exceed the allowance 16
2015/16 Annual Accounts • Met all the statutory financial performance duties in 2015/16. • The CCG demonstrated a strong financial performance, achieving a surplus higher than originally planned: £7,673k against plan of £7,277k: • £193k on running costs. The CCG received £511k Quality Premium funding in 2015/16 - the spend was incurred within programme costs. This was offset by a provision for redundancy of £252k; • £202k on programme costs – due to underspends on Acute and Better Care Fund, which were partially offset by overspends in other areas. • No capital resources allocated in 2015/16. • CCG accounts audited by Grant Thornton UK LLP. The auditors signed-off the CCG accounts . 17
2015/16: Where the money went London Better Care Fund A&E (£15m) Ambulance (£19m) Prescribing Service (£12m) (£33m) Hospital: Community Outpatients Contract and (£37m) Primary Health Services (£33m) Hospital: Emergency Admissions and Mental Health, Critical Care Client Groups (£57m) and Continuing Care (£69m) Hospital: Planned Admissions Corporate Costs (£41m) (£19m) Hospital: Hospital: Other Maternity (£21m) (£37m) 18
5 year financial forward view 2016-17 2017-18 2018-19 2019-20 2020-21 Allocation £k 393,667 403,327 413,452 424,011 439,530 Growth % 3.0% 2.5% 2.5% 2.6% 3.7% Primary Medical 3.6% 2.5% 3.6% 3.8% 4.6% Growth % Specialised Growth 8.4% 5.4% 5.1% 5.0% 5.5% % Population 316,773 320,977 325,127 328,967 332,668 Projection Savings required 6,659 12,385 12,628 12,950 13,450 estimate 3% 19
Questions and Answers
Southwark AGM Forward View Into Action September 2016
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