Annual General Meeting

1. Annual General Meeting 15 September 2016

2. Welcome! • Who we are • A review of our year • Financial position • Summary of performance • Public questions

3. Presented by our Chair Who we are

4. Chair of the CCG • Dr David Crichton • GP at Bentley Surgery • Elected Chair of the CCG by our Member Practices from 1 April 2016 • Membership organisation: 43 Member Practices

5. What we do • A statutory NHS body • We buy (or “commission”) local healthcare services for the Doncaster population • Planning services based on our population’s needs • Securing services that meet these needs • Monitoring the quality of care provided

6. Our Governing Body • Chair • 10 elected Locality Leads • 3 Lay Members • Chief Officer • Chief Finance Officer • Registered Nurse • Secondary Care Doctor

7. Our Member Practices

8. What we stand for Our Vision: Work with others to invest in quality healthcare for Doncaster patients Our Values: • The needs of our patients are paramount • We will drive forward continuous improvement • Relationshipsbased on integrity and trust Mission Statement: A high quality and accountable Clinical Commissioning Group, encouraging responsible partnershipengagement in a transparent climate of ongoing learning in order to create a patient-centred yet financially astuteand corporate approach to commissioning

9. Presented by our Chair & Chief Officer A review of our year

10. Recognising our former Chair & Chief Officer Dr Nick Tupper Mr Chris Stainforth

11. Catalysts for change

12. Our priorities PRIORITY PATHWAYS

13. Holistic community nursing care • Single Point of Access • Intermediate Care Health Needs Assessment – 1,000 people • Fed back in January • Now designing the new model • Understanding the needs of residents to influence a future Care Home Strategy • Primary Care Strategic Framework 4 pillars: • Keeping people well • Responsive primary care • Proactive coordinated primary care • Extended primary care • Woodfield 24 • More people dying in the place of their choice • October 2015: launch of new-look urgent care services • Urgent Care Centre • Same Day Health Centre • GP Out of Hours

14. Single Point of Access launched in October 2015 for individuals experiencing a crisis • Working in partnership with peer support organisations • Catch cancer early with Doncaster Rovers: • “Tackle lung cancer early and get extra time” • Prostate cancer: “Dribbling, not shooting” • “Be breast aware” – with the Doncaster Belles • Increase in early diagnosis • New community paediatric model from April 2015 • Autism Spectrum Disorder pathway redesign • Mental Health & Wellbeing Plan • 5,000 Dementia Friends in Doncaster • Awareness raising • Admiral Nursing service for those diagnosed with dementia

15. Sustainability & Transformation • Sustainability & Transformation Plan • Place based plan • Working Together

16. Patient engagement • Why engage?It is the right thing to do! • Good engagement also generates insightsabout the experience of our patients, carers and public who access the service we commission. • These insights feed directly into our commissioning activities – they influence how we commission services. • This makes us a smarter health investor, able to achieve better outcomes and better value for our population.

17. Levels of engagement

18. Types of engagement . . . Partners: Chair’s column in Free Press Website Newsletters Health Ambassadors Health campaigns Engagement Workshops Videos of patient stories PPG Network Social media

19. Annual Accounts Presented by our Chief Finance Officer

20. Annual Accounts • Year-end accounts for 2015/16 are complete; we met all our statutory financial duties • Prepared under International Financial Reporting Standards (IFRS), in accordance with the Department of Health Group Manual for Accounts 2015/16 • The Statement of Comprehensive Net Expenditure captures our gross expenditure and income • £446,656,000 allocation • £436,934,000 net operating costs • £9,722,000 surplus

21. Summary of financial performance

22. Financial position moving into 2016/17 • Financial allocations for 2016/17 have created a very challenging financial position • Growth 2.08% i.e. £8.9m • Additional costs exceed the growth allocation • Inflation on contracts • Prescribing • Continuing Healthcare • Demographic growth • Acute referrals • Running cost pressures • Gap deficit of £8.9m – efficiency programme needed

23. Managing the finances • System transformation will be critical – e.g. intermediate care model • Strong financial control during 2016/17 will be crucial to ensure delivery of the CCG’s financial targets • The local health system will only remain financially sustainable through integration and collaborative commissioning, through working closely with primary care, providers and the Local Authority • Use “Right Care” areas to target efficiency programme

24. A summary of our performance

25. Our annual review 2015/16 by • Commended us on the clear and coherent CCG strategy • Noted good progress in 2015/16 on urgent care, end of life care and mental health crisis care • Noted our aim to focus on the transformation of intermediate care services in the year ahead • Noted the significant challenge of local health and social care system sustainability in 2016/17 • CCG Assurance Framework 2015/16:

26. Governance • Annual Governance Statement: no control issues • Head of Internal Audit Opinion: significant assurance of a sound system of internal control • ISA 260 Report from External Auditors to those charged with Governance: proper arrangements to secure economy, efficiency and effectiveness in our use of resources

27. Annual Report & Accounts • We would like to formally present to you our Annual Report and Accounts.

28. Public questions