1. Pam Hobbs Chief Finance Officer

2. 2014/15 Finances Financial Overview Revenue allocation of £222.7m + £2.4m income from other organisations e.g. hosting services, prescriptions, and from pooled funds = £225.1m 2014/15 closing distance from target allocation = -3.33% (£7.4m) Expenditure £227.9m – Split into two categories  Programme which comprises cost of care from providers - £222.5m  Running costs – CCG costs of commissioning – £5.4m Overspend of £2.76m QIPP Savings required in 2014/15 considerable plan of £11.93m achieved with other recovery action £8.15m

3. 2014/15 Finances Financial Duties overview – How did we do? To ensure that the CCG stayed within the resources allocated to it. - but overspend of £2.76m  Consequences - S19 issued by External Auditors relating to deficit  Reduction from CCG allocated resources in 2015/16 to repay the deficit To ensure the CCG running costs do not exceed the allowance – duty met To manage the CCG cash to meet the draw down requirements – duty met To pay 95% of our bills promptly (within 30 days) actual c98% – duty met

4. Spending by care setting net £225.5m (£227.9m expenditure and £2.4m income)

5. How did we spend the resources? Responsible for NHS care for our population across UK (excluding specialised services, contracts with GP’s pharmacists, dentists and optometrists, immunisations NHS and independent sector hospitals, care in community setting, prescriptions, nursing homes, ambulance services, Out of hours etc, Also responsible GP IT Pooled budgets with Local Authority Money follows patients – NHS contracts, activity and much tariff based (price tag) New/improved services – Including CAMHS waiting times, chronic fatigue service, extension to psychiatric liaison in A&E and community geriatrician

6. What did we get for our resources Activity for our population Activity for 14/15 Planned Admissions to hospital 30,000 First Outpatient appointments98,000 Follow up Outpatient appointments224,000 Emergency admissions21,000 A & E attendances46,000 Items prescribed to patients (prescriptions)3,648,000 Continuing care clients1,500 Mental Health Community support (contacts)46,000 Community Mental Health inpatient care (Bed Days)18,000 Community Nurse teams (District Nurses/Specialist Nurses)91,000 Community Outpatients number of attendances10,000 Ambulance Journeys23,000 111 Services58,000

7. Looking ahead – 2015/16 Increasing challenging financial position across system Need to look at “whole resource available” deliver value from every £1 Integrated working – Better Care Fund Transformation key – CCG in good place to deliver this Encourage healthy population - not ill health service