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NHS Herts Valleys Clinical Commissioning Group Board Meeting 12 January 2017

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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. 3. Transforming Delivery. Work with health and social care partners to transform the delivery of care through ☒ the implementation of “Your Care, Your Future”, the Strategic Review in west Hertfordshire. 4. Affordable & Sustainable Care. We will ensure that there is a financially sustainable and affordable ☒ healthcare system in west Hertfordshire. Board Assurance Framework Yes, this contributes evidence of assurance for the Board Assurance Framework in (BAF) and Corporate Risk relation to: Register (CRR) 1.1 “Risk that we do not engage effectively with a range of our patients, population and stakeholders” What current risks does this 1.2 “Risk that our member practices and other partners do not see the potential report align to? positive impact of their engagement with HVCCG” 2.1 “Risk that we do not deliver on all NHS Constitutional pledges, key national targets and priorities” 2.2 “Risk that we are unable to ensure high quality, safe and sustainable services for the population and patients of west Hertfordshire” 2.3 “Risk that we do not close the health inequalities gap between the most and least deprived communities” 3.1 “ Risk that the joint submission to obtain additional capital resource to successfully transform the delivery of care in west Hertfordshire is unsuccessful” 3.2 “Risk that there will be insufficient support from local bodies and key stakeholders to transform the delivery of care in west Hertfordshire.” 3.3 “Risk that workforce issues will prevent us from transforming the delivery of care across the health and social care system” 4.1 “Risk that we do not deliver a financially sustainable health and social care system” 4.2“Risk that we do not deliver best value from the total CCG budget” 4.3 “Risk that we do not achieve financial balance for 2016/2017 This report mitigates risks on the Corporate Risk Register in relation to the following references: S01/24 Risk that public and stakeholders are not informed effectively S02/01 Risk of a lack of proportionate and effective controls on the use, sharing and publication of information SO2/15 Risk that the continuing healthcare (CHC) retrospective cases process is not able to deliver a desired outcome in a timely way S02/25 Risk of failure to deliver specific national targets n relation to dementia diagnosis S02/26 Risk to the CCG of not implementing the recommendations of Winterbourne View via the Transforming Care programme S02/30 Risk that patients are not assessed with a management plan and exited/admitted or discharged out of ED within 4 hours SO2/31 Risk that delayed transfers of care (DTOCs) are not reduced to the target of 2.5% SO2/32 Risk that the constitutional pledge to refer to treatment with 18 weeks at WHHT is not being met for our patients SO2/33 Risk that priority ambulance KPIs are not delivered for our patients. S03/02 Risk that localities will not be aligned with CCG strategic objectives S03/03 Risk of failure to ensure that Public Health is sufficiently embedded within the CCG programmes and localities S03/05 Risk that we fail to successfully transform health and social care through use of the Better Care Fund (BCF) S03/08 Risk that lack of available workforce in primary care prevents delivery of services identified as key to transformational change SO3/09 Risk that there will be a reduced level of provision for social care services S04/03 Risk that QIPP savings are not achieved as planned S04/22 Risk that there are higher levels of hospital activity than planned/anticipated S04/23 Risk that additional expenditure will occur that is not budgeted for. Risks (e.g. patient safety, The executive summary dashboards reflect the high priority key performance financial, legal) indicators identified which includes the recovery action plan/ trajectories (where What risks have been identified applicable) and progress updates. as a result of this report? How are they being mitigated? Resource Implications Not applicable. This report provides a general update on key quality, performance and finance issues Equality Impact Analysis There are no implications (indicate the key points the analysis has identified relevant to decision required) Equality Delivery System Better Health Outcomes ☒ (identify which goal your Improved Patient Access and Experience ☒ proposal / paper supports) A Representative and Supported ☒ Workforce Inclusive Leadership ☒ Report History 01 December 2016 quality and performance committee Which Groups or Committees have seen this report and when? Appendices 10) Quality premium 2016-2017 quarter 2 11) Workforce: quarter 2 13) Environmental report- quarter 2 14) Better care fund- quarter 2 15) Safe staffing- quarter 2 16) Learning disability report including transforming care – quarter 2 18) System resilliance progress report 19) Continuing health care – quarter 2 Glossary of terms Chair’s report of Quality and Perforamnce Committee meeting held on 5 January Month 8 Finance report The report is based on M7 activity. Forecasts are based upon historic trends, but there is a risk that activity will differ from that predicted for the rest of the year. Recovery actions still present an element of risk but a deficit position of £8M is still considered achievable. Transformation and QIPP report The Committee noted that QIPP is just one indicator of financial grip among a number of others in a complex dashboard. The Committee welcomed a simpler method of reporting QIPP in the future. £33M QIPP has been identified so far for 2017/18 with £5M still to be scoped. Over and above the target of £38M additional schemes will be worked up to mitigate against the risk of less than 100% delivery and/or other factors so far unseen. Integrated quality, performance & finance report 30 November 2016 All contracts were signed by 23 December 2016. WHHT A&E target is not currently in line with the revised trajectory. Issues with RFL 62 week cancer waits are being looked at in detail. There has been a deterioration in HUC performance. There is still a need for patient education on usage. Two never events have been reported by WHHT and are being investigated. Safeguarding adults & safeguarding children 6 month reports Both staffing and training at HPFT in relation to safeguarding adults need to improve. Both Safeguarding Boards are operating effectively and joint working is being developed. CQUINs 2016/17 Q2 There will be no local CQUIN schemes next year: all are nationally mandated schemes from 2017/18. Equality & Diversity Annual Report HVCCG is compliant with no big issues to report. The report will be published before 31 January 2017. Quality Improvement 6 month report There are some care homes with concerns raised by the CQC, all of which are being monitored in joint visits by HVCCG and HCC. The Quality Improvement team is working effectively with the information available now a significant improvement on previous years. 12 January 2017 integrated, quality, performance and finance Board report 1) Sections in this report. The integrated quality, performance and finance report is a standardised set of dashboards with selected sections going to different groups, as described below: Available Quality and performance Ref. via HVCCG Board Section committee intranet 1 Introduction to the report Key constitutional standards dashboard – funded via the Sustainability and transformation fund 2 (replacing the top 5 priority report as of October 2016 report ) and executive highlight exception reports (priority key performance indicator dashboards ) Performance against key national indicators (CCG view, acute and community Trusts) full Full CCG 3 dashboards and CCG patients view for the all acute
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