DOCSLIB.ORG

Annual Report 2019/20

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read 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. 1.1.5 Our 2019/20 Operational Plan set out how we planned to improve and develop services during the year. We met the expectations in the plan to deliver improvements in emergency care, cancer early detection and service performance, and support for people with learning disabilities and autism. We also further developed primary care services, increased investment in mental health services and planned hospital care, and in community services to avoid hospital admission. 1.1.6 The Better Care Fund, in partnership with the Council, has continued to target investment in improvements in discharge planning and reducing levels of delayed discharges. The impact of this is measured against the national High Impact Change model, which demonstrates that Knowsley is making good progress in achieving ‘established’ and ‘mature’ systems and approaches. 1.1.7 Following its launch in March 2019, the Knowsley Integrated Community Frailty Team has been positively impacting on preventing unnecessary hospital admissions and supporting people to live independently in their home environment. 1.1.8 Performance against A&E waiting times and ambulance response times remains a challenge. Knowsley performance on A&E waiting times in 2019/20 remained below target but was better than national performance. Ambulance response time targets were met for the most serious cases but missed for other less life threatening conditions. The CCG continues to be an active participant in the A&E delivery boards for Mid Mersey and North Mersey to address these system wide challenges. 4 1.1.9 Cancer is the leading cause of death in Knowsley and accounts for almost one-third of deaths locally. During the year we have successfully increased uptake of national screening programmes, launched our targeted lung health checks programme, and increased the reach of our exemplar Macmillan Holistic Needs Assessment. Performance against national cancer standards is still not where we want it to be and we are continuing to work on recovery and action plans with providers, supported by the Cancer Alliance. 1.1.10 We met the requirement to further increase investment in mental health services, with implementation of a new standalone 24/7 crisis response service for children and young people, and re-design of the adult crisis response working towards a 24/7 service. Strong performance was maintained against the majority of enhanced national standards and targets. We are continuing to work towards the improved outcomes required in the remaining areas. 1.1.11 The Neurodevelopment Pathway (NDP) is a component of the Special Education Needs and Disabilities (SEND) programme and is jointly commissioned with the local authority. During 2019/20 we invested in a number of waiting list initiatives which have significantly reduced waiting times. We have also worked in collaboration with all key partners and stakeholders on a redesign of the service for implementation during 2020/21. 1.1.12 All of the CCG’s general practices are now members of one of the three Primary Care Networks (PCNs) in Knowsley. Practices have undertaken a range of quality improvements during the past year and PCNs have put in place arrangements to further extend access beyond usual opening times. Recruitment initiatives and investment in technology have continued to build capacity. 1.1.13 During 2019/20 the CCG developed and implemented redesigned contract review processes and procedures for GP practices. The Care Quality Commission (CQC) has also continued to inspect general practice. Where this has identified a need for improvement, we are working with practices to support them to achieve this. 1.1.14 Primary care is critical to the national response to the COVID-19 outbreak which is building as 2019/20 draws to a close. The commitment and dedication of our clinical and non-clinical staff, close collaboration between practices through the PCNs, and our investment in technology will all help us to tackle this. We are committed to working across the local NHS system to provide essential care to our patients during these difficult and unprecedented times. 1.1.15 We continue to take an active role in developing and maintaining strong and effective relationships with the Knowsley Health and Wellbeing Board, and are also an active member of the Knowsley Better Together Strategic Partnership. We are working with partners from across Knowsley, including NHS providers, the Local Authority, Housing, and the voluntary and community sector to improve outcomes and experience for local people. These relationships are more important than ever as we work together to support our population through this difficult time. 5 1.1.16 NHS England holds the CCG to account through the CCG Oversight Framework, which replaced the Improvement and Assessment Framework during 2019/20. We are pleased that the CCG was again confirmed as “good” in the end of year assessment relating to 2018/19 which was published in July 2019. We have sought to build on that position during 2019/20. 1.1.17 The CCG was successful in meeting both its statutory financial duties and the business rules set by NHS England in 2019/20, achieving an in-year surplus of £2.13m, building on its surplus of £5.75 million brought forward from 2018/19. The CCG has also continued to deliver against many of the NHS Constitution standards, as well as other nationally mandated standards. 1.1.18 We aim to be open and transparent about the work that we do and how we use the public resource made available to us to plan, buy and monitor health care services. This is our full annual report which contains all of the statutorily required information for such reports. A shorter public summary is also produced highlighting key information and can be accessed on our website at www.knowsleyccg.nhs.uk from September 2020. 1.1.19 We are proud of our achievements this year and we are pleased with the level of involvement we have from our GP members, the public and our key stakeholders. We have continued to fulfil our key financial and statutory duties during 2019/20 in a challenging environment. 1.1.20 As the NHS faces the greatest challenge since its creation, our membership and staff are working rapidly with local partners, across the NHS and beyond to ensure that we are well prepared and able to support our patients through the COVID-19 outbreak. Dianne Johnson Chief Executive 23 June 2020 6 1.2 The Purpose and Activities of the CCG 1.2.1 The CCG has now been in existence for 7 years. It is made up of the 25 GP practices in the borough working alongside health practitioners from nursing, pharmacy and secondary care. It covers a geographical area from Kirkby in the North to Halewood in the South and also encompasses Huyton, Prescot, Whiston, Cronton and Knowsley Village, sharing the same boundaries as the Council. The CCG has a registered population of approximately 167,000. 1.2.2 The CCG is responsible for commissioning most acute hospital, mental health and community services and commissioning General Practice services under delegated authority from NHS England. The CCG has a total in year annual budget of £326.5 million, which includes a running cost (management) allowance. 1.2.3 The CCG’s strategic vision is that: ‘by 2020, the population of Knowsley will be happier and enjoy better health. When they need to access health and wellbeing services, they will be high quality services with improved access and which use the latest evidence based treatments and therapies. We shall see people living longer. They will be healthier and enjoying a better quality of life. They will be safer and there will be a reduction in health inequalities. They will have greater independence, more self-care, more responsibility for their own health and wellbeing and greater involvement in decisions about their care’. 1.2.4 The CCG was formed to deliver a new way of commissioning health services in the borough and is engaging with and listening to local people, using clinical knowledge and close working relationships with patients and partners in order to improve services.
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 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
    [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]