DOCSLIB.ORG

Annual Report 2020/21

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2020/21 ANNUAL REPORT 2020/21 9 June 2021 Page 1 Contents PERFORMANCE REPORT .................................................................... 3 1. Introduction .................................................................................... 4 2. Profile of Somerset ......................................................................... 6 3. Performance Overview ................................................................. 11 4. Financial and Performance Analysis ............................................. 79 ACCOUNTABILITY REPORT ............................................................... 94 Corporate Governance Report ........................................................... 95 5. Members Report ........................................................................... 95 6. Statement of Accountable Officer’s Responsibilities ................... 101 7. Governance Statement ............................................................... 103 Remuneration and Staff Report .......................................................... 155 8. Remuneration Report ................................................................. 155 9. Staff Report ................................................................................ 163 ANNUAL ACCOUNTS ........................................................................ 170 Appendix One NHS Somerset CCG – Annual Accounts 2020/21 Page 2 PERFORMANCE REPORT James Rimmer Chief Executive NHS Somerset Clinical Commissioning Group 9 June 2021 Page 3 1 INTRODUCTION I am delighted to be writing the introduction to our 2020/21 annual report, which highlights both the successes and the challenges we have faced over the past 12 months. The COVID-19 pandemic has meant that past 12 months has been a very challenging and difficult year for everyone. This has presented the NHS both nationally and locally, here in Somerset with some immense Somerset’s vision remains clear and focused. We will continue to work together to improve the health and wellbeing of everyone who lives and works in Somerset. This will only be possible, if we work with our partners in the health and care system, our voluntary sector and with our patients and the public. We know that bringing health and care together in a way that is sustainable, while also making improvements to how we deliver services is not going to be easy, but it is vital that we achieve this so we can build stronger communities with services, which support people to live happy, healthy lives. The work we have put into building stronger relationships with our systems partners in Somerset is already having a positive impact and we are committed to ensuring these relationships continue to grow and develop to enable us to better support the healthcare needs of our communities and colleagues. In December 2020, we were formally designated as an Integrated Care System, (ICS) I was incredibly honoured to be appointed as Senior Responsible Officer and will be working with leaders across the system to ensure that our move towards more integrated working is done collaboratively. In February 2021 the Government published the White Paper ‘Integration and Innovation: working together to improve health and social care for all’. This sets out the legislative proposals for a Health and Care Bill which will build further on the collaborations seen in Somerset but strengthened through the response to the pandemic. I am also pleased to say that we are now out of ‘special measures’ and have been awarded a ‘requires improvement’ rating which further builds on our grounding for the future as part of an ICS. Our Health and Care Strategy for Somerset ‘Fit for My Future’ is still the vehicle to make the transformational changes in Somerset. The ambition is to transform out of hospital care beyond the traditional primary and secondary care boundaries and across mental and physical health. We want to work on the principle of ‘your bed is the best bed’ so care is delivered a close to home as possible. While this work was paused during 2020/21 due to the pandemic, we were able to carry out a detailed review of mental health services. The result of this was a new model for the delivery of mental health services; co-produced with partners, patients, voluntary sector organisations and the people of Somerset. We plan to take the learning from the pandemic and restart Fit for My Future in 2021/22 focussing on our community health and care settings and will be engaging with our public and wider stakeholders to seek their views and help us to shape and improve our emerging model; this will ultimately lead to a public consultation. Page 4 Obviously, the response to the COVID-19 pandemic has been the primary focus for the whole Somerset system during 2020/21. I am immensely proud and incredibly humbled by the way colleagues responded to the challenges we faced during this time. Many of them were redeployed into frontline and new roles, supporting providers across Somerset. Working with Somerset County Council (SCC) as well as our providers we worked hard to make sure our colleagues had the Personal Protective Equipment (PPE) required and that testing was available. When the COVID-19 vaccine was made available we were part of the wider health and care team, which, supported by volunteers rapidly rolled out 21 vaccination sites across the county, including two hospital hubs, thirteen GP-led community locations, two large vaccination centres and four pharmacy led sites. This will continue through the next year. In 2020/21 the CCG has reported a breakeven position. We have also experienced challenges in meeting a number of our performance and operational access standards due to the onset and ongoing impact of the pandemic. During this time our priority has been to keep patients safe ensuring those with the most urgent conditions continue to be prioritised. At the end of February 2021, we achieved 62% of patients waiting less than 18 weeks for their first definitive treatment. We also have 3,773 patients waiting over 52 weeks at the end of February 2021. The focus is now on recovery, working hard to ensure that our waiting time standards are suitable so that Somerset patients are able to access services when expected. As I write this, we are still working hard to support the COVID-19 vaccination programme and ensure that as a system we can return to some form of normality as part of the Governments roadmap out of lockdown, and hopefully the widespread pandemic. Our focus is always to ensure that we are able to protect and keep the people of Somerset as safe as possible, and to support our health and care colleagues, ensuring their health and wellbeing remains paramount. I hope that when you read this report you are heartened and proud of the achievements we have made as a CCG and as a wider Somerset system. James Rimmer Chief Executive NHS Somerset Clinical Commissioning Group 9 June 2021 Page 5 2 Profile of Somerset Somerset is the 12th largest county in England. The county is markedly rural and dispersed, 48% live in the countryside, with border-to-border travel times east to west of two hours, and north to south of one hour. We have no large urban areas, or universities. Our population is relatively older than the national average, and over the next 25 years, the overall population will rise by 15% and we expect those over the age of 75 to double. This is likely to result in a significant rise in demand for health and care services. While Somerset is relatively less deprived than other parts of England, there is disparity across the county; with high levels of deprivation in certain areas. People living in the more deprived areas in Somerset do not live as long as people from areas with lower levels; they are also more likely to experience both physical and mental health issues. Deprivation has an impact on life expectancy as well as its quality. Lifestyle and environmental factors, including smoking, obesity, housing, income, education, disability and vulnerability are often linked to deprivation. People in Somerset are living longer than they used to, but there is an increasing gap between life expectancy and healthy life expectancy. People are living longer, but more are living with long-term conditions or health limiting conditions. Typically, around fifteen years of life can be spent managing these conditions. An ageing population brings new challenges: the older we get the more likely we are to have more than one long-term condition affecting our health. Support for people with multiple conditions is more complex and needs to be much better integrated and supported dementia is becoming an increasing problem and the number of people with dementia is expected to double of the by 2035. Lifestyle choices have a significant impact on the risk of dementia; meaning this prediction could be partially mitigated Mental health is also a major issue for Somerset; affecting around 70,000 people at any one time. This often influences and is influenced by multiple factors including, low educational attainment, social isolation, unemployment, financial and relationship problems. People with a mental health issues often also have poor physical heath. Lifestyle and environmental factors also have a huge part to play in maintaining health and wellbeing. These factors include smoking, diet, exercise, social isolation, and alcohol abuse. It is estimated that lifestyle, environmental and societal factors account for around 60% of all health issues (compared to genetic inheritance at 30% and
Load more

Recommended publications
  • Annual Report and Accounts 2017/2018 Mid Essex CCG Annual Report and Accounts 2017/18
    Annual Report and Accounts 2017/2018 Mid Essex CCG Annual Report and Accounts 2017/18 Contents Contents........................................................................................................................................... 2 Chair’s foreword ............................................................................................................................... 3 1. Performance Report .................................................................................................................. 5 Accountable Officer’s introduction ............................................................................................. 5 1.1 Performance Overview ........................................................................................................... 6 1.1.1 What Mid Essex CCG does .............................................................................................. 6 1.1.2 Key issues and challenges ............................................................................................. 14 1.1.3 Performance Summary ................................................................................................... 17 1.1.4 Financial Overview ......................................................................................................... 20 1.2 Performance Analysis ........................................................................................................... 24 1.2.1 Improve quality ..............................................................................................................
    [Show full text]
  • NHS Herts Valleys Clinical Commissioning Group Board Meeting 12 January 2017
    NHS Herts Valleys Clinical Commissioning Group Board Meeting 12 January 2017 Title Integrated quality performance and finance report Agenda Item: 11 Purpose (tick one only) Decision or Approval ☐ Discussion ☒ Information ☐ Responsible Director(s) and Charles Allan- Director of Contracts and Resilience Job Title Caroline Hall - Chief Finance Officer Diane Curbishley –Director of Quality and Nursing Author and Job Title Stephanie White – Performance Lead Short Summary of Paper This report provides an overview of performance across a number of domains, namely; contract performance, quality, finance and programme performance. An integrated approach to performance involves coordinating all monthly data collections, producing a standard list of dashboards that are presented to the Quality and Performance Committee for a full discussion and assurance before a subset of this standard list is presented at the HVCCG Board and Commissioning executive committee. The executive summary dashboards reflect the high priority key performance indicators identified which includes the recovery action plan/ trajectories (where applicable) and progress updates. Also included below is the Quality and Performance Committee Chair’s report for the meeting held on 5 January. Recommendation(s) The Committee is being asked to discuss and note the report Engagement with Engagement has taken place with provider organisations. Stakeholders/Patient/Public Links to Strategic Objectives (tick all that apply) 1. Effective Engagement. We will continually improve engagements with member practices, patients, the ☒ public, carers and our staff to contribute to and influence the work of Herts Valleys CCG. 2. High Quality. We will commission safe, high quality services that meet the needs of the population, reducing ☒ health inequalities and supporting local people to avoid ill health and stay well.
    [Show full text]
  • Designed for Life
    Designed for Life Contents Foreword by Dr Brian Gibbons, Minister for Health and Social Services 1. Introduction 2. Firm Foundations 2001–05 3. Vision 2015 4. Strategic Framework 1: Redesigning Care 2005-08 5. Strategic Framework 2: Delivering Higher Standards 2008-11 6. Strategic Framework 3: Ensuring Full Engagement 2011-14 7. Securing Our Future Health Appendices: 1. Strategies for health and social care improvement issued or under development 2. Proposed Regional Networks 3. Proposed Clinical Services in Regional Networks 4. Schedule of Key Milestones 2005-2015 5. Capital Investment Programme 2005/06 - 2007/08 ii Foreword by Dr Brian Gibbons, Minister for Health and Social Care Today, health and social care services stand at a critical point in their history On the establishment of the Welsh Assembly, we inherited services overburdened with demand and needing fundamental change to meet the challenges of the 21st century. This is why we embarked on the major programme of reform and improvement in 2001 outlined in Improving Health in Wales. Given the problems facing Wales, the decision to concentrate on the long-term, by giving priority to improving health was the right one. Huge progress has been made at a local level in putting in the foundations for change and every area has now published a local strategy for health, social care and wellbeing. Based on this firm foundation, it is now time to accelerate change and to set our sights on reforming our hospital, community and social services. This will be challenging and not always popular. But just as we chose the right, if difficult, path in 2001, we will continue to make the difficult decisions in the future.
    [Show full text]
  • Emergency Care 1
    British Social Attitudes 36 | Emergency care 1 Emergency care What do attitudes tell us about demand for services and how it might be reduced? Rising demand for emergency health services in Britain is well documented and may be having an impact on the quality of service provision such as waiting times. This chapter explores attitudes towards calling 999 for an ambulance and going to A&E. It considers whether people share policy makers’ concerns about over-use of these services and whether public attitudes and perceptions suggest strategies put forward to tackle this issue might be successful. Spotlight Half (51%) say they find it hard to get a GP appointment; the level of agreement varies for different groups in the population. ThoseThose who agreewho agree “it’s “it hard is hard to maketo get anan appointment appointment with with a GP my at myGP” GP surgery” 100 90 80 70 65% 61% 60 54% % 49% 50 47% 42% 40 30 20 10 0 Used A&E 3+ Used A&E Respondent has Respondent Lives in Lives in times in the more than 12 child aged does not have urban area rural area last 12 months months ago under 5 years child aged in household under 5 years in household The National Centre for Social Research British Social Attitudes 36 | Emergency care 2 Overview Most think people over-use emergency care Attitudes chime with policy makers’ concerns about the over-use of A&E and 999 ambulances. • Nearly everyone thinks that too many people use A&E and 999 ambulances when they are not needed: 86% say people use A&E unnecessarily and 86% say the same about 999 ambulances.
    [Show full text]
  • NHS Birmingham and Solihull Clinical Commissioning Group 2019/20 Operational Plan Contents
    NHS Birmingham and Solihull Clinical Commissioning Group 2019/20 Operational Plan Contents Executive summary ............................................................................................................................................................................................................................................. 2 Section 1 – Context ............................................................................................................................................................................................................................................. 3 Section 2 - Programme Priorities and Local Delivery Plans ........................................................................................................................................................................... 8 Integration – Primary Care and Long Term Conditions (PC & LTC) ..................................................................................................................................... 8 Integration – Urgent Care ................................................................................................................................................................................................... 21 Integration – Community Better Care Fund ........................................................................................................................................................................ 24 Personalisation and Personal Health Budgets ..................................................................................................................................................................
    [Show full text]
  • NHS and Social Care: Targets, Priorities and Pressures Debate on 6 February 2020
    Library Briefing NHS and Social Care: Targets, Priorities and Pressures Debate on 6 February 2020 On 6 February 2020, the House of Lords is due to debate a motion moved by Lord Hunt of Kings Heath (Labour) that “this House takes note of the National Health Service’s performance in relation to its priority area targets; and the impact of adult social care pressures on patients of the National Health Service, and their safety”. Summary NHS England’s performance against the four-hour A&E waiting time targets in November 2019 was the worst since the figures started being collected in 2010. NHS England was also below its operational standards for elective referral and cancer referral and treatment waiting times in November 2019. The 62-day maximum waiting time target between urgent GP referral and first cancer treatment was last met in 2013/14. NHS England is currently reviewing changes to these targets. In addition to targets, NHS England also set out care priorities, and other priority areas of focus for the NHS, in its Long Term Plan. These cover clinical areas such as maternal health, mental health, diabetes and learning disabilities. They also include efforts to improve efficiency within the NHS as a whole; for example, the better use of land and equipment. An additional pressure on its services cited by NHS England is adult social care. It has been reported that delayed transfers of care, where a patient is unable to leave NHS care for some reason, can impact upon other areas of the service, including A&E departments.
    [Show full text]
  • Inclusion: the DNA of Leadership and Change
    Clear Print Version Inclusion: The DNA of Leadership and Change A review of theory, evidence and practice on leadership, equality, diversity and inclusion in the National Health Service Compiled for Building Leadership For Inclusion, NHS Leadership Academy by Richard Bolden, Addy Adelaine, Stella Warren, Anita Gulati, Hazel Conley & Carol Jarvis Bristol Leadership and Change Centre, UWE Bristol AUTHORS Richard Bolden is Professor of Leadership and Management and Director of the Bristol Leadership and Change Centre at UWE, Bristol. Richard’s teaching and research explores the interface between individual and collective approaches to leadership. He has published widely on topics including distributed leadership, systems leadership, leadership in higher education, worldly leadership and leadership development evaluation. Addy Adelaine is an international social worker and expert on action research and inclusive accountability. Working in the UK and internationally, her specialist areas of work include: organisational and youth-led action research; engaging hard-to-reach groups; collaborative knowledge creation and in ethical social research practices in challenging environments. Addy is a Research Associate on the UWE Bristol research team. Stella Warren is a Research Associate at UWE, Bristol with a background in applied social research and supports a wide range of research project teams within Bristol Business School. Stella also teaches research methods at both undergraduate and postgraduate level. Her expertise includes social marketing and psychological pathways for behaviour change in health; gender and inequality in organisations; the gender pay gap; and women working in male- dominated industries. She is a founder member of Alta, a mentoring scheme for professional women in aviation and aerospace.
    [Show full text]
  • Annual Report 2019/20
    ANNUAL REPORT 2019/20 1 Section Contents Page Performance Report 3 1 Overview 4 2 Performance Analysis 13 Accountability Report 54 3 Corporate Governance Report 55 3.1 Members Report 55 3.2 Statement of Accountable Officer’s Responsibilities 58 3.3 Governance Statement 60 4 Remuneration and Staff Report 83 5 Parliamentary Accountability and Audit Report 96 Independent Auditor’s Report 97 Financial Statements 102 Appendices 130 1 Member Practices and Clinical Membership Group 131 Composition 2 Governing Body and Committee Composition 133 3 Clinical Membership Group, Governing Body and 138 Committee Attendance 2 PERFORMANCE REPORT - Overview - Performance Analysis 3 1. OVERVIEW 1.1 Statement from the Chief Executive 1.1.1 This is our seventh annual report, detailing NHS Knowsley Clinical Commissioning Group’s (CCG) achievements and progress during 2019/20 as well as describing how we are responding to the current challenges facing local health services as we move into the forthcoming year. It is a statutory requirement that we publish an annual report. 1.1.2 This overview report provides a short summary of our organisation, our purpose, our performance during the year, and key risks to the achievement of our future objectives. More detail on these matters is provided in the performance analysis. 1.1.3 In line with our strategic vision we aim to secure the best possible health care for the people of Knowsley, with care provided closer to home where possible, ensuring that hospitals are available for those who need them. 1.1.4 We are responsible for commissioning most acute hospital, mental health and community services, and from April 2015 became responsible for commissioning General Practices under delegated authority from NHS England.
    [Show full text]
  • Irreversible?
    Young Fabians | 61 YOUNG FABIANS IRREVERSIBLE? HEALTH AND SOCIAL CARE POLICY IN A POST-COALITION LANDSCAPE Edited by Dan Wilson Craw and Dr Martin Edobor Foreword by JAMIE REED MP 1 The Young Fabians The Young Fabians are the under-31’s section of the Fabian Society, Britain’s foremost centre-left think tank. Set up in 1960, we remain the only think tank run by and for young people. Our membership numbers over 1,700 and includes young professionals, students, parliamentary researchers, political activists and academics. The Young Fabians promote policy debate through seminars, conferences, pam- phlets, and online through our website and blog. To find out more about the Young Fabians, visit www.youngfabians.org.uk. The Fabian Society The Fabian Society is Britain’s leading left of centre think tank and political society, committed to creating the political ideas and policy debates which can shape the future of progressive politics. Fabian publications, events and ideas reach and influence a wider audience than those of any comparable think tank. The Society is unique among think tanks in being a thriving, democratically constituted membership organisa- tion, affiliated to the Labour Party but organisationally and editorially inde- pendent. For more information, visit www.fabians.org.uk. Fabian Society 61 Petty France London SW1H 9EU www.fabians.org.uk “First published September 2013 This paper, like all publications of the Fabian Society, represents not the collective views of the Society but only the views of the authors. This pub- lication may not be reproduced without express permission of the Fabian Society.
    [Show full text]
  • After Francis: Standards & Care Quality in The
    After Francis: Standards & Care Quality in the NHS Elliot Bidgood July 4th 2013 Online Report: July 2013 © Civitas 2013 55 Tufton Street London SW1P 3QL Civitas is a registered charity (no. 1085494) and a company limited by guarantee, registered in England and Wales (no. 04023541) email: [email protected] Independence: Civitas: Institute for the Study of Civil Society is a registered educational charity (No.1085494) and a company limited by guarantee (No. 04023541). Civitas is financed from a variety of private sources to avoid over-reliance on any single or small group of donors. All the Institute’s publications seek to further its objective of promoting the advancement of learning. 1 Contents Introduction……………………………………………………………………………………………………………………..Page 1 Mid Staffordshire Scandal……………………………………………………………………………………………..…Page 2 Beyond Mid Staffordshire………………………………………………………………………………………..…Page 4 Background: Current Evidence on Standards & Patient Satisfaction…………………………………Page 5 Public Experiences……………………………………………………………………………………………………..Page 5 Staff Surveys…………………………………………………………………………………………………….………..Page 6 Complaints…………………………………………………………………………………………………………….…..Page 6 Clinical Outcomes & Service Quality: National Comparisons……………………………………...Page 7 Civitas Investigation……………………………………………………………………………………………………Page 12 Conclusions………………………………………………………………………………………………………………..Page 13 Issues & Potential Solutions: The Current Debate…………………………………………………….………Page 13 Managerial Accountability………………………………………………………………………………………….Page 13 A Reformed Inspectorate……………………………………………………………………………………………Page
    [Show full text]
  • Annual Report and Accounts 2020/21
    Annual Report and Accounts 2020/21 This document can be provided in alternative formats upon request, such as larger print, easy read, braille, audio format and different languages. Version: V0.1 12/04/2021 First Draft V0.2 13/04/2021 Reviewed by Tricia D’Orsi, NHS Alliance Director SEE CCGs V0.3 15/04/2021 Reviewed by Sharon Earl and Nicola Adams, Governance Lead TCCG V0.4 16/04/2021 Reviewed by Mark Barker, Joint Chief Finance Officer V0.5 19/04/2021 Reviewed by Lay Members V0.6 21/04/2021 Reviewed by Claire Routh, Comms Lead V0.7 22/04/2021 Reviewed by Mike Shimmon, Head of Financial Planning & Costing V0.8 23/04/2021 Formatting amends by Angela Wongkeet, Comms Team V0.9 23/04/2021 Reviewed by Tracey Freeman, Audit and Risk Committee Chair V0.10 25/04/2021 Reviewed by Tracey Freeman, Audit and Risk Committee Chair V0.11 26/04/2021 Reviewed by Joint Executive Team V0.12 27/04/2021 Financial Statements added V0.13 28/05/2021 Reviewed by Hayley Waggon and Nicola Adams, Governance Lead TCCG V0.14 01/06/2021 Reviewed by Claire Routh, Communications Lead V0.15 09/06/2021 Reviewed by Hayley Waggon, Lee Bushell and Mike Shimmon V0.16 10/06/2021 Reviewed by Hayley Waggon V0.17 17/06/2021 Reviewed by Nathan Ackroyd 1 Contents Chair’s foreword .......................................................................................................................................... 4 Accountable Officer’s introduction ............................................................................................................... 5 About us .....................................................................................................................................................
    [Show full text]
  • The War on Waiting for Hospital Treatment: What Has Labour Achieved and What Challenges Remain?
    The War on Waiting for Hospital Treatment WHAT HAS LABOUR ACHIEVED AND WHAT CHALLENGES REMAIN? ANTHONY HARRISON AND JOHN APPLEBY The King’s Fund is an independent charitable foundation working for better health, especially in London. We carry out research, policy analysis and development activities, working on our own, in partnerships, and through funding. We are a major resource to people working in health, offering leadership development programmes; seminars and workshops; publications; information and library services; and conference and meeting facilities. Published by King’s Fund 11–13 Cavendish Square London W1G 0AN www.kingsfund.org.uk © King’s Fund 2005 Charity registration number: 207401 First published 2005 All rights reserved, including the right of reproduction in whole or in part in any form. ISBN 1 85717 496 8 Available from: King’s Fund Publications 11–13 Cavendish Square London W1G 0AN Tel: 020 7307 2591 Fax: 020 7307 2801 Email: [email protected] www.kingsfund.org.uk/publications Edited by Andrew Ross Typeset by Grasshopper Design Company Printed and bound in Great Britain by Hobbs Contents List of figures v About the authors vi Acknowledgements vii Glossary viii Abbreviations x Summary xi Introduction 1 1 Fifty years of policy failure 3 Inheriting 50 years of failure: New Labour’s war on waiting 6 2 Phase 1 (1997–2000): Piecemeal policy-making 8 Targeted funding 8 Operational and technical support 9 Policy impact 12 How were improvements in waiting lists and times achieved? 16 Overall assessment 18 Summary of
    [Show full text]