Annual General Meeting
7 July 2015
Dr Fiona Butler
Chair
Welcome
This is our third annual
general meeting
2014/15 was our second
year as an authorised
body
Aim to ensure the
highest quality care is
delivered for our local
population
The patient is at the
heart of all we do
Continued to strengthen
collaborative working
with CCGs in North West
London
2
Agenda
Item
Lead
1
Welcome, introductions and minutes of last meeting Dr Fiona Butler
2
Our achievements in 2014/15
Time
5.00pm
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
3.1 Our priorities for 2015/16
Louise Proctor
5.55pm
3.2 Making Whole Systems real
Dr Richard Hooker
6.05pm
3
Looking forward to 2015/16
4
Questions from the public
5
Last thoughts and introduction to the stalls
6
Close
6.30pm
3
Introduction to the CCG
A membership
organisation of GP
Practices
We commission
hospital care,
community services,
mental health services
Governing Body of GPs,
practice manager,
patient representation,
lay members and CCG
officers
Working with
Westminster City
Council and the Royal
Borough of Kensington
& Chelsea
Developing Primary
Care to support new
ways of working for
patients
4
Our priorities
Local influence
Transforming
primary care
Whole Systems
Integrated
Care
Mental health
Working in
collaboration
Local influence,
local knowledge
Patient
representation
Capturing patient
experience
St Charles
GPs involved in
decision making
Patient & public
engagement
grants programme
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
Mental health
Local mental
health needs
Primary Care
Mental Health
‘Take time to talk’
Dementia
services
Integration with
physical health
Whole Systems
Integrated Care
Joined up care
across
organisations
Closer to the
patient
Whole Systems
(older people)
launching this
autumn
Patient input at
every stage of
development
Whole Systems
long term mental
health
Local achievements: Patient
and Public Engagement
Dr Puvana Rajakulendran
Clinical Lead for Patient and Public
Engagement
Our achievements
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
St Charles Art Commission
Project
12
Working in collaboration across
NW London
Clare Parker
Chief 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
Primary Care
Acute
psychiatric
liaison services
Dementia
strategy and
framework
Acute reconfiguration –
North West London
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
Enabling priorities –
North West London
Addressing
workforce
challenges
Engaging with
member practices
Consistent
narrative for staff,
members and
patients
Reducing
bureaucracy;
strengthening
governance
Quality and safeguarding
Jonathan Webster
Director of nursing, quality & safety
Our achievements in quality
and patient safety
Safeguarding
(Children &
Adults)
Medicines
Management
Quality
Improvement
Patient
Experience &
Equalities
Strategy
Development
Quality
Assurance
20
Annual reports and accounts
David Tomlinson
Chief Financial Officer
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
22
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
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
Other Services
Total Programme Costs
Running Costs
Net Operating Expense
9,111
17,463
313,103
5,362
318,465
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.
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.
25
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.
Our priorities for 2015/16
Louise Proctor
Managing Director
The year ahead
Primary Care
Transformation
Integrating
services
Improving
Mental Health
Services
• Whole Systems
• Planned Care
• Urgent Care
• South Hub estate development
28
Making Whole Systems Integrated
Care (Older Adults) real
Dr Richard Hooker
GP Member
Model of care
What we have achieved so far…
Next steps
A model of
healthcare
delivery
Working in
partnership
North Hub
development
South Hub
development
32
Questions from the public
Last thoughts
Dr Fiona Butler
Chair
Introduction to the stalls
Primary Care and
Planned Care
Mental Health
Whole Systems
(Older people and
Mental Health)
Patient and Public
Engagement
35
Thank you
Please send us your feedback
Website: www.westlondonccg.nhs.uk
Email: wlccg.team@inwl.nhs.uk