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NHS Hambleton, Richmondshire and Whitby Clinical Commissioning Group NHS Hambleton, Richmondshire and Whitby Clinical Commissioning Group Annual Report 2019-2020 1 Introduction Welcome from Amanda Bloor, Accountable Officer North Yorkshire Clinical Commissioning Groups (NHS Hambleton Richmondshire and Whitby, NHS Harrogate and Rural District, NHS Scarborough Ryedale) Welcome to our annual report for the year which ends on 31 March 2020. This report highlights the work we have been doing this year to drive better healthcare outcomes for the people of Hambleton, Richmondshire and Whitby and to empower local people to take informed decisions about their own health and wellbeing in partnership with health professionals. This will be our last annual report as Hambleton, Richmondshire and Whitby CCG. As you will read in this report substantial work has been undertaken this year to bring together three North Yorkshire CCGs (Hambleton Richmondshire and Whitby CCG, Harrogate and Rural District CCG, and Scarborough and Ryedale CCG) as the North Yorkshire Clinical Commissioning Group from 1 April 2020. By coming together as a larger, strategic organisation we can transform how we deliver healthcare. This new approach to healthcare commissioning is great news for the people of North Yorkshire. It will enable closer collaboration and consistency of approach, enabling us to amplify the impact of our resources and expertise. This does not mean we will dilute either our clinical or local focus – both remain at the heart of how we will deliver for our communities. This year has seen a journey of significant change for the CCG. We received approval from NHS England to establish the Yorkshire Clinical Commissioning Group on 1 April 2020 in November last year. I am excited about the transformative potential of our new unified approach. As a single organisation we will be able to: Ensure consistency of decision making for the people of North Yorkshire. Provide a more agile and responsive service which maintains a local focus but enables us to obtain better value for money by commissioning at scale. Harmonise our commissioning policies to eliminate variation and help reduce health inequalities. Eliminate unnecessary duplication and bureaucratic boundaries to work more efficiently together and with our partners. Reduce administrative costs to enable more investment in front line health services. 2 Share good practice and adopt the best from each of the three existing CCGs. Speak as a unified commissioning voice for the benefit of our local population. Work more strategically on a larger footprint with our local and regional partners. The merger builds on work started last business year. In 2018 each of three CCGs’ Governing Bodies agreed to implement a single management team across the organisations. A single Accountable Officer has been in place since December 2018 and a full leadership team for the three North Yorkshire CCGs was in place by November 2019. Teams across all three CCGs have been working diligently this year to identify opportunities to align, eliminate redundancy and plan collectively for the future. While work has been underway to prepare to launch the North Yorkshire CCG on 1 April 2020 we have remained very focused on the ‘day job’ and improving health and care outcomes for local people. In Hambleton, Richmondshire and Whitby we have: Consulted on a new vision for the Friarage Hospital to safeguard services and ensure local people continue to have access to high quality and safe urgent and emergency care. Continued our self-care and prevention campaigns to support people in living healthier lives, longer, which reduce the need for intervention from a healthcare service. Developed the North Yorkshire Mental Health and Learning Disabilities Strategic Partnership Board which brings together health and care decision makers across the county to collectively improve mental health and learning disability provisions for our population. Worked with our community medical equipment supplier to enhance return of no-longer needed equipment so it can be recycled and reused, reducing cost pressures on the service. Launched an innovative new programme to support parents manage normal infant crying and to prevent abusive head trauma injuries to babies caused by shaking, also referred to as ‘shaken baby syndrome’. Enhanced mental health support for young people and adults with the introduction of two websites. Young people aged 11-18 can now access Kooth1, a website offering free online counselling and emotional wellbeing support. Adults now can access a website improving 1 https://www.kooth.com/ 3 access to psychological therapies (IAPT) service, which offers talking therapies treatments2. The website includes an option to self-refer online without having to go through a GP. Worked with North Yorkshire County Council to fund Living Well Coordinators who work in partnership with people in the community to identify and support early interventions which will prevent ill health. This year I have been working tirelessly with my team to ensure that the funds that we safeguard are spent effectively and efficiently to secure the best options for the people of the Hambleton, Richmondshire and Whitby. As a public body, fiscal efficiency is essential and we want to make sure every penny we spend is spent in the right place. Significant financial challenge remains across the NHS in England and we remain fully focused on ensuring we play our part to deliver efficient, financially sustainable services. I am strongly encouraged by the transformative work underway to deliver health care collaboratively and consistently for North Yorkshire. I am looking forward to continuing our work to build strong partnerships, bring patient-centred healthcare into the community, and empower healthy choices across North Yorkshire in the year ahead. Our accomplishments this year have been achieved through wide and joint collaboration across and beyond Hambleton, Richmondshire and Whitby, including from colleagues here at the CCG, our local, regional and national health and care partners, local authorities and, most importantly, the people we serve. Thank you all for being part of what we have achieved this year. If you have any feedback on this report or any of the work we do I am always happy to hear from you. Amanda Bloor Accountable Officer 23 June 2020 2 https://northyorkshireiapt.co.uk/ 4 Table of Contents 1 Performance Overview ............................................................................................................................................................................ 9 1.1 Introduction ................................................................................................................................................................................... 9 1.2 What we do ................................................................................................................................................................................... 9 1.3 Our Vision ................................................................................................................................................................................... 10 1.4 Our values .................................................................................................................................................................................. 10 1.5 About us, Our Community and How We Work ............................................................................................................................ 11 1.6 Enabling Work to Create the North Yorkshire CCG .................................................................................................................... 11 1.7 Working with our Partners ........................................................................................................................................................... 12 1.8 Multi-organisation Partnership Boards ........................................................................................................................................ 14 1.9 Covid-19 ..................................................................................................................................................................................... 15 1.10 The CCG’s Key Strategic Aims ................................................................................................................................................... 16 2 Delivering Our Priorities......................................................................................................................................................................... 16 2.1 Priority 1: Primary Care............................................................................................................................................................... 17 2.2 Priority 2: Community Care ......................................................................................................................................................... 19 2.3 Priority 3: Urgent and Emergency Care ...................................................................................................................................... 22 2.4 Priority 4: Planned Care .............................................................................................................................................................. 26 2.5 Priority 5: Mental Health and Learning Disabilities Services ......................................................................................................
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