Annual General Meeting

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1 NHS Harrogate and Rural District CCG Annual General Meeting. 2 August

2 Welcome and introductions Dr Alistair Ingram Clinical Chair NHS Harrogate and Rural District Clinical Commissioning Group 2

3 Today s agenda Welcome refreshments All Welcome and Introductions Alistair Ingram, Clinical Chair Annual Accounts Dilani Gamble, Chief Financial Officer Performance and Priorities Amanda Bloor, Chief Officer Questions All 3

4 This is your chance to hear about: Annual Accounts 17/18 Our role Achievement last year Priorities for next year Questions 4

5 Annual accounts 2017/18 Dilani Gamble, Chief Finance Officer NHS Harrogate and Rural District Clinical Commissioning Group 5

6 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 Or by contacting us on

7 2017/18 financial duties Target Outcome Achieved? Manage expenditure within Allocated Programme Budget Manage expenditure within Running Costs Allocation. Actual 2017/18 expenditure performance was 12.8m over the income received. Surplus of 0.4M against Running Costs Allocation of 3.4M X Ensure cash spending is within available cash resources Managed cash spending within cash limit allocated to the CCG. 7

8 External audit opinion Audit Opinion Opinion Issued Financial Statements Regularity of the Financial Statements Value for Money Unqualified Qualified Qualified 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. 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 applied for the purposes intended by Parliament except for 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 effectiveness in its use of resources for the year ended 31 March The CCG has not yet succeeded in addressing the underlying deficit in its budget 8

9 Performance and priorities Amanda Bloor Chief Officer NHS Harrogate and Rural District Clinical Commissioning Group 9

10 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

11 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

12 Who we serve 12

13 What we spend on your behalf 13

14 How we work our partners 14

15 How we work engagement HaRD Net Patient Stories Patient Relations Patient Partners Better promotion of the services pharmacies can provide will increase consumer confidence Social Media Partnership Working Website Patient Participation Groups Health Campaigns Governing Body Consultations 15

16 Our achievements in 2017/18 16

17 NHSE Annual Assessment 2017/18 Overall Rating: Requires Improvement This is due to the continued financial challenges we face as a CCG Assessment noted: Performed Sustainable Good or Harrogate' Outstanding has started in Clinical and to change Quality relationships Assessments Effective approaches in relation to collaboration and partnership working Performed Good Good process or Outstanding place for in managing Clinical and Quality risk Assessments 17

18 Performance Vulnerable people Cancer performance Accident and Emergency waiting times Friends and Family Test Healthcare associated infections Pathway waiting times 18

19 Looking Forward Challenges As the statutory health commissioner we have a fixed allocation and we have to manage within it. The NHS is under extreme pressure across the country and we have a significant challenge locally. Demand for care and public expectation continues to grow. The HaRD population use more planned hospital services than similar populations elsewhere. With input from patients, partners and the public we need to make choices about what health care services are commissioned. Opportunities We are working differently with our partners across the health and care landscape. There are opportunities to work effectively at scale to achieve needed changes efficiently and effectively. We have an engaged public who are active in sharing their priorities and experiences with us and we are continuing to build on our engagement framework with patients and their families and carers. We have solid relationships across the health and care, local authorities and volunteer and community landscape. 19

20 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

21 Delivering for vulnerable people Learning Disabilities North Yorkshire and York leadership Inpatient trajectory Community provision including Forensic Outreach and Liaison Service (FOLS) Children and young people work stream Needs assessment/pen pictures Annual health checks Five Year Forward View Wave 2 bid for perinatal mental health Improving Access to Psychological Therapies (IAPT) access and recovery Out of Area Placements Liaison mental health Dementia Mental Health Transformation Public and service user/carer engagement Service redesign West Yorkshire and Harrogate Health and Care Partnership/North Yorkshire Workforce sustainability Children and Young People Eating Disorders Engagement e.g. Youth Council, Community and Voluntary sector Workforce New Care Models pilot 21

22 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

23 Questions 23

24 Thank You for Attending Please Stay in Touch Sign up to HaRD Net and find other useful info on our website: us at: Call us on:

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