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Annual General Meeting. 15 September 2016. Welcome!. Who we are A review of our year Financial position Summary of performance Public questions. Presented by our Chair. Who we are. Chair of the CCG. Dr David Crichton GP at Bentley Surgery
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Annual General Meeting 15 September 2016
Welcome! • Who we are • A review of our year • Financial position • Summary of performance • Public questions
Presented by our Chair Who we are
Chair of the CCG • Dr David Crichton • GP at Bentley Surgery • Elected Chair of the CCG by our Member Practices from 1 April 2016 • Membership organisation: 43 Member Practices
What we do • A statutory NHS body • We buy (or “commission”) local healthcare services for the Doncaster population • Planning services based on our population’s needs • Securing services that meet these needs • Monitoring the quality of care provided
Our Governing Body • Chair • 10 elected Locality Leads • 3 Lay Members • Chief Officer • Chief Finance Officer • Registered Nurse • Secondary Care Doctor
What we stand for Our Vision: Work with others to invest in quality healthcare for Doncaster patients Our Values: • The needs of our patients are paramount • We will drive forward continuous improvement • Relationshipsbased on integrity and trust Mission Statement: A high quality and accountable Clinical Commissioning Group, encouraging responsible partnershipengagement in a transparent climate of ongoing learning in order to create a patient-centred yet financially astuteand corporate approach to commissioning
Presented by our Chair & Chief Officer A review of our year
Recognising our former Chair & Chief Officer Dr Nick Tupper Mr Chris Stainforth
Our priorities PRIORITY PATHWAYS
Holistic community nursing care • Single Point of Access • Intermediate Care Health Needs Assessment – 1,000 people • Fed back in January • Now designing the new model • Understanding the needs of residents to influence a future Care Home Strategy • Primary Care Strategic Framework 4 pillars: • Keeping people well • Responsive primary care • Proactive coordinated primary care • Extended primary care • Woodfield 24 • More people dying in the place of their choice • October 2015: launch of new-look urgent care services • Urgent Care Centre • Same Day Health Centre • GP Out of Hours
Single Point of Access launched in October 2015 for individuals experiencing a crisis • Working in partnership with peer support organisations • Catch cancer early with Doncaster Rovers: • “Tackle lung cancer early and get extra time” • Prostate cancer: “Dribbling, not shooting” • “Be breast aware” – with the Doncaster Belles • Increase in early diagnosis • New community paediatric model from April 2015 • Autism Spectrum Disorder pathway redesign • Mental Health & Wellbeing Plan • 5,000 Dementia Friends in Doncaster • Awareness raising • Admiral Nursing service for those diagnosed with dementia
Sustainability & Transformation • Sustainability & Transformation Plan • Place based plan • Working Together
Patient engagement • Why engage?It is the right thing to do! • Good engagement also generates insightsabout the experience of our patients, carers and public who access the service we commission. • These insights feed directly into our commissioning activities – they influence how we commission services. • This makes us a smarter health investor, able to achieve better outcomes and better value for our population.
Types of engagement . . . Partners: Chair’s column in Free Press Website Newsletters Health Ambassadors Health campaigns Engagement Workshops Videos of patient stories PPG Network Social media
Annual Accounts Presented by our Chief Finance Officer
Annual Accounts • Year-end accounts for 2015/16 are complete; we met all our statutory financial duties • Prepared under International Financial Reporting Standards (IFRS), in accordance with the Department of Health Group Manual for Accounts 2015/16 • The Statement of Comprehensive Net Expenditure captures our gross expenditure and income • £446,656,000 allocation • £436,934,000 net operating costs • £9,722,000 surplus
Financial position moving into 2016/17 • Financial allocations for 2016/17 have created a very challenging financial position • Growth 2.08% i.e. £8.9m • Additional costs exceed the growth allocation • Inflation on contracts • Prescribing • Continuing Healthcare • Demographic growth • Acute referrals • Running cost pressures • Gap deficit of £8.9m – efficiency programme needed
Managing the finances • System transformation will be critical – e.g. intermediate care model • Strong financial control during 2016/17 will be crucial to ensure delivery of the CCG’s financial targets • The local health system will only remain financially sustainable through integration and collaborative commissioning, through working closely with primary care, providers and the Local Authority • Use “Right Care” areas to target efficiency programme
Our annual review 2015/16 by • Commended us on the clear and coherent CCG strategy • Noted good progress in 2015/16 on urgent care, end of life care and mental health crisis care • Noted our aim to focus on the transformation of intermediate care services in the year ahead • Noted the significant challenge of local health and social care system sustainability in 2016/17 • CCG Assurance Framework 2015/16:
Governance • Annual Governance Statement: no control issues • Head of Internal Audit Opinion: significant assurance of a sound system of internal control • ISA 260 Report from External Auditors to those charged with Governance: proper arrangements to secure economy, efficiency and effectiveness in our use of resources
Annual Report & Accounts • We would like to formally present to you our Annual Report and Accounts.