Annual General Meeting 7 July 2015 Dr Fiona Butler Chair.
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Transcript of Annual General Meeting 7 July 2015 Dr Fiona Butler Chair.
Annual General Meeting
7 July 2015Dr Fiona Butler
Chair
2
Welcome
This is our third annual general meeting
2014/15 was our second year as an authorised
body
The patient is at the heart of all we do
Aim to ensure the highest quality care is delivered for our local
population
Continued to strengthen collaborative working
with CCGs in North West London
3
AgendaItem Lead Time
1 Welcome, introductions and minutes of last meeting Dr Fiona Butler 5.00pm
2 Our achievements in 2014/15
2.1 Patient and Public Engagement Dr Puvana Rajakulendran 5.15pm
2.2 Working in collaboration across North West London Clare Parker 5.25pm
2.3 Quality and safeguarding Jonathan Webster 5.35pm
2.4 Approval of annual report and accounts David Tomlinson 5.40pm
3 Looking forward to 2015/16
3.1 Our priorities for 2015/16 Louise Proctor 5.55pm
3.2 Making Whole Systems real Dr Richard Hooker 6.05pm
4 Questions from the public
5 Last thoughts and introduction to the stalls
6 Close 6.30pm
4
Introduction to the CCG
A membership organisation of GP
Practices
We commission hospital care,
community services, mental health services
Working with Westminster City
Council and the Royal Borough of Kensington
& Chelsea
Governing Body of GPs, practice manager,
patient representation, lay members and CCG
officers
Developing Primary Care to support new ways of working for
patients
Our priorities
Local influence Transforming primary care Mental health
Whole Systems Integrated
Care
Working in collaboration
Local influence, local knowledge
Patient representation
Capturing patient experience
GPs involved in decision making
St Charles Patient & public
engagement grants programme
Transforming primary care: better care, closer to home
More services available from
your GPDiabetes
Telephone consultations; online booking
Seven day access to
Primary Care
Developing a West London
Federation
North and South Hubs
Mental health
Local mental health needs
Primary Care Mental Health
‘Take time to talk’
Dementia services
Integration with physical health
Whole SystemsIntegrated Care
Joined up care across
organisations
Closer to the patient
Patient input at every stage of development
Whole Systems (older people) launching this
autumn
Whole Systems long term mental
health
Local achievements: Patient and Public Engagement
Dr Puvana Rajakulendran
Clinical Lead for Patient and Public Engagement
11
PPE toolkit and deep dives
Third sector engagement
Primary Care Navigator
Programme
PPE GrantsPatient
Participation Groups
Festivals and commissioned
health road shows
Patient representative
training
Stronger relationship with
Healthwatch
St Charles Health & Wellbeing
Centre
Our achievements
12
St Charles Art Commission Project
Working in collaboration across NW London
Clare ParkerChief Officer
Collaborative working with neighbouring North West London CCGs
Collaborative with Central London, Hammersmith &
Fulham, Hounslow and Ealing CCGs
Shaping a Healthier Future with 7 other CCGs in NW London
Our vision of care
Mental health – North West London
Mental Health & Wellbeing
transformation
NWL Crisis Concordat
Acute psychiatric
liaison services
Primary CareDementia
strategy and framework
A&E from Hammersmith and Central Middlesex
Hospitals
NW London Urgent Care Centres 24/7
Ealing Hospital maternity, neonatal
& paediatric transition
Implementation Business Case development
7 day services Engagement and communications
Acute reconfiguration – North West London
Addressing workforce challenges
Engaging with member practices
Consistent narrative for staff,
members and patients
Reducing bureaucracy; strengthening governance
Enabling priorities – North West London
Quality and safeguarding
Jonathan Webster
Director of nursing, quality & safety
20
Safeguarding (Children &
Adults)
Medicines Management
Quality Improvement
Patient Experience &
Equalities
Strategy Development
Quality Assurance
Our achievements in quality and patient safety
Annual reports and accounts
David TomlinsonChief Financial Officer
22
Financial duties
• Most of our income comes from the Department of Health (DH)• The majority of this is called the Revenue Resource allocation. In some
situations we receive a Capital Resource allocation to purchase assets (usually IT)
• Costs can be categorised as recurrent (on-going costs) or non recurrent (one-off costs)
• We receive a separate allowance to pay for our running costs – such as CCG staff, premises, fees & expenses – This allowance was £25 per head of population in 14/15 and reduces to £22 in 15/16
• We have a statutory duty not to spend more than the income we receive.• We are not allowed to borrow money, go overdrawn or hold cash at year
end
2014/15 Financial Position
The Clinical Commissioning Group met or surpassed its statutory requirements in 2014/15
The CCG did not have a capital resource allocation for 2014/15 and spent no money on capital assets.
2014/15 financial summary
The table and chart above show how the CCG spent its money. The highest proportion of spend goes on acute services, at 47% of total expenditure.
Commissioning Area £000's
Acute Services 148,390
Community Services 39,370
Prescribing 23,121
Mental Health Services 62,334
Continuing Care 13,315
Primary Care 9,111
Other Services 17,463
Total Programme Costs 313,103
Running Costs 5,362
Net Operating Expense 318,465
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Underlying financial position
West London CCG has a strong financial position:• At the end of March 15 our income exceeded our expenditure by £31.5m
(our surplus). Within this, the recurrent element of our surplus is £20.7m.
But:• There is a national formula that sets out how much funding each CCG should
receive based on its population’s characteristics– its capitation target• At the end of 2014-15 our funding allocation was 33.8% higher than our
capitation target and in 2015-16 it will be 31.5% higher.• This will correct itself over time as we receive below inflation levels of
funding, but we don’t yet know how quickly we will move towards the capitation target. We are starting to see pressure on our recurrent surplus.
Financial strategyOur high level financial strategy is therefore:• Our 5 year planning model assumes 1.4% income growth in 2015/16
and beyond.• The CCG needs to generate sufficient QIPP savings to offset the growth
in demand for services year on year, which typically exceed this value.• The CCG needs to strengthen its underlying financial position, by only
committing non-recurrent funding where possible and pump priming new services that will lead to reduced costs in the longer term (i.e. investing to save). Whole Systems Integrated Care for over 65’s is a prime example.
• Supporting the NWL Financial Strategy to enable the 8 CCGs across NW London to invest in out of hospital and primary care services, to deliver the Shaping a Healthier Future programme.
Our priorities for 2015/16
Louise Proctor
Managing Director
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Primary Care Transformation
Improving Mental Health
Services
• Whole Systems• Planned Care• Urgent Care• South Hub estate development
Integrating services
The year ahead
Making Whole Systems Integrated Care (Older Adults) real
Dr Richard HookerGP Member
Model of care
What we have achieved so far…
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Next steps
A model of healthcare
delivery
Working in partnership
North Hub development
South Hub development
Questions from the public
Last thoughts
Dr Fiona Butler
Chair
35
Introduction to the stalls
Primary Care and Planned Care Mental Health
Whole Systems (Older people and
Mental Health)
Patient and Public Engagement
