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Oxfordshire CCG Annual Public Meeting 25 September 2014

Oxfordshire CCG Annual Public Meeting 25 September 2014. Outline. Welcome and Introduction Dr Joe McManners, Clinical Chair. Review of 2013/14 Dr Joe McManners, Clinical Chair. A challenging beginning. Authorised with 3 conditions in April 2013

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Oxfordshire CCG Annual Public Meeting 25 September 2014

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  1. Oxfordshire CCG Annual Public Meeting 25 September 2014

  2. Outline

  3. Welcome and IntroductionDr Joe McManners, Clinical Chair

  4. Review of 2013/14Dr Joe McManners, Clinical Chair

  5. A challenging beginning • Authorised with 3 conditions in April 2013 • Conditions formally discharged in January 2014 • A year of transition and financial challenge • Not all NHS Constitution commitments met

  6. Our priorities 2013/14 • Developing greater integration between health and social care • Developing care closer to home • Commissioning of early and effective interventions • Embedding quality improvement in all we do • Reducing health inequalities • Mental health

  7. Our GPs and member practices • Crucial to our organisation, including our Governing Body, and how we run • A Clinical Chair and 6 Locality leads • Many others work on specific areas – urgent care, cancer, community and long term conditions • All of them see patients every week and bring back that insight to the CCG

  8. Our achievements • Involving local people to help shape five-year health strategy • More spot checks to monitor quality of services • New technology to help GPs better plan patient care (ACGs) • Guardian healthcare award for Abingdon emergency-multidisciplinary unit (EMU) and opening a second EMU in Witney • Development of single point of access • Increased pooled budget with Oxfordshire County Council for older people to a total of £188m • Implementation of Oxfordshire Care Summary

  9. 2013/14 Annual AccountsGareth Kenworthy, Chief Finance Officer

  10. Context of 2013-14 • Major organisational change in the NHS • First year of operation of CCGs and of Central Southern Commissioning Support Service • Agreement of Specialised Commissioning financial arrangement with NHS England. • Management of in-year financial risks – in particular overspending on acute contracts

  11. Financial Highlights • Financial Accounts produced to national deadlines • Small surplus of £0.3m achieved • All financial duties achieved • Unqualified audit opinion on the financial statements and on regularity

  12. Financial Performance Targets

  13. Financial challenges during 2013-14 • The plan for 2013-14 was to achieve a surplus of £3.2m but, by month 6, Oxfordshire CCG was forecasting a deficit of £6.1m • Section 19 report issued by External Audit • The potential overspend was managed down by a number of non-recurrent measures to achieve a small surplus by year end of £0.3m.

  14. How was the money spent? In 2013-14 Oxfordshire CCG received £902.25 per head of population, which was spent as follows:

  15. External Audit Opinion • Financial statements – an unqualified opinion that the accounts reported fairly on the CCGs finances • Regularity of income and expenditure – an unqualified opinion that financial transactions were conducted within the CCG legal framework • Other matters – qualification re exclusion of pension details specific individuals • Public Interest Report – no matters to report

  16. External Audit Opinion cont’d Referrals to the Secretary of State and NHS England – a referral was made on 31 March 2014 on the in-year projected year end deficit Value for money – the following matters were reported on: • in year projected financial deficit • financial forecasting of year end position • failure to achieve internal savings plans • the deficit budget set for 2014-15.

  17. Present and Future • Oxfordshire CCG submitted a deficit plan for 2014-15 (£1m) as part of Five year plan agreed with NHS England • Triggers further Section 19 report for 2014-15 • Plan brings CCG back into surplus from 2015-16 and achieving all financial planning targets from 2016-17.

  18. 2014/15 Forward LookDavid Smith, Chief Executive and

  19. Strategy • Moving forward with outcomes based contracting – mental health and older people • Strengthening our joint working with Oxfordshire County Council • Better Care Fund • Developing primary care at scale

  20. Performance • Work with our partners to have a financially sustainable health and care system • Consistent delivery of NHS Constitution commitments

  21. Fit for Purpose organisation • Embedding our new structure and ways of working • Developing clinical leaders • Current leaders • Identifying and supporting new leaders • Joint clinician and manager development

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