Welcome to our

1. Welcome to our Annual General Meeting

2. Housekeeping Museum • Fire procedure Mobile phones • Toilets Photographer Travel and car parking • Wifi code

3. Dance Action Zone Leeds (DAZL) No smoking dance

4. Welcome Philip Lewer Chair

5. Welcome to our AGM • Thank you for joining us • Thank you to DAZL for opening our first AGM • Today’s agenda: • Overview of achievements and progress in 2013/14 • The CCG’s finances in 2013/14 • Looking ahead – plans for the future • Improving Lives in South and East Leeds • Two open question and answer sessions • Networking over refreshments • Governing Body meeting will start at 3.15pm

6. Introductions Dr Andy Harris, Clinical Chief Officer Mark Bradley, Chief Finance Officer Dr Thomas Gibbs, GP Non Executive Director

7. Review of the year 2013-2014 Dr Andy Harris Clinical Chief Officer

8. Background • As at 1 April 2013, the clinical commissioning group was licensed with conditions as follows: • The CCG must have a clear and credible integrated plan that meets authorisation requirements. • The CCG must have a plan/s that clearly demonstrates where and how the CCG is working with other CCGs to meet QIPP, and can demonstrate stakeholder awareness and understanding of CCG priorities. • The conditions were subsequently removed on 22 July 2013 following review by NHS England.

9. Our Values Collaboration Improving lives Innovation and Improvement Leadership Transparency Quality

10. Annual Report and Accounts 2013/14 • Annual Report & Accounts 2013/14 gives balanced and fair view of progress and performance, including: • Discharge of statutory duties • Progress against strategic aims • Working with others • Being a good employer • Governance statement – stewardship of the organisation • Achievements within challenging financial environment • Assured by NHS England

11. Annual Governance Statement The system of internal control has been developing and strengthening throughout our first year. The Head of Internal Audit Opinion states the CCG can take "significant assurance“ from its system of internal control. Sets out continuous improvement with development of new approach to governance with creation of Quality Committee; Finance, Activity & Performance; and Audit and Governance Committees from April 2014. External audit reviewed and confirmed Governance Statement reflects the CCGs operations and risk management arrangements.

12. Annual Accounts 2013/14 Mark Bradley Chief Finance Officer

13. Where did we begin? • Programme Allocation of £348m • Running Cost allocation of £6m • Had inherited a balanced baseline financial position from NHS Leeds Primary Care Trust • CCG entered 2013/14 with significant uncertainty regarding its financial allocation and its commissioning responsibilities • Specialised commissioning • 3 CCGs and ensuring allocation correctly reflected CCG footprint

14. How did we spend our money?

15. Financial Duties • The CCG achieved all its financial duties in 2013/14

16. Annual Accounts 2013/14 • KPMG act as the External Auditors of the CCG. They concluded: • Unqualified opinion of the CCGs 2013/14 financial statements • No matters arising from Use of Resources review meaning CCG has adequate arrangements in place to secure economy, efficiency and effectiveness in its Use of Resources • Unqualified Group Audit Assurance Certificate to the National Audit Office regarding Whole of Government Accounting with no exceptions • Accounting policies, estimates and financial statements been used and prepared in line with NHS England Annual Reporting Guidance • KPMG commented on the high quality working papers provided by the finance team which enabled the audit to progress smoothly

17. Full set of Accounts 2013/14 • A full set of Accounts for 2013/2014 is available within the Annual Report here at the AGM, or on the CCG website: http://www.leedssouthandeastccg.nhs.uk/About-us/Our-organisation/annual-report.htm • or by contacting us on 0113 843 1600

18. Financial outlook • Entering 2014/15 in good financial position but with significant risks on the horizon in the coming years • Funding Allocation resulting in minimal growth • 10% actual cash reduction in running costs • QIPP Challenge for the CCG and health and social care economy • Better Care Fund • Co-Commissioning

19. Your Guide to NHS Leeds South and East CCG Dr. Andy Harris

20. The CCG 2-Year Operational Plan Dr Andy Harris

21. These are some of the things we already know about people who live in our area:

22. And these are some of the health needs of people who live in our area:

23. NHS Leeds South and East CCG Plan on a Page 2014-15-16 Our vision, values and aims

24. We want to make sure that people in our area are able to live long and healthy lives now and in the future and our plans set out how we will do that. Over the next two years we will…

25. 1. Improve the health of the whole population and reduce inequalities in our communities • Help more people to stop smoking • Reduce alcohol-related harm • Support people with dementia • Diagnose and treat cancer earlier • Support people who have breathing conditions • Some examples of how we are investing to achieve these aims are: • Actively promoting Cancer Screening services with local media advertising, GP support and patient education in local communities • Enhanced Addiction Support Service to support more local people • Trialing new ways to support people to Cut Down to Quit smoking • More Pulmonary Rehabilitation Sessions and Community Servicesto • get home and stay home, out of hospital, with specialist support

26. 2. Secure continuous improvement in the quality and safety of all services commissioned for our population • Helping keep you safe • Implementing 7 Day Services • Instilling quality improvement in everything we do • Some examples of how we are investing to achieve these aims are: • Ensuring the continued Safeguarding of Children and Adults at risk • Ensuring our provider organisations meet essential national and locally agreed quality and safety standards • Supporting our services to work 7 days a week • Listening and learning from the experiences and needs of our patients and carers through the GP Yellow Card system • Working with our GP member practices to reduce waste in medicines • Implementation of continuous learning from the outcomes of the • Francis Report

27. 3. Make sure that patient, public and carer voices are at the centre of our healthcare services from planning to delivery • Involving people in planning services • Help people to manage their own health • Some examples of how we are investing to achieve these aims are: • Involving people in our decisions about the investments we make • Involving young people in re-designing Child and Adolescent Mental Health services • Investing in services which support local people to improve their health and wellbeing • Working with a range of partners including third sector and housing organisations to explore ways of working together to reduce loneliness and social isolation in people of all ages • Implementing joint care planning between patients and their doctors/nurses in General Practice, to support patients with long term conditions to take charge of their own lives

28. 4. Deliver continuous improvement in health and social care systems within available resources • Develop more joined up services between health and social care • Give children the best start in life • Improve end of life care • Provide quicker access to mental health services • Some examples of how we are investing to achieve these aims are: • More community intermediate care beds that support recovery and rehabilitation out of hospital • GPs, Elderly Care Specialists, Community Nurses, Therapists and Social Workers all working together in integrated community teams • More support for carers in local communities • More support and training for community doctors and nurses, and in care homes to deliver high quality End of Life Care • Investing in accessible psychological therapies available locally • Re-designing crucial city-wide services to deliver significant service • improvements e.g. maternity services

29. 5. Develop and maintain a healthy organisation to underpin the effective delivery of our strategy • Listen to our stakeholders and staff • Learn and develop as an organisation to deliver the best for our population • Some examples of how we are investing to achieve these aims are: • Delivering innovative and evidence-based health services • Developing our staff • Implementing a programme of organisation wide improvement to become an excellent and leading CCG • Listening to our stakeholders, staff and patients and the public in order to influence every aspect of our work • Working with partners to reduce our collective environmental impact and increase social value throughout service delivery • Ensuring effective governance of our organisation

30. Questions and answers

31. Improving lives in Leeds South and East Dr Andy Harris

32. Local marketing to increase uptake of Bowel Cancer Screening Campaign Awareness – Your Poo Can Save You

33. Living with Chronic Obstructive Pulmonary Disease (COPD) Introducing Tony Hague

34. Working together Dr Thomas Gibbs GP Non-Executive Director

35. What is a members organisation? • CCG created for and by the 43 member GP practices • Member practices provide key personnel within CCG • Clinical Chief Officer • Clinical leads for each clinical workstream • Executive and Non-executive GPs on the Governing Body

36. Influence • Why is it important that we are involved? • Our patients • Our workload • Our future

37. Survey results • Survey of our member practices • 90% felt that they had a good working relationship with the CCG • 85% felt their views had been listened to by the CCG • 80% felt that there was member participation in decision making in the CCG

38. CCG role in supporting primary care • Primary care is increasingly being asked to do more • As a members organisation, the CCG has been: • Helping practices to improve quality • Helping practices develop • Helping practices work together • All of these will help us care for our patients

39. Practice engagement • Formal Council of members meeting every 6 months • Yesterday • Questions and answers for the executive • Meetings every 2 months • Discuss commissioning/strategy • Peer review work to improve quality • Network and influence

40. So why is the membership important? • As GPs, we have a unique insight into the needs of our patients • As GPs, we often have a career long relationship with our community • NHS Leeds South and East CCG can use this knowledge, experience and commitment to benefit the population of South and East Leeds

41. Questions and answers

42. Closing remarks Philip Lewer, Chair

43. Getting involved

44. Thank you for coming and sharing our first AGM with us. Please stay for refreshments and our Governing Body meeting at 3.15pm.

45. Our next Governing Body meeting is on 27 November. For more information visit www.leedssouthandeastccg.nhs.uk