Annual General Meeting12ibcm2f1hm941gh4lrvpwk1-wpengine.netdna-ssl.com/...• The CCG is therefore...
Transcript of Annual General Meeting12ibcm2f1hm941gh4lrvpwk1-wpengine.netdna-ssl.com/...• The CCG is therefore...
Annual General Meeting
Tuesday 10 September 2019
An introduction to the CCG
2
Fiona Barber
Deputy Chair and Lay Member (Public and Patient
Involvement)
ELR CCG
Our population and their health
needs
Our patch
Our vision, strategic aims and
values
Our vision
To improve health by meeting our patients’ needs with high quality and efficient
services, led by clinicians and delivered closer to home.
Our strategic aims
• Transform services and enhance quality of life for people with long term
conditions
• Improve the quality of care
• Reduce inequalities in access to healthcare
• Improve integration of local services
• Listening to our patients and public
• Living within our means
Our values
Local challenges and
opportunities in 2018/19 • We have continued to face significant financial pressures and
performance issues with some of our providers
• Closer partnership arrangements and collaborative
working has supported work to address those challenges
• In August 2018, we published the Next Steps for Better Care Together – our local health and care partnership programme – which set out an update on our long term aspirations to deliver improved health outcomes and care for local people
• We also continued to work to our long-term plans under Better Care Together to redesign primary care services in line with the GP Five Year Forward View, to deliver increased outpatient and diagnostic services in local communities and to develop proposals for a new community service model to deliver care at home or as close to home as possible
CCG assurance rating
In July 2019, ELR
CCG was given an
annual assurance
rating of ‘good’ by
NHS England for
the year 2018/19
Our finances
9
Colin Groom
Deputy Chief Finance Officer
Financial duties
• In 2018/19 ELR CCG was entrusted with an in-year allocation (our budget) of £434,032,000 with which to plan and buy the health services needed by people living in East Leicestershire and Rutland
• This year, the CCG continued to face significant financial pressures and performance issues with some of our providers
• Partnership arrangements and collaborative working both at local and health and social care system level has been the focus during the past year to enable the CCG to address the challenges
• We have achieved our key financial targets in the face of these major financial challenges, which was no easy task and is testament to the continued commitment of our staff, clinicians and collaborative commissioning and partnership arrangements.
Financial duties
Financial statements
Value for money
Manage within cash limit
Manage within capital limits
Manage within running costs
target
Statutory duties
How we spent our money
Budget Actual
Variance -
(Under)/
Overspend
£m £m £m
Total allocation 436.48 436.48 0.00
Total Acute Commissioning 219.33 217.57 -1.76
Total Non-acute Commissioning 107.91 108.31 0.40
Total Practice Prescribing 46.51 48.72 2.22
Total Primary Care Services 51.19 52.69 1.51
Miscellaneous (inc reserves) 2.23 0.00 -2.24
Total Running Costs 6.86 6.72 -0.14
Total Expenditure 434.03 434.02 -0.01
Surplus £m £m £m
Programme control total 2.45 2.32 -0.13
Running Costs control total 0.00 0.14 0.14
Total control total 2.45 2.46 0.01
East Leicestershire and Rutland
Clinical Commissioning Group
Summary Financial Performance
Selected Elements £m
Acute Commissioning
UHL (Including Alliance) 153.67
NHS Contracts outside of LLR 31.53
Non NHS Contracts 10.50
East Midlands Ambulance 8.77
Other 13.10
Total Acute Commissioning 217.57
Non-acute Commissioning
LPT 57.46
Continuing Healthcare and similar
personalised Commissioning32.03
Other 18.82
Total Non Acute Commissioning 108.31
Financial challenges – 2018/19
• The CCG set an opening financial plan for 2018/19 predicated on the following components:
– Opening allocation (our budget) of £425.79m analysed as follows
• Programme £374.25m
• Primary Care Co-commissioning £42.17m
• Running Costs (Admin) £6.91m
• Targeted surplus £2.45m
– QIPP (savings) requirement £19.6m (4.8%)
• By the end of the year, the CCG overall allocation had grown to £434.03m following the receipt of earmarked investment funding and transitional support
Financial outlook – 2019/20 • The CCG set an opening financial plan for 2019/20 predicated on the
following components:
– Opening allocation (our budget) of £447.36m analysed as follows:
• Programme £394.59m
• Primary Care Co-Commissioning £43.41m
• Running Costs (Admin) £6.91m
• Targeted surplus £2.45m
– Quality, Improvement, Productivity and Prevention (savings) requirement £26.65m (6%)
• The CCG is therefore facing another challenging year, financially, and continues to work collaboratively with partner NHS organisations to ensure the LLR system can achieve it’s financial duties in year
Services we commission
15
Tim Sacks
Chief Operating Officer
ELR CCG
Services we commission The services we are responsible for planning and buying include:
– hospital treatment
– rehabilitation services
– urgent and emergency care
– community health services
– personalised commissioning
e.g. continuing healthcare,
continuing care for children,
and funded nursing care
– primary medical services
– mental health
– learning disability services
New services in 2019
• New contract for extended primary care / urgent care healthcare services commenced on 1 April 2019
• These services are provided by Derbyshire Health United and
the East Leicestershire and Rutland GP Federation following
a procurement process
• Additional site opened in Blaby and extended weekend
access delivered in Lutterworth
• Additionally, we introduced longer opening hours for minor
injury services in Oakham, Market Harborough and Melton
Mowbray from June 2019.
New urgent care centre in Blaby
District • In April 2019 we opened a new urgent care centre inside the
existing Enderby Leisure Centre to serve patients in and around Blaby
• Conversations and engagement with residents in Blaby district in June 2018 had shown strong demand for a new site there
• Two thirds of residents responding
across the Blaby told the CCG that
Enderby was their preferred site
and provided strong reasoning for their
preference.
Urgent Care Centres in East
Leicestershire and Rutland
Listening and engaging
Fiona Barber
Deputy Chair and Lay Member (Public and Patient
Involvement)
ELR CCG
Engaging with our patients and the public
• We have a clear vision for the
delivery of healthcare in our area
• We aim to provide health by
meeting our patients’ needs with
high quality and efficient services,
led by clinicians and delivered
closer to home
• Involving and informing people is a
critical part of achieving this. We
aim to see our patients, partners
and stakeholders, staff and
clinicians, truly involved and
informed when it comes to local
healthcare
How we involve local people
Listening to our patients and public
Key engagement activities in 2018/19
• Changes to the prescribing of over the counter medicines
• Changes to urgent care services
• Engaging on our mental health services
• Community Services Redesign
Listening booth
• Our Listening Booth has been out across the ELR participating in patient engagement activities, mapping trends and themes. This led to 321 pieces of detailed feedback about the services patients receive.
Increasing our reach through social media
ELRCCG’s engagement rated ‘Good’ by NHS England
• The CCG was rated as ‘Good’ overall by NHS England for our
Patient and Community Engagement arrangements and activities
• We are keen to build on this and other feedback we’ve received to
continue to improve. This will include refreshing our Listening and
Engaging Strategy in 2019/20
Our priorities and achievements
Paul Gibara
Chief Strategy and Planning Officer
ELR CCG
Progress with our priorities in 2018/19
Mental Health
and Learning
Disabilities
Dementia
Urgent care Cancer
Donna Enoux
Deputy Managing Director and Chief Finance Officer
ELRCCG
Looking ahead
The NHS is moving to a new service model over the next
10 years to give patients more options, better support, and
joined-up care at the right time in the best care setting for
their needs
The NHS Long Term Plan
Best start in life
Ageing well
World class care for
major health problems
Prevention
What will this mean for patients?
Local response to the Long Term Plan
Long Term Plan published January 2019
Leicester, Leicestershire and Rutland Operational
Plan for 2019/20
published
Leicester, Leicestershire and Rutland
Five Year Plan to be
published in Autumn 2019
Under our local partnership, Better Care Together, we
need to develop and implement our strategy for the next
five years to reflect the requirements
of the Long Term Plan.
The LLR Five Year Plan will be published in Autumn 2019
and will be delivered through the development of an
Integrated Care System (ICS).
Components of an Integrated Care System
(ICS)
• Single strategic commissioner to commission health
services for LLR
• Setting system-wide outcomes
• Longer term provider contracts (5 to 10 years)
• Care alliances: hospitals, councils, public health and
primary care
• Complete understanding of local needs by local authority
area
• Design responsive care pathways
• Improve experience and outcomes.
• Focus on long term / multiple conditions
• Primary care networks
• Multi-disciplinary teams
• More services closer to home
• Community, voluntary, local authority and independent
sector
Primary care networks (PCNs)
Increased collaboration
• Increased collaboration is taking place between the three CCGs in
Leicester, Leicestershire and Rutland (LLR)
• A single accountable officer has been appointed and proposals are being
developed for a shared management team
• Key focus for the coming year will be the development of an Integrated
Care System (ICS) for Leicester, Leicestershire and Rutland
• We will keep you updated on
development of the ICS and
future involvement opportunities
Strengthening existing partnerships with our
patients and stakeholders
• We will continue to work in
partnership with our patients,
patient groups and
stakeholders through regular
meetings, engagement
events, feedback
opportunities and on local
and national initiatives to
ensure that patients receive
high quality health services
that meet their needs
• There will also be
opportunities to get involved
with LLR-wide health
programmes and initiatives.
Question and answers
Annual report
37
Our full annual report can be downloaded from our website
at www.eastleicestershireandrutlandccg.nhs.uk
Or speak to one of the team here today
if you’d prefer a paper copy
Finding out more and get involved
For details of our work, our finances and how you can get
involved please visit our website at:
eastleicestershireandrutlandccg.nhs.uk
OR
Call us on 0116 295 3405
AND
Remember to ‘like’ and ‘follow’ us on social media!
@NHSELRCCG