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AGM 2014
Commissioning Healthcare – Moving Forward Together
A Year in Review
Naz Jivani – Chair
Kingston CCG Annual General Meeting
AGENDA
Welcome, Lunch, KCCG Market Place
2013-14 – A Year in Review
Naz Jivani – Chair
Your Questions
Spotlight on flagship projects
Surbiton Health Centre – Dr Phil Moore
A Patient’s story – Dominic D’Souza
Financial Report
Hardev Virdee – Interim Finance Officer
Your Questions
Looking to the Future
Tonia Michaelides – Interim Chief Officer
A Year In Review
Naz Jivani – Chair, Kingston CCG
April 2013 - Kingston CCG was one of a small number of
CCGs in the country to be fully authorised without
conditions
Highlights from our first year as a statutory body
 Commissioning
 Performance
 Engagement
 Partnership Working
A Year In Review
Naz Jivani – Chair, Kingston CCG
Commissioning Highlights for 2013-14
Kingston CCG made an excellent start in our first year
• Opened Surbiton Health Centre – offering modern GP and
other high quality services in the heart of the community
• Launched Kingston At Home – supporting local residents to
avoid unnecessary hospital admission and stay at home for
as long as they want with rehabilitation and ‘re-ablement’
• Spearheaded improved self-management initiatives for
patients with long term conditions e.g. Expert Patients
Programme, Angina Management Clinic, Diabetes Prevention
• Progressed Integrated Care working with Kingston Council
Commissioning Intentions 2013-14 are available at www.kingstonccg.nhs.uk
A Year In Review
Naz Jivani – Chair, Kingston CCG
Performance Highlights for 2013-14
Kingston CCG laid a robust foundation for on-going
improvements
By April 2014, Kingston CCG and its partners had fully met 73.4%
of its national and local targets including key targets such as the 4
hour A&E waiting time and 18 weeks planned referral to treatment
targets
We also discharged our statutory obligations and are committed
to continuous improvements in all areas of our operation
(including governance, quality and patient engagement)
We met all our financial targets
Kingston CCG won a finalist award for the NHS Governing Body of
the Year Award by the NHS Leadership Academy
A Year In Review
Naz Jivani – Chair, Kingston CCG
Engagements Highlights 2013-14
We can only commission responsive, high quality local health services
by involving the local residents who use these services.
In 2013-14, we engaged local people through Patient Group meetings,
our work with Health Watch and Kingston Council and communications
Patient feedback helped us design and develop services including:
 Cardiology Community Services (April 2013)
 Unscheduled and Urgent Care; End of Life Care (July 2013)
 Personal Health Budgets (January 2014)
 Better Care Fund (March 2014)
•
A Year Book summarising Kingston CCG’s Engagement activities is
available on our website www.kingstonccg.nhs.uk
A Year In Review
Naz Jivani – Chair, Kingston CCG
Partnership Highlights 2013-14
Kingston CCG along with others faces major challenges including
increasing demand, an aging population and need for 7 day health
service provision
To meet these challenges Kingston CCG has continued to work with
the other South West London CCGs under the name – South West
London Collaborative Commissioning
Together, we have developed a comprehensive, five year strategy for
the local NHS including primary care, community and mental health
and hospital care
Kingston CCG also worked with Royal Borough of Kingston to
integrate health and social care
Thank you
Your Questions welcome
To contact Kingston CCG
E: [email protected]
AGM 2014
Commissioning Healthcare – Moving Forward Together
Phil Moore
Kingston CCG
[email protected]
Better care for service users
Part of the vision …
I feel part of a
community
I know where I can get
help and support
I know who is in charge
of coordinating my
care
The care I receive is
built around me
I am treated as a
person and helped to
stay well, and so is my
carer
I am supported through
difficult times
I manage my
conditions myself and
am in control of
decisions about my
care
I live safely and well
where I want to be
My independence is
respected
Surbiton Health Centre
17 years in the making …
•
Drivers
– Co-location of a wide variety of services at the heart of the community
– Quality and accessibility
– Available to residents of the south of the borough and also the rest of
Kingston
– Innovative approach to services in the community
•
Enablers
– Using half the site for a new school
– The concept of polyclinics
– LIFT (Local Improvement Finance Trust)
– The push to integration of services
Surbiton Health Centre
17 years in the making …
Surbiton Health Centre provides …
All under one roof …
4 General Practices – Central Surgery,
100 hours a week community pharmacy –
Langley Medical Practice, Brunswick
open 7 days a week and late each evening
Surgery, Berrylands Surgery
Diagnostics – X-ray, ultrasound, retinal
screening, mammography, audiology
Urgent Care Centre – with assessment bays
to avoid hospital attendance – awaiting
final go ahead to open
Community services – nursing, health
visitors, physiotherapy, speech &
Community Corner – access to a wide
language therapy, podiatry, etc.
range of community information from RBK
Outpatients clinics – from GPs with
Mental health services – space for
special training and consultants
Minor surgery – fully equipped theatre
for procedures under local anaesthetic
consultations for counselling and
psychology
Surbiton Health Centre
Making a difference now and in the future …
•
Easy
– To access a variety of services in one place
– Diagnostics on site
– Space to increase the provision of care close to home
– Ability to increasingly innovate
•
Future
– Improve the provision of 8am to 8pm services, 7 days a week
– Increasing range of services in the community (e.g. cardiology
from October)
– Closer working between primary community and secondary
services – integration
Thank you for listening
Any questions?
Contact Kingston CCG
[email protected]
Annual General Meeting 2014
Commissioning Healthcare – Moving Forward Together
Finance Report
Hardev Virdee – Interim Chief Finance Officer
Financial Targets
Maintain financial stability through not
exceeding resource targets
Use the CCG’s resources wisely to meet the
health needs of Kingston and to ensure
value for money and fair and effective use
of resources
Stay within Running Cost Allocation of
£25/head of population (£4.6m)



Kingston CCG’s first set of accounts were submitted
on time with an unqualified audit opinion.
Month 12 – Income and Expenditure
Budget
£000's
Year To Date
Actual
£000's
Variance
£000's
RESOURCES
Revenue Resource Limit
199,694
199,694
0
APPLICATION OF FUNDS
Acute Commissioning
Non Acute Commissioning
Primary Care & Prescribing
Corporate and Reserves
109,908
54,819
22,870
10,086
110,547
56,117
23,108
7,880
(639)
(1,299)
(238)
2,206
Total Applications
197,682
197,652
30
2,012
2,042
30
In Year Surplus/(Deficit)
How did we spend our money?
£199.7m
£110.5m
£19.3m
£17.0m
£14.5m
£6.8m
£19.6m
£3.6m
Income from
DoH
Acute
Services
Mental Health Community
Services
Services
Continuing
Care
Other Non
Acute
£4.2m
£2.3m
Primary Care Primary Care CCG Running Other Costs
Prescribing
Other
Costs
£2.0m
Surplus
Running Costs – the cost of running the CCG
Running Costs
Resource Limit (£25/head)
Weighted Population
Running cost per head of weighted population (£)
TARGET
£'000s
ACTUAL
£'000s
4,610
184,313
4,185
184,313
25
Running costs target for the CCG in 2013/14 was £25 per head of
population or £4.61m in total.
Our expenditure for the year was £4.185m representing an underspend
of £425k, which was spent instead on patient care. This was primarily
met by not spending our contingency reserve.
We are planning for a 10% reduction in running costs going forward
23
Summary
As a CCG we faced many challenges in our first year some
of which were beyond our control:
• New organisations with new responsibilities
• New national finance ledger system
• New boundaries on use of patient data
• Changing criteria on how to manage the money
Given the challenges the CCG has delivered a strong
financial performance which will be crucial going
forward
Thank you for listening
Any questions ?
Contact Kingston CCG
[email protected]
AGM 2014
Commissioning Healthcare – Moving Forward Together
Looking to the Future
Tonia Michaelides – Interim Chief Officer
Looking to the Future
Tonia Michaelides – Interim Chief Officer
Context
• Kingston CCG’s looks to the future against a national
backdrop to deliver ever better services within tighter
budgets and increasing population with complex health
needs
• In developing our plans for the future, we will continue to
work our partners, patients and the public.
Looking to the future
Tonia Michaelides – Interim Chief Officer
Working with the five other South West London CCGs under the
umbrella name – South West London Collaborative
Commissioning – we have developed the South West London five
year strategy (to 2018) to address the following challenges:
•
•
•
•
The quality of care
The workforce gap
Financial sustainability
Rising demand for healthcare
The south west London five year strategy is available at
www.kingstonccg.nhs.uk
Looking to the future
Tonia Michaelides – Interim Chief Officer
Key outcomes the SW London five year strategy is working
to achieve:
1. Securing additional years of life for people with treatable mental and physical
health conditions
2. Improving the health-related quality of life of people with one or more longterm conditions, including mental health conditions
3. Reducing the time people spend in hospital through better and more
integrated care in the community, outside of hospital
4. Increasing the proportion of older people living independently at home
following discharge from hospital
5. Increasing the number of people with mental and physical health conditions
having a positive experience of care in hospital, in community services and
in general practice
6. Making significant progress towards eliminating avoidable deaths in our
hospitals caused by problems in care
Looking to the future
Tonia Michaelides – Interim Chief Officer
Working with RBK (Adult Social care and Public Health), Kingston
CCG has developed an Operating Plan up to March 2016
Highlights from our Operating Plan include:
 Integrated Services for Adults – with a strong focus on increasing proactive
and preventive activities, early intervention, enabling better coordinated health
and social care
 Urgent and Emergency Care alternatives to A&E: moving to 7 day working
 Children and Young People including safeguarding arrangements, mental
health services and implementation of the Children and Families Bill.
 Improving Quality, Patient Safety and involving Patients and local people in
our work.
Looking to the future
Tonia Michaelides – Interim Chief Officer
Kingston CCG’s plans also include:
Children – ensure robust safeguarding in place; implement the Children and
Families Bill; improve mental health services; commission integrated disabled
children’s services esp. from ‘Achieving for Children’
Adults and Older People – focus on self-care, prevention, early intervention
including targeted support for those at risk; rapid response for admission
avoidance; further expand Kingston at Home (esp. rehabilitation and reablement)
including 7 day working; progress ‘Discharge to Assess’ to improve discharge from
hospital and subsequent decisions about care
Mental Health – improve adult and older people’s community mental health
services; implement a new model of dementia care built around GP and community
services; continue expansion of community wellbeing services; consolidation of
dual diagnosis services
Urgent Care – ensure whole-system 7 day working; re-specify and procure new
GP out of hours and NHS111 services; progress alternatives to A&E attendance
We are committed to working with You, our residents and
stakeholders to develop solutions that will deliver safe,
high quality care for everyone.
We welcome Your ideas
Contact Kingston CCG
[email protected]
Thank You