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Annual General Meeting 2014 NHS North Norfolk CCG One Year On.

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Presentation on theme: "Annual General Meeting 2014 NHS North Norfolk CCG One Year On."— Presentation transcript:

1 Annual General Meeting 2014 NHS North Norfolk CCG One Year On

2 North Norfolk CCG is: A clinically led membership organisation comprising 20 GP Practices, situated across North Norfolk and parts of rural Broadland. Licenced from 1 April 2013 under provisions enacted in the Health and Social Care Act Patient focused approach to commissioning healthcare for residents who largely live in rural areas and at some distance from the major acute hospitals. Demographic and socio-economic profile comprising the oldest population of any CCG in England. Local GPs with long and deeply embedded roots in our practices and communities will ultimately judge the success of the CCG simply by what is achieved for patients.

3 The CCG is accountable for exercising the statutory functions of the Group, but has granted authority to act on its behalf to: Audit Committee Clinical Quality and Patient Safety Committee Conflict of Interest Governance Committee Remuneration and Terms of Service Committee This is demonstrated in the following Scheme of Reservation and Delegation: Any of its members The Governing Body Its Executive Team Senior Management Team Its Committee and/or Sub- Committees Council of Members Governing Body

4 The Council of Members meets on a monthly basis. Attendance at meetings is very good, with member practice representation delegated to a Practice Manager if required. The Governing Body meets on a monthly basis. Meetings are held in the presence of the general public on a bi-monthly basis.

5 Key Issues / Successes 111 Service - addressed significant issues with performance through a close working relationship with EEAST and weekly clinically led performance reviews. Ambulance Response Times – highlighted serious shortcomings in EEAST’s ability to meet acceptable response times, resulting in an increase in capacity and remodelling of resources across North Norfolk. Mental Health Services – on-going quality reviews and engagement of clinicians to highlight concerns with waiting times and the impact of the Trust’s strategy to reshape services in Norfolk. Significant progress in the development of fully integrated primary, community and care teams across North Norfolk. Urgent Care Performance, impact on A+E waits and winter pressure 2013/14 Re-commissioning of Referral Management Service and Non- emergency Patient Transport Services to secure value for money, and services which meet the needs of patients in a rural location. Commissioning of ‘closer to home’ Audiology services under the Any Qualified Provider scheme.

6 Engagement Patients and carers are central to planning health and care services and their insight as service users informed the CCG’s thinking. The following variety of mechanisms have been used to consult and engage with patients and stakeholders throughout 2013/14: Annual Stakeholder Events which reviewed North Norfolk’s health priorities, discussed how the CCG should support local voluntary and third sector organisation and gathered insight to inform a new volunteer service; Biannual Patient Conferences, attended by local Patient Participation Groups (PPGs), which focused on dementia support and community services in 2013/14; Patient Surveys conducted by the Referral Management Service to gather patients’ views on the referral process and the service they received in relation to audiology and Lower Urinary Tract Symptoms (LUTS) service; Online consultations via ‘Your Voice’, recruiting people across the county with an interest in informing how services our are shaped in the local area; Patient Stories presented at each public meeting of the Governing Body, which gives local people the opportunity to tell their story ; and Partnership News, launched in the summer of 2013 and issued on a quarterly basis, with the aim of keeping patients and stakeholders appraised of the work of the CCG.

7 Collaborative Commissioning Arrangements The CCG has entered into the following formal joint arrangements with other CCGs in Norfolk and Waveney; Acute Care; Integrated Services (community, out of hours and 111); Mental Health Services (including elements of Learning Difficulties); and Children’s Services In addition the Acute Commissioning Board established an ‘Urgent Care Board’ to specifically manage aspects of the unplanned and acute emergency care system. The CCG’s Chair, is a member of the joint Health and Wellbeing Board (HWB) in conjunction with Norfolk County Council and other strategic partners. The Board leads the development of the Joint Health and Wellbeing Strategy. The HWB has linked with a Safeguarding Adults Board, including membership from the police, social services, the NHS and local charitable organisations. The CCG’s Nurse Member of the Governing Body is a member of this Board, which is de to become statutory in 2014/15.

8 2013/14 Annual Accounts -Context Financial Envelope Programme and Running Costs Planned Surplus Financial Challenges in 2013/14 Mitigations Final Reported Position Impact on 2014/15

9 How do we spend your money?

10 2013/14 Annual Accounts Statutory Financial Duties - To not overspend against allocated resources - To ensure value for money - Audit opinion Primary Financial Statements - Statement of Comprehensive Net Expenditure - Statement of Financial Position - Statement of Changes in Taxpayers’ Equity - Statement of Cash Flows

11 Statement of Comprehensive Net Expenditure for the Year Ended 31 st March Note£000 Commissioning Gross employee benefits41,049 Other costs5210,926 Other operating revenue2(1,053) Net Operating Costs before Financing210,922 Other operating revenue - Other (gains)/losses - Finance costs - Net Operating Costs for the Financial Year210,922 Net (gain)/loss on transfers by absorption - Retained Net Operating Costs for the Financial Year210,922 Other comprehensive net expenditure - Total Comprehensive Net Expenditure for the Financial Year210,922

12 Statement of Financial Position as at 31 st March March 2014 Note£000 Non-current assets: Property, plant and equipment13176 Total non-current assets176 Current assets: Trade and other receivables171,787 Cash and cash equivalents2073 Total current assets1,860 Total assets2,036 Current liabilities Trade and other payables23(14,710) Provisions30(1,200) Total current liabilities(15,910) Total Assets less Current Liabilities(13,874) Non-current liabilities Total non-current liabilities - Total Assets Employed(13,874) Financed by Taxpayers’ Equity General fund(13,874) Revaluation reserve - Other reserves - Total taxpayers' equity:(13,874)

13 Statement of Changes in Taxpayers’ Equity for the Year Ended 31 st March General FundTotal Reserves Note£000 Changes in taxpayers’ equity for Balance at 1 April Transfer of assets and liabilities from closed NHS Bodies as a result of the 1 April 2013 transition Adjusted CCG balance at 1 April Changes in CCG taxpayers’ equity for Net operating costs for the financial yearSoCNE(210,922) Total revaluations against revaluation reserve - - Net Recognised CCG Expenditure for the Financial Year(210,725) Net fundingSoCF196,851 Balance at 31 March 2014(13,874)

14 Statement of Cash Flows for the Year Ended 31 st March Note£000 Cash Flows from Operating Activities Net operating costs for the financial yearSoCNE(210,922) Depreciation and amortisation1321 (Increase)/decrease in trade & other receivables17(1,787) Increase/(decrease) in trade & other payables2314,710 Increase/(decrease) in provisions301,200 Net Cash Inflow (Outflow) from Operating Activities(196,778) Cash Flows from Financing Activities Net funding receiveda196,851 Net Cash Inflow (Outflow) from Financing Activities196,851 Net Increase/(Decrease) in Cash & Cash Equivalents2073 Cash & Cash Equivalents (including bank overdrafts) at the End of the Financial Year73

15 NNCCG will look to build on its successes throughout 2013/14 by adopting the ‘Commissioning for Prevention’ approach to: Build on the capacity and skills of the Integrated Care Teams, to identify people with complex and long term care needs and design proactive services which will reduce incidences of acute crises; Implement a fully integrated service between 111, out of hours primary care and 999, available 7 days a week; Develop a robust and locally sensitive Directory of Service to enable 111 call handlers to direct people to the right care, at the right time; Ensure people in North Norfolk are supported by a high quality 999 emergency ambulance service, that delivers the best possible response times in a dispersed population; Deliver responsive Mental Health assessments and services, with better stratification between low level conditions and more complex mental health disorders.

16 Any Questions?

17 Patient’s view Case Study: Mary and John Tuck


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