NHS Darlington CCG

Annual General Meeting 2017/18

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Our Vision and principles

Our vision for the population of Darlington is:

To develop outstanding , innovative and equitable

health and social care services, ensuring excellence

and value in delivery of person centered working

across health and social care including:

• Health services which are safe and of the highest

quality

• Best possible health outcomes

• Joined up services which benefit patients and the

public and give best value for money

Key aims

• Improve the health status of the people of Darlington

• Secure the right services in the right place for the people of Darlington

• Invest in primary care and services

• Secure meaningful engagement with people

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CCG Population – Our challenge

Our Commissioning Challenge and Delivery

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Ambition 1: You said, we did Persistent Pain Service

You said you wanted a more joined up service to

support people with persistent pain problems

We engaged with patients and the public and commissioned a new pain

management service which also offers specialist pain management services for people with complex

needs

AMBITION 2:

Design and implement plans to transform

a range of service in line with national,

regional and local initiatives to improve

access, sustainability and achieve the best

possible outcomes

Ambition 2: We said, we did Diabetes Prevention

We said we would support

the implementation of a new local diabetes pathway in response to the growing

prevalence of type 2 diabetes

A new model of integrated

community diabetes clinics was put in place in October 2017 provided by , our local GP federation supported by County Durham and Darlington

Foundation Trust

AMBITION 3:

Strengthen care outside hospital to ensure that

individuals and their carers are able to take

more control of their health and maintain

independence for longer through early

intervention and prevention

Ambition 3: You said, we did Care Homes

You said you wanted us to improve the health,

wellbeing and safety of people living in care homes

We have worked with care homes, GPs and Social Care to:

• Realign community matron service to prevent unnecessary hospital admissions

• Reduced A&E attendances from care home residents by 15%.

AMBITION 4:

Implement plans to deliver a sustainable

primary care offer fit for the 21st century,

delivering access to high quality, cost

effective, patient centred care through a

motivated, diverse and appropriately skilled

workforce

Ambition 4: You said, we did Improving Access to GPs

You said you wanted 7 day access to pre-bookable and

same day GP services

We commissioned our local GP federation to pilot a service which

is delivered from Doctor Piper House in Darlington that provides access to appointments 7 days a

week, including evening and weekends

Our Performance

18 week wait for treatment No waits for treatment over 52 weeks

6 week wait for diagnostic tests Healthcare acquired infections

Cancer 2 week wait breast symptomatic Ambulance response 8 and 19 minutes

Cancer treatment within 31 days Cancer 2 week wait

Cancer 62 day wait from GP referral A&E 4 hour wait for treatment

NHS Constitutional Targets

Sustainability and Transformation Partnership

• The 5 Year Forward View highlighted 3 areas where there is a gap between where we are now and where we need to be by 2020/1 in terms of Health and wellbeing of the population, quality of care provided and finance and efficiency of NHS services

• An Integrated Care System (ICS) is evolving across Cumbria and the North

East which will lead and plan care for the population

• The ICS will comprise Integrated Care Partnerships (ICP) that bring together CCGs and providers across a smaller footprint

• ICPs will focus initially on bringing together enough critical mass to sustain vulnerable acute services within their geography - clinicians will work together to build consensus on the right model to deliver medical care

• CCGs within the ICP geographies will continue to develop place-based arrangements for the planning and provision of primary and community care and health and social care integration

CCG Governance

• Good governance is central to the running of the CCG as it helps us to meet our legislative responsibilities and provides assurance that we are conducting the duties required of a public body.

• The CCGs governance processes ensure that we are an accountable, transparent, ethical and well-led organisation

• The CCGs Constitution was reviewed during 2017/18 in order to ensure it remained legally compliant

• Throughout 2017/18 the CCG has continued to operate with a governance structure that reflects guidance and best practice

• The overall opinion from the CCGs Internal Auditors was as follows:

From my review of your systems of internal control, I am providing good assurance that the system of internal control has been designed to meet the organisation’s objectives, and that controls are generally being consistently applied

Our Financial Challenge & Delivery

Target Outcome

Target

Met?

Maintain expenditure within ‘in-year’

funding allocation plus 0.5%

uncommitted

In-year surplus of £1.162 million

against an in-year funding allocation

of £165.036 million

Maintain running costs within separate

running cost allowance

Surplus of £0.380 million delivered on

running cost budgets

Maintain capital spending within capital

resource limit

No capital resource required and no

capital spend in year N/A

Ensure cash spending is within the

cash limit set

Cash managed within available

resources

Utilisation of Resources

18

46%

10% 7%

12%

3%

21%

1%

Utilisation of Resources 2017/18

Acute

Community Health

Continuing Care

Mental Health

Other HealthcareServicesPrimary Care

Running Costs

Some of Our Key Priorities for 2018/9

Partnership Working Further strengthening of our partnership working with all providers and other CCGs across our Strategic Transformation Partnership (STP) Continued development of an Integrated Care Partnership for Mental Health and Learning Disability Services

RightCare Improve quality and outcomes for patients whilst reducing cost by reducing variation within the pathways for Respiratory, Gastroenterology, Cancer and Circulatory System

Acute Services Reconfiguration Continue with programme of work regarding pathway reviews to improve patient pathways and create efficiencies in service provision

New Models of Care In collaboration with the GP Federation, primary care colleagues and health and social care stakeholders, develop a vision for New Models of Care for Darlington supported by the new Community Services model from October 2018

Cancer Services Continue to deliver the transforming cancer action plan to increase early diagnosis and reduce variation in access to services

Thank You