Rotherham Clinical Commissioning Group Annual General Meeting 2017-18 Sue C – general housekeeping Toilets Tea and coffee Emergency exits Fire alarm – will check on morning Your life, Your health

Overview and Housekeeping Welcome, introductions and ‘housekeeping’ Reports Chief Officer’s Report Finance Report Health & Wellbeing Board Report Ask the Panel Fire alarms Phones off, Questions at end

Annual Report and Accounts Can be found on our website at: http://www.rotherhamccg.nhs.uk/annual-report.htm   There are some paper copies available, paper copies can also be sent out on request The report and accounts have been approved by auditors and at an extraordinary GB meeting

Words from Rotherham Clinical Commissioning Group Chair, Dr Richard Cullen

The responsibilities of Rotherham CCG Hospital Services Community Services Mental Health Services Ambulance Services GP Out of Hours Services GP Services

Strategic Clinical Executive   Dr Richard Cullen RCCG Chair IT & Engagement Dr Jason Page RCCG Vice-Chair Children’s Continuing Healthcare Cancer Finance & Governance Dr Anand Barmade Secondary Care Contracting Dr Phil Birks Clinical Referrals Management Committee Dr Russell Brynes Mental Health and LD Locality Working Dr David Clitherow Urgent Care Care Co-ordination Centre Respiratory Additional GP on Governing Body Dr Avanthi Gunasekera Primary Care End of Life Care Dr Sophie Holden Medicines Management     Dr Sophie Holden Medicines Management

NHS Rotherham CCG Annual General Meeting 2017-18 Chris Edwards Chief Officer

Urgent and Emergency Centre opened 6th July 2017

Challenges in 2017-18 A&E waiting times experienced in Rotherham. The A&E standard of 95% hasn’t been met during the year, with performance at 85%, January year to date

Challenges in 2017-18 Cancer waits The CCG has seen variable performance against the 62 day standard for patients to be treated following GP referral. A clear improvement action plan is now in place to drive improvement on key cancer targets in 2018/19.  

Successes in 2017-18 Referral to treatment 18 week standard. A key constitutional standard that has been achieved consistently throughout the year. Performance against the 92% standard was 94.9% in December 2017

Successes in 2017-18 Improving Access to Psychological Therapies (IAPT) waiting times. In 2017/18 this standard was challenged and the CCG, provider and other partners worked with the intensive support team to address this. This standard has performed well in 2017/18. December (year to date) 89.6% of patients waited 6 weeks or less from referral to starting IAPT treatment.

Successes in 2017-18 Electronic referral system bookings. Part of the IAF, it is a key standard for the CCG to support patient choice of provider. The standard is 80% of GP referrals to first outpatients booked using E-Referrals. The CCG has been working closely with practice colleagues and is currently achieving 85.8% (November 2017)

Successes in 2017-18 Diagnosis rates for people with dementia. Forming part of the CCG IAF, the estimated diagnosis rate target is 66.7%. The CCG consistently achieves above this with a rate of 81.2% In December 2017

Successes in 2017-18 Delayed transfers of care (DTOCs) have been a challenging agenda during 2017/18. Earlier in the year, we saw delays in up to 6% of occupied bed days. All partners including the local authority, worked to address this, resulting in a significant improvement. We have continued to meet the standard of under 3.5% since November 2017.

NHS Rotherham CCG Annual General Meeting 2017-18 Finance Report Wendy Allott Chief Finance Officer

2017-18 successes - Business Rules achieved Deliver a minimum 1% surplus Plan to spend 0.5% of our allocation non recurrently, but hold aside as a national risk reserve Limit CCG running costs (eg staff and premises) to the equivalent of £21 per head of population Agree a joint plan with the council to continue to deliver the requirements of the Better Care Fund Continue to increase investment in mental health services Pay at least 95% of non-NHS trade creditors within 30 days. Business Rules’ A set of rules that Rotherham CCG has to undertake All achieved in 2017-18 Running costs target £21.91 (was £22.09) = 0.7% reduction. Based on population of 251,000 (registered popn is 262k)

So how did we spend £398m 1.5 million appointments at 31 GP Practices Over half a million contacts in the community 6.2 million items dispensed from pharmacies 125,000 contacts with mental health & learning disability services 15,000 contacts with voluntary sector services (like the hospice) 1,150 people received continuing healthcare support 103,000 attendances at A&E and walk in centres (not just Rotherham) 265,000 outpatient attendances 77,000 patients admitted and treated in hospital Over 2.4 million diagnostic tests carried out 124,000 ambulance and patient transport journeys

Looking ahead 2018-19 Plan  

Planning Guidance – STP and Place Plans

Rotherham ICP Partners

ICP Place Board

Rotherham Health and Wellbeing Board & Strategy 2018-25

Health and Wellbeing Board Statutory board since 2011 – sub-committee of the council Includes statutory members, plus providers on the Rotherham board Duty to prepare Joint Strategic Needs Assessment (JSNA) and local Health and Wellbeing Strategy Duty to encourage integrated working between health and social care commissioners Provides a high-level assurance role; holding partners to account for delivery Board members include: Council, CCG, Healthwatch, Police, VAR, RDaSH, RFT, NHS England

Refreshing the 2015 Health and Wellbeing Strategy Changing direction of health and social care system by Government… Need to ensure local strategy remained fit for purpose and strengthens board’s role in: Setting the overarching vision for Rotherham Ensuring effective joint working Providing high level assurance that things are working influencing commissioning across the health and social care system, and in relation to wider determinants of health Reducing health inequalities Promoting a greater focus on prevention

Health and Wellbeing Strategy Principles Reduce health inequalities Prevent physical and mental ill-health Promote resilience and independence Integrate commissioning of services Ensure pathways are robust Provide accessible services

Rotherham Health and Wellbeing Strategy 2018 – 2025 Sets strategic vision for the HWbB – not everything all partners do, but what partners can do better together Includes 4 strategic ‘aims’ – shared by all HWbB partners… Which the Integrated Care Partnership Place Plan priorities are now aligned to Also need to note that the Place Plan will not deliver all of the strategy – but the elements that are related to integrating health and social care, the other mechanisms need to be considered by the board.

Rotherham Health & Wellbeing Board How the Rotherham Health and Wellbeing Strategy and Integrated Health and Social Care Place Plan will align Rotherham Health & Wellbeing Board Sets Strategic Vision and Priorities Rotherham Together Partnership Safer Rotherham Partnership Business Growth Board Children & Young Peoples Partnership Building Stronger Communities Forum Rotherham IH&SC Place Board Assures Delivery of Strategic Vision and Priorities Rotherham IH&SC Place Delivery Team Enablers: IT, IG, Finance/ BCF, Estates, Communication Operational Delivery of IH&SC Place Plan To note – the 5 transformational workstreams, will be taken forward through 3 Transformational Groups: Children and Young People Urgent Care and Community Mental Health and Learning Disabilities Primary care underpins all Transformation Workstreams Children & Young People Transformation Urgent Care Transformation Learning Disability Transformation Community & Locality Transformation Mental Health Transformation

Strategic aims Aim 1. All children get the best start in life and go on to achieve their potential Aim 2. All Rotherham people enjoy the best possible mental health and wellbeing and have a good quality of life Aim 3. All Rotherham people live well for longer Aim 4. All Rotherham people live in healthy, safe and resilient communities

Questions to panel