1. Annual General Meeting
25 July 2018

2. Welcome

3. Agenda - 25 July 2018 2.30pm Arrival and The future 3.30pm
refreshments
3.00pm Welcome to the AGM Dr Helen Hibbs,
Accountable Officer
3.05pm Our CCG year
Dr Helen Hibbs,
3.15pm Our CCG finances Tony Gallagher, Chief Finance Officer
3.25pm Digital and estates Mike Hastings, Director of Operations
The future pm
Steven Marshall, Director of Strategy and Transformation
Sharing our success pm
Dr Helen Hibbs,
Accountable Officer
Questions & Answers pm
to the CCG Team
Afternoon tea pm
Celebrating NHS70
Thank you and close pm

4. Housekeeping
#wccg-agm18

5. Our CCG Year: Dr Helen Hibbs Accountable Officer

6. Who we are
We are responsible for commissioning (buying) health services to meet the health needs of the local population.
In addition, we monitor, evaluate and manage the performance of those services, ensuring they are safe and clinically/cost effective.
The CCG in numbers
GP practices in 4 groups
£406m Annual budget
circa 270,000 Registered patients

7. What we commission now We commission (or buy) on your behalf:
Hospital services
Mental health services
Community services
GP services
We don’t commission:
Pharmacists
Dentists
Specialist services (e.g. heart and lung transplants)
Public health (e.g. screening, family planning, drug and alcohol support)

8. Reflections on 2017-18 “Right care, right place, right time”
‘Outstanding’ rated organisation three years in a row – one of only three in the country
Financially stable organisation
Demonstrated a strong, stable and robust leadership
Reputation increasing all the time
Assumed full responsibility of Primary Care Services
Increasing collaborative working with all our partners in Wolverhampton and wider to develop place-based commissioning
Increasing collaborative working with all of our partners across the Black Country
Active partner of the Birmingham and Black Country STP – leading on the mental health workstream

9. Timeline 2017-18 Have your say – Commissioning Intentions events
Assumed full responsibility for commissioning of Primary Care Services
April 2017
Awarded Green Star Status
Outstanding
July 2017
June 2017
Primary Care
Counselling pilot begins
Wolves in Wolves
Perinatal Mental Health work begins across the STP

10. Timeline 2017-18 Winter campaign – Stay well
Promotion of GP extended hours begins
September 2017
December
2017
November 2017
Start of winter campaign – Flu vaccination

11. Timeline 2017-18 End of year targets all met
New Models of Primary Care finalised
January 2018
March 2018
Care Navigation training for Primary Care staff begins
Promotion of GP extended hours continues….

12. Our CCG finances: Tony Gallagher Chief Finance Officer

13. Achievement of financial targets

14. Operating Cost Statement and Financial Balance

15. Service £ per person 710 132 172 50 188 124 24 19 1,419 Acute
Mental health
132
Community
172
CC/FNC 50
Prescribing
188
Primary care
124
Other 24
Running Costs 19
Total per person
1,419

16. Facts and Figures 278,000 patients registered with our GPs
£46.8m spent on prescriptions. Over 5.65m prescription items issued – that’s 20 for every person in Wolverhampton (16/17 was 21)!
£7.8m spent on continuing care with an average of 181 people receiving care at any one time (£800k more than 2016/17 and 20 people fewer at any one time)
92,111 visits to A&E by Wolverhampton patients (the same as 16/17) and 38,000 attendances at the Urgent Care Centre, RWT
CHC - 30 more than last year for slightly less spend
Replaced 305 hips, 397 knees (50 more than 16/17) and funded 1,704 cataract operations (304 more than 16/17).

17. Areas of Investment Rapid Intervention Nursing Team
New Community focussed MSK service
Transforming Services with RWT
GP Hubs including extended access for weekends and Bank Holidays
Introduced Primary Care Mental Health service
GP Premises, IT and online consultations
Mobile devices and Practice Wifi
Development of Shared Care record
Working closer with the Voluntary sector

18. Areas of Savings
Improved Prescribing practice supported by Pharmacists
Estates rationalisation
Outpatient demand management
Reduction in Emergency admissions
Procedures of Limited Clinical Value

19. Looking forward Challenging: How will we approach this?
Budget over time £
2017/ / / /21
£412.1m
£402.7m
£391.0m
Challenging:
National funding
pressures
Financial pressures on
provider sector
(primary and secondary)
Increasing demand
Financial pressures of Partners e.g. City of Wolverhampton Council
Ageing population
How will we approach this?
Achieving best value from every penny we spend
Implementing New Models of Care
Sustainability Transformational Plan (STP)
£431.6m
£431.6m

20. Digital and estates: Mike Hastings

21. Digital and estates
GP Premises and IT improvements: £1.6m Spent on improving Primary Care Estate and IT
Estates
One practice has completed re-development of current premises, further two are underway
Three practices have allocated funding and proposed developments are scheduled for Q3 2018
Evaluation of Bilston Health Centre to identify efficiencies
Work with partners on modelling for locality provision IT
Auto-Arrival solution – supporting practice patient flows and efficiency
EMIS Remote Consultation and Community Module supporting integrated working
Development of Shared Care Record
Mobile Devices and Practice Wi-Fi
Capital for Wi-Fi implementation
EMIS mobile solution – Supporting care in the community

22. The future: Steven Marshall

23. Wolverhampton Total Health Wolverhampton Care Collaborative
New Models of Care
All practices are clustered into groupings:
(Primary Care Home 1)
Wolverhampton Total Health
9 Practices 72k list size
(Primary Care Home 2)
Wolverhampton Care Collaborative
9 Practices 67k list size
Unity
(Medical chambers)
16 Practices 95k list size
VI Practices
(Vertical Integration Practices)
8 Practices 56k list size

24. New Models of Care
All practices have access to the CCG commissioned Community support teams:
MDTs
Shared Care MSK
Community Matrons
Rapid Intervention team
Rapid Intervention team Home visiting service
Primary Care in Care Homes
EoL pathways
D2A & Home first
9 Practices
72k list size
Primary Care Home 1
67k list size
Primary Care Home 2
‘Unity’ (Medical chambers model)
16 Practices
95k list size
‘VI’ Practices
8 Practices*
56k list size
Frailty and ACSC Hub
Frailty Clinics
Frail Elderly
Multiple LTCs
EoL
Cancer
Children
Enduring MH
COPD
CVD
Heart Failure
Diabetes
Alcohol Abuse

25. New Models of Care Improved access to GP services
Improved care co-ordination – faster and easier access to appropriate resources in the right place at the right time
Improved health outcomes for patients in care home setting
Continuity of care in the community whereby care can be provided closer to home
Continue to increase investment in primary care
Stronger relationship between GP primary care and community services
Additional investment in community services.

26. The Wolverhampton ‘Place’
Medicines Management
GP Primary Care Services
Community Services
Acute Services – Non-Elective & Elective
Mental Health
Social Care
Public Health and the Third Sector
Partnership model – clinicians work together and share resources to address the challenges faced in primary care
Primary care working alongside secondary care - collaboration between GPs, acute trusts and local authorities.

27. Sharing our success: Helen Hibbs

28. Outstanding rating

29. Outstanding rating

30. How we achieved our rating
Better health
Clinical indicators
Better care
Managing providers
Sustainability
Finance and Patient Choice
Leadership
The CCG

31. Going forward Maintain Outstanding performance
Take a leading role on collaboration across the Black Country
Work with the City of Wolverhampton Council and The Royal Wolverhampton NHS Trust to improve local healthcare provision
Work with our Mental Health providers to ensure our patients have the best services
Maintain financial stability
Continually improve upon quality standards

32. Questions & Answers: CCG Team

33. Afternoon tea and networking

34. Close: Thank you
Evaluation form