Introduction to the Annual Report and Accounts for 2015/16

1. Introduction to the Annual Report and Accounts for 2015/16 David Gallagher Chief Officer

2. Our vision Better Health for Sunderland • Transforming out of hospital care (through integration and 7 day working) • Transforming in hospital care, and particularly urgent and emergency care (7 day working) • Enabling self care and sustainability

3. Health challenges of our population • Health which is generally worse than the rest of England • Large increases in the elderly population, particularly the very elderly Excess deaths, particularly from heart disease, cancer and respiratory problems Over-reliance on hospital care Disintegrated health service Health inequalities across the city

4. Building blocks… the CCG Better Health for Sunderland Sustainability Delivery Urgent care centres, most constitutional targets, C.difficle, potential years of life lost, improved friend and family test ,improved access to psychological services, progress with transformational changes, financial plan, Hopewood Park Hospital, Roker & Mowbray Units, RAID Ambitious & Realistic Plans H&WB strategy, Better Care Fund, 5 Year Plan, underpinning financial plan, operational plan, organisational development plan , vanguard (out of hospital, urgent care) Good Organisation, Good People Investors in People, staff survey, unqualified value for money statement, headquarters, commissioning Support, co-commissioning, financial stability, partnerships, governance , engaged practices, clinical leadership

5. Commissioning priorities for 15/16 Improve mental health and mental wellness Raise expectation of being healthy for all individuals, families and communities Promote health-seeking behaviours, increase active living Commission excellent services for cancer, COPD, cardiovascular disease Reduce alcohol consumption and increase treatment services for those with problem drinking Address the impact of tobacco, reduce smoking prevalence

6. Transformational changes Out of hospital care – multi-speciality community provider model of care (‘vanguard’) Improved options for patients to live with support in the community: Recovery at Home service – rapid response/ 24/7 Community integrated teams – number of teams working together to provide care in coordinated, planned and proactive way

7. Transformational changes Targeted support to improve quality of care for people in care homes Mobilisation of new musculoskeletal services Improved services for people with brain injuries – in partnership with Newcastle Gateshead CCG Improving outcomes for children - childhood illness app and booklet developed by the Washington locality - ‘clinical team of the year for paediatrics’

8. Transformational changes Whole system transformation of mental health provision – ‘mental health commissioner of the year’ – recognition of collaborative commissioning and whole system transformation Commissioning strategy for general practice – engagement with member practices, patient and the public Development of a new breast-care service model – robust engagement with service users to develop new service specification

9. Some other achievements ‘Transforming Participation’ – benchmarking, refreshed PPI strategy Finance team of the year award – joint with the CCG and Sunderland City Council Best newcomer award for Investor in People awards – organisational approach Significant improvement in A&E performance Better Care Fund – strong links with the Council Assurance ratings from NHS England – good and outstanding

10. Performance headlines 2015/16

11. Improvements in health outcomes Reduction in the number of delayed transfers of care from hospital per 100,000 Significant improvement in the diagnosis rate for dementia Increased number of emergency health care plans in primary care Fewer people waiting more than 6 weeks from referral to treatment in mental health Continued improved access to psychological services Increased number of patients seen within 2 weeks of urgent referral for suspected cancer

12. Plan on a Page 2014/15 – 2018/19 (Revised for 2015/16)

13. Challenges ahead Sustainability and transformation plans – new footprint for Sunderland and South Tyneside acute services Changes to the national funding formula – 18.6% ‘over-funded’ – approx £45m Pace of change – real term cuts, efficiency savings of around £60m over next 5 years Balanced with an ageing population and reducing health inequalities…...a big task ahead!

14. Review of Financial Performance 2015/16 Tarryn Lake Head of Finance

15. Key message For the year ended 31 March 2016, NHS Sunderland CCG delivered all of its statutory financial duties.

16. Financial delivery in 2015/16 Achievement against statutory duties: • Additional business rules achievement: • 1% of programme allocation (£4,333k) spent non recurrently • 0.5% of total allocation held as contingency to manage risks (£2,335k)

17. Headline results Expenditure not to exceed income Expenditure of £495,459k ( budget of £514,113k) £18,654k cumulative surplus Cumulative surplus reduced by £465k on previous year

18. Delegated GP Budgets 2015/16 Member practices in Sunderland approved the CCG taking on delegated commissioning responsibilities from NHS England from April 1 2015.

19. External audit opinion External audit issued positive opinions for 2015/16: unqualified opinion on the financial statements of the CCG “Based upon our overall assessment and reality check there are no matters arising from our VFM work we need to report” “We would highlight the continued excellent quality of working papers and the full co-operation of management”…..Mazars, June 2016

20. Copies of the annual report and accounts for 2015/16 can be accessed via the publications section of our website: www.sunderlandccg.nhs.uk

21. Financial Plans for 2016/17

22. Thank you… Any questions for the governing body?