Transcript Slide 1

Budget 2014/15
West London CCG
Contents
The purpose of this paper is to present the Governing Body with the updated budget for the CCG for 2014/15. The paper
comprises:
Section 1 - The medium term financial position
- The CCG’s opening position
- A summary of the 10 year financial model
Page
3
4
5
Section 2 - Summary budgets 2014/15
- Summary Budgets 2014/15
- Contract negotiation update
- Risks and uncertainties
- Impact of the NW London financial strategy
7
8
12
14
15
Section 3 - Programme budget for 2014/15
- Summary budgets
- Detailed budget by programme area
- Reserves and investments
- QIPP
16
17
18
23
25
Section 4 - Running costs
26
Section 5 - Conclusion and next steps
28
Section 1 – medium term financial position
3
The CCG’s opening position
The financial plan for 2013/14 set out a budget that would deliver:

A surplus of £20,155k

An underlying (recurrent) surplus of £25,424k.
At month 9, the forecast year end position for 2013/14 is:

A surplus of £29,612k

An underlying (recurrent) surplus of £34,338 k.
The financial position has improved in year because of a combination of the successful delivery of QIPP schemes, some unutilised
budgets following PCT disaggregation, investment slippage and the lack of need to utilise the contingency budget.
This very strong position needs to be viewed in the light of the CCG’s funding position. NHS England has published target
capitation budgets which tell us how much funding we should be receiving, based on the assessed need of the local population.
West London’s funding is £85m higher than the target funding for the CCG. NHSE has indicated through the funding allocations for
2014/15 and 2015/16 and its further planning guidance that CCGs who are over capitation, as we are, should only expect resource
increases in line with inflation over the next few years. This has therefore been reflected in our 5 year planning. The allocations
are shown below.
2014/15
CCG
West
2015/16
2013/14 Total target Programme Closing
Total target Programme Closing
baseline programme
budget
2014/15
Total
programme
budget
2014/15
allocation allocation allocation
DFT*
DFT*
allocation
allocation
DFT* Total DFT*
(£'000)
(£'000)
(£'000)
%
(£'000)
(£'000)
(£)
%
(£'000)
328,111
250,348
335,133
33.91% 84,785
255,395
340,830 33.49%
85,435
Summary of the 10 year model
A 10 year planning model has been produced for the CCG. The purpose of undertaking longer term financial planning is to
demonstrate the impact of decisions taken for 2014/15 on the future finances of the CCG, so that we can give due regard to the
longer term financial viability. This includes determining what we can afford to spend recurrently and what we can only afford to
spend non recurrently (i.e. one off expenditure).
The graphs below illustrate this. The first graph shows the ‘do nothing’ scenario, where we make no savings or investments in
new services and allow expenditure to continue in line with existing trends. The second graph shows the financial model on
which the 2014/15 budget is based. In this graph, the investment budget is split between investment that we can make
recurrently and investment that we can make non recurrently. The third graph uses the same QIPP and investment figures overall,
but all investments are now recurrent.
Graph 2 – current financial plan
100,000
35,000
10,000
QIPP
£000s
£000s
2023/24
2022/23
-500,000
-600,000
-800,000
-
2023/24
2022/23
2021/22
2020/21
-900,000
2019/20
2023/24
2022/23
2021/22
2020/21
2019/20
2018/19
2017/18
-400,000
-700,000
5,000
2018/19
QIPP
2014/15
-120,000
Investment Pot
Investment Pot
2017/18
-100,000
-300,000
Surplus
15,000
2016/17
-80,000
Surplus
2021/22
-200,000
20,000
2015/16
-60,000
2016/17
-40,000
2015/16
-20,000
2014/15
£000s
-
2020/21
25,000
20,000
2019/20
-100,000
40,000
2018/19
60,000
2017/18
-
30,000
2016/17
80,000
2015/16
100,000
Graph 3 – all investments recurrent
2014/15
Graph 1 – do nothing
The graphs demonstrate that:
1) Without a savings plan each year, the CCG will move into deficit in the future
2) While we can afford to make significant investments if we understand our recurrent position, we would quickly move into
deficit if we spend all the money recurrently.
Surplus
Investment Pot
QIPP
Summary of the 10 year model (2)
The tables below summarise the first 5 years of the model. The first table shows the overall income and expenditure position.
The second table shows how much of the surplus is recurrent and how much is non recurrent.
NHS West London CCG
Current Yr
Year 1
Year 2
Year 3
Year 4
Year 5
I&E Summary
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
£m
£m
£m
£m
£m
£m
Income - Recurrent Allocation
328.1
335.1
328.6
334.2
339.9
345.6
Income - Other Allocations
(5.7)
0.0
0.0
0.0
0.0
0.0
Income - Return of prior year surplus
14.8
29.6
30.2
29.6
26.7
27.2
Total Resource Income
337.2
364.7
358.7
363.7
366.6
372.8
Total Net Expenditure
307.6
334.6
329.2
337.0
339.4
348.6
Surplus / (deficit)
29.6
30.2
29.6
26.7
27.2
24.2
Surplus as % of Recurrent Allocation
9.0%
9.0%
9.0%
8.0%
8.0%
7.0%
2014/15
2015/16
2016/17
2017/18
2018/19
Recurrent Non-Recurrent Total
£000
£000
£000
29,145
1,017
30,162
25,699
3,874
29,573
22,467
4,267
26,734
18,998
8,190
27,188
17,160
7,034
24,194
The recurrent surplus is the underlying position of the CCG. The underlying
position gradually reduces over time to approximately 2% of the CCG’s
recurrent resource allocation, and then stabilises at this level. The reduction
in the recurrent position allows the CCG to manage the movement towards
the capitation funding level while still being able to invest in out of hospital
services.
It should be noted that these figures assume a very large increase in
expenditure in 2014/15 and that this higher level of expenditure is
maintained. In practice this would be very hard to achieve while still ensuring
value for money in the use of public funds.
Section 2 – Summary budget 2014/15
7
Summary budget 2014/15
The summary budget is shown in the table below. This is reconciled to the forecast outturn for 2013/14 so that planned
movements in expenditure can be seen.
Budget area
2013/14 FOT
Revenue resource limit
£000s
344,841
Remove non
recurrent
items
£000s
(11,178)
2013/14
2014/15 Budget
recurrent FOT
(inc CQUINS)
£000s
£000s
333,663
370,307
Variance
Expenditure:
Acute
MH
Community
Other programme budgets
Total programme expenditure
Running costs
Total expenditure
143,633
61,182
42,682
62,182
309,678
5,550
315,228
(3,305)
(45)
(2,348)
(11,446)
(17,143)
0
(17,143)
140,328
61,137
40,333
50,737
292,535
5,550
298,085
141,587
63,075
44,240
88,787
337,688
5,738
343,426
1,259
1,938
3,906
38,051
45,153
188
45,341
Surplus / (deficit)
29,613
5,965
35,578
26,881
(8,697)
£000s
36,644
The planned surplus for 2014/15 remains consistent with the surplus delivered in 2013/14. The detailed sections on
programme and running costs explain the key movements year on year.
Update on budget changes
The changes in the summary budget from the budget presented to the March governing body are shown in the table below.
Budget area
2014/15 Budget
presented to March
Board
2014/15 Budget
presented to May
Board
£000s
Revenue resource limit
Variance
£000s
370,307
370,307
0
Total expenditure
138,189
62,597
43,207
90,413
334,407
5,738
340,145
141,587
63,075
44,240
88,787
337,688
5,738
343,426
(3,398)
(478)
(1,033)
1,626
(3,281)
0
(3,281)
Surplus / (deficit)
30,162
26,881
3,281
Expenditure:
Acute
MH
Community
Other programme
budgets
Total programme
expenditure
Running costs
The changes since March reflect the contract agreements that have been reached to date, and the North West London
financial strategy, as agreed by governing body in March
Underlying position
The summary budget includes both recurrent and non recurrent (one off) expenditure. In some areas we are able to make
decisions about whether to commit recurrent income to recurrent or non recurrent expenditure. Spending some of our recurrent
income for non recurrent purposes allows us to maintain a strong underlying surplus. The table below sets out the how we have
committed our funds within the overall budget.
Budget area
Recurrent
income
committed
recurrently
Revenue resource limit
£000s
340,694
Recurrent
income
committed
non
recurrently
£000s
0
Non recurrent
income
committed
non
recurrently
£000s
29,613
Expenditure:
Acute
MH
Community
Other programme budgets
Total programme expenditure
Running costs
Total expenditure
135,960
62,710
43,390
65,005
307,064
5,131
312,196
0
0
0
8,374
8,374
0
8,374
5,626
365
850
15,409
22,250
607
22,856
Surplus / (deficit)
28,498
(8,374)
6,757
The underlying (recurrent) position of the CCG is planned to be a surplus of £28,498k at the end of 2014/15
Bridge analysis
The graph and table below shows how we have committed our new resources during 2014/15.
13/14 Surplus
Non Recurrent Adjustments
Change in Allocation
Net Tariff Deflator
Activity Growth
Other Cost Pressures
QIPP savings
Investment
Contingency
2% headroom
£000s
29,613
9,952
7,031
2,399
(8,048)
(11,383)
9,794
(10,626)
(1,852)
(8,374)
Contract negotiation position
As at 29 April the CWHHE CCGs have reached contract agreements with the following trusts:











Chelsea and Westminster NHS Foundation Trust
Imperial College Healthcare NHS Trust
North West London Hospitals NHS Trust
The Hillingdon Hospitals NHS Foundation Trust
West Middlesex University Hospital NHS Trust
Royal Brompton & Harefield NHS Foundation Trust
Moorfields Eye Hospital NHS Foundation Trust
King’s College Hospital NHS Foundation Trust
London Ambulance Service NHS Trust (including HART)
Central London Community Healthcare Trust
West London Mental Health NHS Trust
Contract agreements remaining outstanding include:



Central and North West London Foundation Trust
University College London Hospitals NHS Foundation Trust
Other out of North West London trusts.
Several of the contracts that have been agreed are block contracts with performance incentive payments built in. The purpose of this
contracting approach is to provide stability during the time of transition to the future acute hospital configuration set out in Shaping a
Healthier Future, while also putting in place the appropriate incentives to deliver the necessary clinical transformation. As these contracts
contain limited in year risk for commissioners, they have been agreed at a higher value than would have been the case if a PbR contract had
been agreed. We are still seeking to reach agreement with CNWL, one of our key providers. Once these are agreed the level of risk will
need to be reviewed.
12
Agreed Contracts
The WL CCG agreed contract figures as at 29 April are shown in the table below:
ChelWest
Imperial
NWL
Hillingdon
West Middlesex
Royal Brompton
Moorfields
Kings
LAS inc HART
CLCH
WLMHT
£000s
43,957
66,840
1,046
281
123
1,669
814
333
7,540
33,940
1,171
13
Current risks and uncertainties
The risks and uncertainties currently identified are:
1) External System Risks


On going 2014/15 contract negotiations
Uncertainty of allocations beyond 2015/16
Unresolved PCT disaggregation issue regarding specialised commissioning and the impact on CCG allocation and expenditure.
Lack of clarity on property costs - again this is a PCT disaggregation issue that has not been finalised.
Integrated single financial environment not fit for purpose – whilst on the face of it this is not a financial risk, the difficulty in providing
budget holders with accurate statements could pose a financial risk.
Continuing care restitution payments – the planned NHS England approach to top slice CCG allocations to fund these payments, rather
than utilising brought forward provisions, could create a material cost pressure.
Potential further pressure on the SAHF budget
Risk of provider underdelivery against national targets (e.g., 18 weeks RTT)
2)



Internal Risks
Delivering the full QIPP programme.
Implementation of the better care fund.
Reduction in levels of running cost allocations in subsequent years.






The agreement of block contracts with some providers mitigates much of the in year risk associated with the delivery of the QIPP
programme. However, achieving QIPP is critical to improving the underlying position of the CCG and to ensuring that a balanced budget can
be set for 2015/16. Internal monitoring will therefore continue based on actual activity and ignoring the block arrangements.
14
Financial Strategy
This updated budget reflects the funding agreed as part of the North West London financial strategy agreed by the governing body in
March, which resulted in the transfer of a net £6.4m of recurrent funds and £11.8m non recurrent funds from West London into other
CCGs, in recognition of the over capitation position of West London and the under capitation position of other CCGs, and the need for them
to invest in out of hospital and primary care services to deliver Shaping a Healthier Future. The overall impact of these transfers has been a
reduction in the West London surplus for 14/15 of £3.3m, with the remainder being funded from reserves.
15
Section 3 – Programme budgets
16
Programme budget 2014/15
The summary programme budget is shown in the table below. This is reconciled to the forecast outturn for 2013/14 so
that planned movements in expenditure can be seen.
Budget area
Expenditure:
Acute
MH
Community
Other programme budgets
Total programme expenditure
2013/14 FOT
£000s
Remove non
recurrent
items
£000s
143,633
61,182
42,682
62,182
309,678
(3,305)
(45)
(2,348)
(11,446)
(17,143)
2013/14
2014/15 Budget
recurrent FOT
(inc£000s
CQUINS)
£000s
140,328
61,137
40,333
50,737
292,535
141,587
63,075
44,240
88,787
337,688
Variance
Slide
reference
£000s
1,259
1,938
3,906
38,051
45,153
18
20
21
22
The key movements between years for each contract are explained in the detailed slides that follow.
It should be noted that some contracts have not yet been agreed and that those that have been agreed are not yet reflected in the
budgets. The budget figures are therefore indicative and subject to change as contracts are signed.
Acute budget
The acute budget is shown in the table below. This is reconciled to the forecast outturn for 2013/14 so that planned
movements in expenditure can be seen.
Budget area
Acute contracts:
Imperial
Chel West
Other contracts
Contract settlement reserve
Total contracts
NCAs
LAS
Other acute
Other reserves
Total acute expenditure
2013/14 FOT
£000s
Remove non
recurrent
items
£000s
67,970
43,473
14,580
1,538
127,562
4,540
7,428
4,102
0
143,633
934
0
0
(1,538)
(604)
0
87
(2,788)
0
(3,305)
The key movements are explained on the next slide.
2013/14
2014/15 Budget
recurrent FOT
(inc CQUINS)
£000s
£000s
68,905
43,473
14,580
0
126,958
4,540
7,516
1,314
0
140,328
66,840
43,957
13,047
0
123,845
4,934
7,540
4,862
407
141,587
Variance
QIPP included
in budget
£000s
£000s
(2,065)
484
(1,533)
0
(3,113)
393
24
3,548
407
1,259
(4,852)
(3,425)
(145)
0
(8,422)
0
0
0
(453)
(8,875)
Acute (2)
The key movements between years for each contract are explained below.
 The lmperial College and ChelWest contracts with West London CCG are the agreed block contracts
 The contract settlement reserve has been removed following the agreement of block contracts with the key providers
 The other acute budget includes a contribution from reserves of £4m towards the 14/15 contract settlement
 The other reserves include £860k acute non demographic reserve partially offset by £453k unidentified QIPP
It should be noted that some of the smaller out of area contracts have not yet been agreed. The budget figures are therefore
indicative and subject to change as contracts are signed.
Mental Health budget
The MH budget is shown in the table below. This is reconciled to the forecast outturn for 2013/14 so that planned movements in
expenditure can be seen.
Budget area
MH contracts:
CNWL
West London MH Trust
Other MH
Total MH expenditure
2013/14 FOT
£000s
Remove non
recurrent
items
£000s
40,984
1,488
18,710
61,182
(100)
(292)
347
(45)
2013/14
2014/15 Budget
recurrent FOT
(inc CQUINS)
£000s
£000s
40,884
1,196
19,057
61,137
39,710
1,171
22,194
63,075
Variance
QIPP included
in budget
£000s
£000s
(1,174)
(25)
3,137
1,938
(425)
0
(200)
(625)
The key movements between years for each contract are explained below.
 The CNWL contract with West London CCG has not yet been agreed, and the budget figures are expected to increase
 The other MH contracts increase by £2.8m, driven by cost pressures (including £0.6m increase in spot placements, £0.5m step
down of MH secure clients from NHSE, and £0.4m additional S117 clients and transition cases)
It should be noted that some contracts have not yet been agreed, including the CNWL contract. The budget figures are therefore
indicative and subject to change as contracts are signed.
Community budget
The community budget is shown in the table below. This is reconciled to the forecast outturn for 2013/14 so that planned
movements in expenditure can be seen.
Budget area
Community contracts:
CLCH
Other community
Total community expenditure
2013/14 FOT
£000s
Remove non
recurrent
items
£000s
35,567
7,115
42,682
(2,028)
(320)
(2,348)
2013/14
2014/15 Budget
recurrent FOT
(inc CQUINS)
£000s
£000s
33,539
6,794
40,333
33,940
10,299
44,240
Variance
QIPP included
in budget
£000s
£000s
401
3,505
3,906
(754)
1,710
956
The key movements between years for each contract are explained below.
 The CLCH contract with West London CCG increases by £0.4m in 2014/15; this is the agreed contract amount
 The other Community budget increases by £3.5m, driven by QIPP investments (£1.7m), the rollout of the Community
Cardiology service from QPP to K&C (£1m), and the rollout of the MSK service to QPP (£0.6m)
It should be noted that some contracts have not yet been agreed. The budget figures are therefore indicative and subject to
change as contracts are signed.
Other programme budgets
The other programme budgets are shown in the table below. This is reconciled to the forecast outturn for 2013/14 so that
planned movements in expenditure can be seen.
Budget area
Other programme budgets:
Continuing care
Primary care
Contingency
2% Headroom
Other
Total other programme budgets
2013/14 FOT
£000s
Remove non
recurrent
items
£000s
13,048
30,224
0
0
18,911
62,182
(8)
(663)
0
0
(10,775)
(11,446)
2013/14
2014/15 Budget
recurrent FOT
(inc CQUINS)
£000s
£000s
13,040
29,561
0
0
8,136
50,737
14,068
32,203
1,852
8,374
32,291
88,787
Variance
QIPP included
in budget
£000s
£000s
1,028
2,643
1,852
8,374
24,154
38,051
(300)
(950)
0
0
0
(1,250)
The key movements between years for each contract are explained below.
 The Continuing Care budget increases by £1.0m in 2014/15, driven by increased activity (including £0.6m physical disabilities) and
the Primary Care budget increases by £2.6m, driven by £2m investments in primary care
 There is a Contingency of 0.5% for 2014/15 and Headroom of 2.5%
 £34.0m increase in Other budgets including WL CCG investments and reserves for the North West London Financial Strategy.
Investments are discussed further on the following slides.
Reserves and investments
The budget includes the following reserves and investments:
Nature of budget
Reserves:
Contract settlement reserve
Overperformance reserve
Contingency
Total reserves
Investments:
Investment 14/15 - Primary Care
Investment 14/15 - Other
Investment 14/15 - QIPP
Total investments
NWL Financial Strategy
2% Headroom
Reserve for financial strategy
Total NWL Financial Strategy
Programme
area
Recurrent
value
£000s
Non recurrent
value
£000s
Acute
Acute
Other
0
860
1,852
2,712
0
0
0
0
Primary care
Reserves
2,000
2,190
1,810
6,000
0
8,822
0
8,822
6,436
6,436
8,374
11,845
20,219
2% Headroom
Reserves
The investment reserves set out above include the impact of the NWL financial strategy.
Further detail on the planned investments is set out on the next slide.
Investments
Investment plans identified to date for 14/15 total a maximum of £15.1m. These are summarised in the table below. Work is
continuing to refine the investment plans, to identify any overlaps between schemes, and to risk assess the schemes for slippage.
The CCG is in the process of reviewing and approving each proposal using prioritisation criteria including the funding
arrangements and the investment plan will be monitored throughout the year by the Investment Task Force.
Programme Name
Recurrent Plan
14/15 £
NonRecurrent
Plan 14/15 £
Total Plan
14/15 £
Children
125,000
49,000
174,000
Effective Organisation (incl corporate comms)
155,000
245,000
400,000
Public and Patient Engagement
523,500
430,000
953,500
2,822,353
1,400,000
4,222,353
1,000,050
1,000,050
982,787
162,000
1,144,787
Planned Care
1,324,000
716,000
2,040,000
Primary Care
2,100,000
2,096,000
4,196,000
PPF / Integrated Care
IT
Mental Health (inc Learning Disabilities)
Unplanned Care
Other
Total
-
-
130,000
130,000
421,000
450,000
871,000
8,453,640
6,678,050
15,131,690
Aside from the CCG investment pot, there are several other potential funding sources for these investments depending on
alignment with our strategic priorities. These include: BCF pump priming funds, PM Challenge Fund, NWL non-recurrent 2.5%
headroom fund (Part A of NWL Financial Strategy), and scheme slippage.
QIPP plan – 2014/15
Investment
(£000)
NET Savings
(£000)
Scheme type
GROSS
Savings
(£000)
The QIPP plan for the year is shown below. This has been reflected in budgets.
WL001
Acute services
£1,160
£0
£1,160
WL012
Mental Health (CNWL)
£425
£0
£425
WL021
Community services (CLCH)
£344
£0
£344
WL022
Specialist Housing Strategy for Older People: Care Services Procurement (SHSOP CSP)
£200
£0
£200
WL020
AQP TOP
£140
£0
£140
WL027
St Charles Hospital - financial efficiency through void space reduction
£260
£0
£260
WL028
Transforming Nursing and Care Home Contracting
£300
£0
£300
WL029
Small Contracts Efficiency
Scheme Code
Transactional
Productivity Total
Transformational (unscheduled)
£250
£0
£250
£3,079
£0
£3,079
WL007
Putting Patient First - Whole System Integrated Care
£4,129
£967
£3,162
WL003
CIS Early Discharge Service
£250
£50
£200
WL008
UCC/A & E
£450
£100
£350
Unscheduled total
£4,829 £1,117 £3,712
WL009
Referral Standardisation Scheme
£1,500
£500
£1,000
WL013
MSK Pathway
£250
£0
£250
WL014
Primary Care Children Hub
£100
£0
£100
WL015
Primary Care Prescribing
£800
£0
£800
£600
£200
£400
£3,250
£700
£2,550
£453
£0
£453
Transformational (planned care)
WL018
WL030
Planned Care Total
Unidentified QIPP
Risk Adjustment
Long Term Conditions
(Cardiology/Diabetes/ Respiratory)
Community Opthalmology Service
TBC
-£1,416
Grand Total
£11,158 £1,817 £8,378
Section 4 – Running Costs
26
Running costs
At a national level, the total running cost budget has been frozen for 2014/15, and then reduces by 10% in 2015/16. The link between
running costs and population has been maintained – this means that the total national running cost budget has been divided by the total
population to derive a new spend per head, reducing from £25 per head in 2013/14 to £24.73 in 2014/15 and £22.07 in 2015/16.
Running cost budgets are pooled across the collaboration. At the collaborative level, there is a small increase in the running cost budget for
2014/15 of £400k. For West London, there is a small increase of £188k.
Budgets for running costs are currently being finalised but will not exceed the total funding available. A high-level view of the budgets is set
out below, with some narrative about the key movements between 2013/14 forecast outturn and 2014/15. The table also shows an estimate
of the saving that will be required in 2015/16. Across the Collaborative the saving requirement is c. £250k and the West London share is
£59k.
20134/14
2014-15
Movement
FOT £'000
£'000
Budget
£'000
%
CCG Pay
1,581
77
5%
CCG Non-Pay
CSU charge
Collaborative recharge
934
2,817
370
(265)
(70)
177
-28%
-2.5%
48%
Less programme recharges
(101)
(25)
24%
Reserves
Savings
Total - Running costs
0
0
5,601
244
0
2015-16
Narrative
Movement
Includes FYE of post recruited late and budget for average 3%
1,658
50
increments.
668 Reduces due to non-recurrent spend taken out
(0)
2,746 Agreement to reduce cost by 5% in months 7 - 12
(211)
547 Charged in line with affordability
(111)
Increases in line with pay costs plus additional programme recharge
(125)
(4)
identified
244 Uncommitted reserve
(244)
0 Split based on allocation
(59)
5,738
Budget
£'000
%
3%
1,708
0%
-7.7%
-20%
668
2,535
436
3%
(129)
0
(59)
5,159
Section 5 – Conclusion and next steps
28
Conclusions

The budgets presented in this paper were originally agreed at the March governing body, and have been updated to reflect
agreed contracts and the North West London Financial Strategy

The CCG has a strong underlying position – by spending a large proportion of its reserves non recurrently it can protect itself
against medium term risk as funding levels are reduced

The main acute contracts with Imperial and ChelWest have been agreed as block contracts, thus removing much of the inyear risk around contracts.

The Governing body is asked to;

Approve the budgets
Next steps
The next steps are to:

Finalise contract negotiations with CNWL and the remaining out of area providers

Ensure all QIPP and investment plans are robust and move into implementation
Appendix 1 - assumptions
2014/15
Publ
2015/16
Publ
2016/17
1.8%
2017/18
1.7%
2018/19
1.7%
Contingency
-4.0%
-4.0%
2.6%
2.6%
1.7%
1.0%
2.2%
2.2%
1.0%
0.0%
0.6%
3.0%
2.0%
3.3%
3.0%
2.0%
1.0%
0.0%
0.5%
-4.0%
-4.0%
2.9%
2.9%
1.7%
1.0%
2.2%
2.2%
1.0%
0.0%
0.6%
3.0%
2.0%
3.3%
3.0%
2.0%
1.0%
0.0%
1.0%
-4.0%
-4.0%
4.4%
4.4%
1.7%
1.0%
2.2%
2.2%
1.0%
1.8%
0.6%
3.0%
2.0%
3.3%
3.0%
2.0%
1.0%
0.0%
1.0%
-4.0%
-4.0%
3.4%
3.4%
1.7%
1.0%
2.2%
2.2%
1.0%
1.7%
0.6%
3.0%
2.0%
3.3%
3.0%
2.0%
1.0%
0.0%
1.0%
-4.0%
-4.0%
3.3%
3.3%
1.7%
1.0%
2.2%
2.2%
1.0%
1.7%
0.6%
3.0%
2.0%
3.3%
3.0%
2.0%
1.0%
0.0%
1.0%
Non-Recurrent Headroom
2.5%
2.0%
2.0%
2.0%
2.0%
2.5%
2.5%
2.5%
2.5%
2.5%
Allocation Growth
Gross Provider Efficiency
Provider Inflation
Demographic Growth
Non-Demographic Growth
CQUIN
Allocation Growth
Acute
Non acute
Acute
Non acute
Prescribing
Primary care
Mental health
Community
Corporate
Allocation Growth
Yes
Acute
CHC
Prescribing
Primary care
Mental health
Community
Non acute
Yes