West London CCG Annual General Meeting. Tuesday 10 October 2017

Transcription

1 West London CCG Annual General Meeting Tuesday 10 October

2 Agenda Item 1 Introduction 1.1 Welcome 1.2 Scene setting and our priorities Lead Dr Fiona Butler, Chair 2 Our achievements in 2016/ West London CCG working with the community Dr Fiona Butler, Chair Patient & public engagement small grants programme Self-care and social prescribing in May Care, My Way and Community Living Well Sylvia Nissim, Small Grants Project Manager Dr Richard Hooker 2.3 Quality and Safeguarding Mary Mullix, Director of Nursing, Quality & Patient Safety 2.4 Collaborative working Louise Proctor, Managing Director 2.5 Annual report and accounts 2016/17 Keith Edmunds, Chief Financial Officer 3 Questions and discussion 3.1 Dr Fiona Butler, Chair 4 Close 4.1 Dr Fiona Butler, Chair 2

3 Welcome Dr Fiona Butler, Chair 3

4 Who we are Kensington & Chelsea Queen s Park & Paddington 44 member practices Governing Body: elected members Patient and lay representation 4

5 and what we buy Acute care hospitals Community services Mental health Primary Care Other organisations including voluntary 5

6 Our work in 2017/18 Dr Fiona Butler, Chair 6

7 This year, our work includes Community Living Well My Care, My Way Primary Care Strategy and delegation North Kensington Chelsea & Westminster 7

8 Our achievements in 2016/17: working with patients and public Dr Fiona Butler, Chair 8

9 Patient & Public Engagement Small Grants Programme Sylvia Nissim, Small Grants Project Manager, Kensington & Chelsea Social Council 9

10 Small grants programme: overview of 2016/17 Older people Social isolation BME men, families and young people Learning disability LGBT people living with HIV Domestic violence 10

11 Outstanding! Hear Women/ GarGar Foundation Highly Commended Outstanding Organisation of the Year (2017) awarded by the City of Westminster 11

12 Small grants projects in 2017/18 Cara Trust Central London Youth Development Trust Dalgarno Trust Hear Women Meanwhile Gardens One Westminster Open Age Response Volunteer centre K&C WAND UK 12

13 Our achievements in 2016/17: projects in focus Dr Richard Hooker, Clinical Lead, My Care, My Way 13

14 My Care My Way : Community Living Well Holistic, patient centred, community based: physical and mental health and social care certain segments (frailty and mental health) aligned and integrating with social and hospital care Continuity, planned proactive care & improving reactive care e.g. to crisis Increasing the resilience and capabilities of everyone New Generalists from the service user, to the carers to the professionals (e.g. HSCAs CMs, GPs) 14

15 My Care My Way and Community Living Well We can do it. No referral philosophy At one of the end of the spectrum up-skilling Specifically self care and social prescribing (more in depth) But first 15

16 My Care My Way and Community Living Well 24 practices 70% of 65+ Forming, storming, norming, performing Triangulation (qualitative /quantitative and action learning) Recalibration 16

17 How do self-care and social prescribing help patients? Self care Helps you to keep well and supports you to play an active role in your own healthcare and wellbeing Works alongside and supports traditional medical care - more holistic and rounded approach to health. It can cover all aspects of your life Social prescribing Enables GPs, nurses and other primary care professionals to signpost people to a range of local, non-clinical services Usually involves a referral to local community and voluntary services, eg befriending, information and advice, exercise sessions, singing groups to name but a few 17

18 Self Care & Social prescribing in Community Living Well Facilitated social meet ups; ranging from walks in the park, cinema visits, sports activities and meals 406 adult men and women have attended local activities, on over 5,000 occasions over 9 month period 466 people are also using the on-line West London Friends in Need digital community Community Living Well Employment service helped 15 people into unpaid or voluntary work (and 30 people into paid employment and 17 people into training) 18

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20 My Care, My Way in 2016/17: feedback Since the case manager came I don t find it as isolated I feel much better in my confidence in myself Anything I ask the Health and Social Care Assistant to do, she would get done swiftly and efficiently I manage my own medication the case manager and he comes and sorts it out The Case Manager has been very, very good at trying to get some of the things organised that we couldn t seem to get organised ourselves Case Manager explained everything she will always return my call if there s anything going on, she will try to speed it up. 20

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22 Quality and safeguarding Mary Mullix, Director of Nursing, Quality & Patient Safety 22

23 Quality, Safeguarding & Medicines Management Quality Schedule - scrutiny & assurance Clinical visits - shared learning Clinical leadership Practice nursing development Safe healthcare for all Clinical effectiveness Clinical effectiveness Reducing medicines related harm NWL Clinical Networks - improving pathways & reducing variation Collaborative, system-wide working Sharing good practice/ lessons learned Patient Experience Strategy - equality, inclusion & diversity Understanding experience in the round Patient experience Quality assurance and outcomes Care homes NHS commissioned providers Relationships with academic providers 23

24 Collaborative working Louise Proctor, Managing Director 24

25 Working collaboratively in North West London Shaping a Healthier Future implementation business case Sustainability & Transformation Plan Diabetes Like Minded Seven day services Shaping a Healthier Future implementation business case Wheelchair service 25

26 What is the Sustainability & Transformation Plan? 1. Improving prevention and wellbeing Care & quality Health & wellbeing 2. Eliminating unwarranted variation and improving longterm condition management 3. Achieving better outcomes and experiences for older people Finance & efficiency 5. Ensuring we have safe, high quality sustainable acute services 4. Improving outcomes for those with mental health needs 26

27 Annual report and accounts 2016/17 Keith Edmunds, Chief Financial Officer 27

28 Financial duties Most of West London CCG s income comes from the Department of Health, based on the size and needs of the population This is used to purchase healthcare services for the West London CCG population This allocation can be recurrent (fixed and then subject to an annual uplift) or non recurrent (usually small amounts for specific purposes) Total 2016/17 allocation: 388,327k Statutory duty not to exceed this limit - we cannot spend more than we are given Separate allowance for running costs 20 per head of population, and is reducing each year. We are not allowed to exceed this amount We are not allowed to borrow money or go overdrawn. We are also not allowed to hold cash at year end 28

29 2016/17 financial performance and position Statutory Duties Plan/ allowance Actual Variance Expenditure must not exceed income Compliant Compliant N/a Revenue resource limit 388,327k 388,327k Revenue resource use on specified matter(s) does not exceed the amount specified in Directions Revenue administration resource use does not exceed the amount specified in Directions 357,604k 351,514k 6,090k 4,981k 4,981k 0k CCG Surplus 25,742k 31,832k 6,090k We met or surpassed our statutory Financial requirements in 2016/17 The CCG did not have a capital resource allocation for 2016/17, and spent no money on capital assets 29

30 2016/17 summary of Net Expenditure Commissioning Area '000 Acute Services 159,478 Community Services 47,406 Prescribing 24,227 Mental Health Services 71,103 Continuing Care 14,768 Primary Care 9,658 Other Services 24,874 Total programme Costs 351,514 Running Costs 4,981 Net Opertating Expenses 356,495 Allocation 388,327 Continuing Care, 15m NR programmes incl. investments, 14m Programme administration and estates costs, 15m Running Costs, 5m Other Services, - 4m Primary Care, 10m Mental Health Services, 71m 2016/17 CCG Expenditure ( m) Surplus, 32m Acute Services, 159m Surplus 31,832 Prescribing, 24m Community Services, 47m Total 356m excluding surplus The table and chart above show how the CCG spent its money. The highest proportion of spend goes on acute services, at 45% of total expenditure. NB excludes NHS England Primary Care budget 30

31 Any questions? 31

32 We are proud to work with you. 32

33 Thank you! Please keep in touch: Website: