1. Welcome to our Annual General Meeting 2016-17 28 September 2017

2. Welcome to our AGM Programme for the afternoon
Welcome and housekeeping
Introductions to NEW Devon CCG AGM
17.30pm
Review of – video
17.35pm
Presenting the highlights of the annual report 2016/17
17.45pm
Presenting the annual accounts 2016/17
18.00pm
Ask the CCG
18.15pm
Close
18.30pm

3. NHS Northern, Eastern and Western Devon CCG
Population: 900,000
Budget: £1.1 billion
Membership: 116 GP practices
Vision Healthy people living healthy lives, in healthy communities
Locality
Number of member practices
In the past 12 months the following practices have merged / federated.
Northern 20
Beech House surgery merged with Hatherleigh in the Eastern Locality
Warwick & Waterside practices merged to form Coombe costal
Eastern 49
Western 47
Lifton Surgery merged with Tavyside
St Levan Surgery  Merged with Adelaide Road surgery

4. Vision : what do we want for our population ?
Our shared vision is to deliver health and care services that:
Meet people’s needs
Enable people to live well in their communities
Encourage people to improve their health and wellbeing
Get the best out of modern technologies and address inequalities.
We want to empower people to take greater responsibility for their own health, and make sure we have the right services in place to support them with this

5. Our role

6. Our priorities for 2016/17 Health and Wellbeing of our population
85% of national indicators delivered
Case for Change – taking the next steps
New Model of Care development – shift towards proactive , integrated care focussed on community settings
Involvement of patients and public towards the commissioning of high quality, effective and safe services
Public Consultation – Your Future Care
Public Engagement – Acute Services Review
Patient & Public Engagement Committee assurance
Continue to meet our NHS Assurance requirements (which include NHS Constitution performance targets)
Directions under the Health and Social Care Act
Financial Sustainability– Success Regime bringing collaborative approach across Devon
Stronger Governance and leadership
Collaborate with our partner organisations
Devon Sustainability & Transformation Plan (STP)
Collaborative working with provider organisations and Local Authorities
Closer working with South Devon and Torbay CCG
A safe and efficient urgent care system
Integrated Urgent Care (IUC) – NHS111 & GP OOH, focus on A & E performance

7. Highlights and achievements
Spoke to 2,000+ people as part of our ‘Your Future Care’ consultation. More care and support will be provided in people’s homes and communities
Work began on turning Budleigh Salterton Hospital into a health and wellbeing hub
Publication of our sustainability and transformation plan for Devon
Acute services review – 100+ clinicians concluded that A&E, emergency stroke services and maternity services should continue to be provided at our four acute hospitals– subject to further assessment
Innovative, free diabetes education service launched
New out-of-hours GP service and 111 helpline went live
£2 million extra support for pregnant women and mums with mental illness
Increased amount spent on care and support for elderly/vulnerable people
New non-emergency transport service launched

8. Our Focus for 17/18
Continuing to tackle our challenges as a whole system and deliver real transformational change in line with a Sustainability and Transformation Partnership (STP)
Development of single “strategic” commissioning function for Devon led by a single chief officer
Develop place-based delivery systems
Support staff as the key enablers to deliver these changes
Thank you to everyone for their continued commitment and hard work.

9. NEW Devon CCG 2016/17 Financial Plan and accounts
In 2016/17, the CCG continued to focus its financial plan on recovery
The CCG reported a in-year deficit of £42m and delivery of the wider STP financial plan

10. Financial performance 2016/17
Target (£000’s)
Actual (£000’s)
Difference (£’000) %
Capital resource use  
  1,260
 1,260
  0
  0.0
Running Costs
 19,432
 17,930
 -1,502  

11. Auditors Findings 2016/17 Accounts
Financial statements opinion:
Unqualified - statements give a true and fair view
Regularity Opinion :
CCG exceeded its resource limit therefore a qualified regularity opinion
Value for Money Opinion:
Except for the deficit position the CCG has put in place proper arrangements to secure economy ,efficiency and effectiveness for year ended 31 March 2017.
No Material Recommendations

12. What is the system trying to achieve
Seeking agreement for system wide control total Delivered through - One System, One Plan
Benefit of combined synergy – collective resource
Suspend PBR and transactional nature of contracting – block for three years plus
Sustainable platform for STP and future plans
Well-placed to adopt same aims and principles supported by single control total

13. What are we trying to achieve?
One System, One Plan
We are creating a set of structures, process and behaviours to underpin the connected delivery of a single system plan covering the Devon Health Economy
Maximise the utilisation and motivation of the people working within the health and wellbeing community
Create a single delivery plan for the health and wellbeing community.
Deliver safe, effective, caring, responsive and well-led services across the whole of the system.
Adopt a single system financial control total and apply our shared resources in the most effective and efficient way
Utilise our assets such as land, buildings and information technology in an integrated manner
One Plan
One Standard
One Budget
One Workforce
One Infrastructure
One System, One Plan 13

14. Values of system working
We have and will improve the system deficit by:
Our effective relationships which support sustainable delivery
Generating a standardised system wide service model for population of Northern, Eastern and Western Devon
A platform for delivery of the transformational change needed at scale and pace over the next five years, embodying the aims and objectives of the Success Regime
Moving away from ‘passing the parcel’ and allowing the cost reduction to be taken out of the system
‘One System, One Plan’
Exchanging risk for certainty
If not working as a system, the overall position would be c£50m worse in 2016/17

15. Ask the CCG
Any questions?

16. Closing remarks
Thank you