1. Annual General Meeting 7 July 2015 Dr Fiona Butler Chair

2. Welcome 2 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. Agenda 3

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 4

5. Our priorities Local influence Transforming primary care Mental health Whole Systems Integrated Care Working in collaboration

6. Local influence, local knowledge Patient representation Capturing patient experience GPs involved in decision making St Charles Patient & public engagement grants programme

7. Transforming primary care: better care, closer to home More services available from your GP Diabetes Telephone consultations; online booking Seven day access to Primary Care Developing a West London Federation North and South Hubs

8. Mental health Local mental health needs Primary Care Mental Health ‘Take time to talk’ Dementia services Integration with physical health

9. Whole Systems Integrated 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

10. 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 Grants Patient Participation Groups Festivals and commissioned health road shows Patient representative training Stronger relationship with Healthwatch St Charles Health & Wellbeing Centre 11 Our achievements

12. 12 St Charles Art Commission Project

13. Working in collaboration across NW London Clare Parker Chief Officer

14. 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

15. Our vision of care

16. Mental health – North West London Mental Health & Wellbeing transformation NWL Crisis Concordat Acute psychiatric liaison services Primary Care Dementia strategy and framework

17. 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

18. Addressing workforce challenges Engaging with member practices Consistent narrative for staff, members and patients Reducing bureaucracy; strengthening governance Enabling priorities – North West London

19. 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 20 Our achievements in quality and patient safety

21. Annual reports and accounts David Tomlinson Chief Financial Officer

22. Financial duties 22 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

23. 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.

24. 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.

25. 25 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.

26. Financial strategy Our 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.

27. Our priorities for 2015/16 Louise Proctor Managing Director

28. 28 Primary Care Transformation Improving Mental Health Services Whole Systems Planned Care Urgent Care South Hub estate development Integrating services The year ahead

29. Making Whole Systems Integrated Care (Older Adults) real Dr Richard Hooker GP Member

30. Model of care

31. What we have achieved so far…

32. Next steps 32 A model of healthcare delivery Working in partnership North Hub development South Hub development

33. Questions from the public

34. 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 35

36. Thank you Please send us your feedback Website: www.westlondonccg.nhs.ukwww.westlondonccg.nhs.uk Email: wlccg.team@inwl.nhs.ukwlccg.team@inwl.nhs.uk