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Hartlepool and Stockton on Tees CCG Annual NHS Hartlepool and Stockton Clinical Commissioning Group – Annual Report and Accounts 2014/15 Page | 1 NHS Hartlepool and Stockton Clinical Commissioning Group – Annual Report and Accounts 2014/15 Contents Page Number Chair’s Introduction 3 Strategic Report 5 Sustainability Report 42 Members Report 45 Remuneration Report 52 Statement by the Accountable Officer 65 Governance Statement 66 Annual Accounts Appendix 1 Audit Report and Opinion Appendix 2 Page | 2 NHS Hartlepool and Stockton Clinical Commissioning Group – Annual Report and Accounts 2014/15 Chair’s introduction As the elected Chair of NHS Hartlepool and Stockton-on-Tees Clinical Commissioning Group (CCG), I have been privileged to lead the CCG Governing Body on behalf of member practices during our first two years as a statutory body. As a ‘clinical’ commissioning organisation we bring a unique clinical perspective and patient focus to every decision we make. Key areas that the Governing Body has focused on during the year include : Receipt, review and approval of a range of strategies A refresh of the CCG’s Clear and Credible Plan Commissioning Intentions CCG Operational Plans We are committed to involving local people in decisions about the provision of healthcare for our local communities. We have continued to use a number of mechanisms to ensure patients and the public are given the opportunity to contribute their opinions about current services and future needs. Feedback from patients and the public on our commissioning intentions has shaped the focus of our work during the year and in the development of our Five Year Plan. Details of our successes and performance for 2014/15 are included throughout this annual report. Having identified a range of priorities that will address the legacy of ill health in our area, we are continuing to develop strong and lasting relationships with our local partners and stakeholders and are working together to address shared challenges and priorities. Key partners include Stockton-on-Tees and Hartlepool Borough Councils; our local Healthwatch organisations; North Tees and Hartlepool NHS Foundation Trust; South Tees Hospitals NHS Foundation Trust; Tees, Esk and Wear Valleys NHS Foundation Trust and the North East Ambulance NHS Foundation Trust, as well as other key providers in the NHS and independent sector. We have continued to work with a range of community and voluntary organisations that are able to help us to reach out to those who are often overlooked or seldom heard. We consider collaboration with other CCGs as essential to addressing the many health and inequality challenges we collectively face across the North East. We are working with the CCGs across Teesside, Durham and Darlington in particular, combining resources to improve the quality of care in our region. The CCG received a letter from NHS England in March 2015 stating approval to take on joint arrangements with regard to co-commissioning of primary care services. Page | 3 NHS Hartlepool and Stockton Clinical Commissioning Group – Annual Report and Accounts 2014/15 This means that from 1 April 2015 the CCG will be responsible for co-commissioning local GP services with NHS England. Our Annual Report 2014/15 sets out in detail how we have tackled our priorities and the progress we have made in improving health outcomes and patient experience. On behalf of the member practices, I commend this report to you. Dr Boleslaw Posmyk Chair of the Governing Body Page | 4 NHS Hartlepool and Stockton Clinical Commissioning Group – Annual Report and Accounts 2014/15 Strategic report Chief Officer’s Introduction During our second year as a new commissioning organisation, we have been striving to serve our local people well by making a real difference to health services, patient experience and clinical outcomes. This report provides a reflection on the achievements we have made this year and describes the way we have governed our actions. I am delighted that we continue to make significant progress in the delivery of our vision and aims. We describe in our Strategic Report how we are listening to local people, working in partnership with our patients and families, providers, co-commissioners and partners, and detail some of the new services and ways of working we have put in place to make a real and sustainable difference to patient care. Our decisions are focused on ensuring our communities are provided with the safest and best quality services possible. Our performance and financial overview provides an assessment of our achievements whilst highlighting some of the many challenges we have been, and are still, tackling in promoting healthy lifestyles and improving the quality of care for all patients. We have managed our resources appropriately and efficiently throughout the year, increasing investment in important services such as: Child and Adolescent Mental Health Services, Increasing Access to Psychological Therapies, Dementia and new services for carers. We have also developed out Better Care Fund plans ready for implementation in 2015/16, and continue to be in the forefront of new ways to provide services tailored to individual needs such as Integrated Personal Commissioning. As a CCG, we take our responsibilities for sustainability and equality and diversity very seriously and the report describes how we have focused on improvement in these areas. I have set out my responsibilities as accountable officer in the ‘annual governance statement’ which includes assurance from our auditors of the way we have conducted our affairs during the year. As I reflect on the past year, I can say that there have inevitably been highs and lows. It was with great sadness that we said goodbye to one of our valued members of staff, Louise Croce. Louise was a committed, young, enthusiastic member of the team, who selflessly gave her all to the CCG and we all deeply felt her loss when she passed away in September 2014, having borne her illness with great courage. I hope you find the report interesting and informative. Our achievements are a testimony to the hard work and dedication of my staff, those we work with from the North of England Commissioning Support Unit and our many and invaluable partners. Page | 5 NHS Hartlepool and Stockton Clinical Commissioning Group – Annual Report and Accounts 2014/15 About us NHS Hartlepool and Stockton-on-Tees Clinical Commissioning Group (CCG) was established as a statutory body in April 2013 as a result of the Health and Social Care Act 2012. The CCG is responsible for planning and purchasing a range of local healthcare services on behalf of patients across the Hartlepool and Stockton-on- Tees areas. The CCG represents all 40 GP practices across the two Boroughs and our population is almost 300,000. Our headquarters is in the heart of the communities we serve at Billingham Health Centre, Queensway, Billingham. We are a clinically-led membership organisation made up of all the GP practices in Hartlepool and Stockton-on-Tees and we are committed to creating an accessible health service that provides safe, high quality care in the best place for our patients. We believe that good healthcare is everybody’s business and we are dedicated to developing effective working relationships with partners, stakeholders and the public to deliver joined-up healthcare that will benefit everyone. The services we are responsible for planning and commissioning include those that address: • Mothers and newborn children. • Mental health. • Learning disabilities. • Emergency and urgent care. • Routine operations. • Long term conditions. • End of life. • Continuing healthcare. The North of England Commissioning Support Unit (NECS) provides a wide range of functions on the CCG’s behalf to enable us to deliver our duties and priorities. It allows us to draw upon experienced commissioning support from experts. Due to the size and geography that NECS covers, they are in a good position to advise us, keep management costs to a minimum and share best practice with us. Our vision Our strategic vision that has provided the focus for our work during 2014/15 has been: To develop outstanding, innovative and equitable health and social care services, ensuring excellence and value in delivery of person centred care working across both health and social care Page | 6 NHS Hartlepool and Stockton Clinical Commissioning Group – Annual Report and Accounts 2014/15 Our aims Work with our patients to promote and support healthy living and self-care. Involve service users, carers, staff, providers, partners and the public to develop services and reduce health inequalities. Work in partnership to transform services and ensure transparency through inclusion of all stakeholders to meet patient needs. Make use of and contribute to the evidence base that drives service transformation, embracing opportunities to innovate. Commission sustainable services as close to the patient’s home as possible. Ensure services are safe, high quality and cost effective. Plan and respond to the identified needs at a locality level for the residents of Hartlepool and Stockton-on-Tees. Our priorities In the Hartlepool and Stockton-on-Tees areas, health risks are high when compared with other parts of the country. We have higher than average rates of smoking and alcohol consumption and lower levels of exercise. Health inequality is also an issue across our region. For example, there remain significant mortality differences between wards, and emergency admissions for heart disease are two–and-a-half times greater
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