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Extraordinary Governing Body Extraordinary Governing Body To be held on Thursday 24 May 2018 from 1pm until 2.00pm in the Boardroom, Sovereign House, Heavens Walk, Doncaster DN4 5HZ Extraordinary Governing Body To be held on Thursday 24 May 2018 from 1.00pm – 2:00pm In the Boardroom, Sovereign House, Heavens Walk, Doncaster, DN4 5HZ Presenter Enc 1. Welcome and Introductions Chair Verbal 2. Apologies Chair Verbal 3. Declarations of Interest Chair Verbal 4. Annual Reporting Arrangements Mrs Tingle & Mrs Enc A Devanney The Annual Report will be presented which includes: • Performance Report (to be signed by the Chief Officer) • Accountability Report (to be signed by the Chief Officer) • Includes the Members’ report • Includes the Statement of Accountable Officer's Responsibilities (to be signed by the Chief Officer) • Includes the Governance Statement (to be signed by the Chief Officer) which also contains the Head of Internal Audit Opinion • Includes the Remuneration & Staff Report (to be signed by the Chief Officer) • Annual Accounts - An explanation paper of the draft accounts has also been appended to the papers for information • Includes Statement of Financial Position (to be signed by the Chief Officer) • Consistency Statement (to be signed by the Chief Officer and Chief Finance Officer) • Auditor’s Opinions (Accounts & Regularity and Value For Money Conclusion) 5. ISA 260 Report to those charged with Governance Clare Partridge, Enc B KPMG - External Audit 6. Letter of Management Representation (to be signed by the Mrs Tingle Enc C Chief Officer) 7. Next steps Mrs Tingle & Mrs Verbal Devanney • Submission of Annual Report and Accounts to NHS England by 12 noon on Tuesday 29 May 2018 • Publication of the Annual Report and Accounts on the CCG website by 15 June 2018 • Hold a public meeting to present the Annual Report and Accounts by 30 September 2018 Enc A Annual Reporting Arrangements Annual Report 2017/18 1 Contents PERFORMANCE REPORT ....................................................................................... 3 1. Performance Overview ........................................................................................ 4 2. Performance Analysis ........................................................................................ 10 ACCOUNTABILITY REPORT ................................................................................. 43 1. Corporate Governance Report........................................................................... 51 1.1. Members Report ....................................................................................... 51 1.2. Statement of Accountable Officer’s Responsibilities ................................. 54 1.3. Governance Statement ............................................................................. 56 2. Remuneration and Staff Report ......................................................................... 77 2.1. Remuneration Report ................................................................................ 77 2.2. Staff Report ............................................................................................... 86 3. Parliamentary Accountability and Audit Report .................................................. 93 ANNUAL ACCOUNTS ............................................................................................. 94 2 PERFORMANCE REPORT Mrs Jackie Pederson Accountable Officer 24 May 2018 3 1. Performance Overview The purpose of this overview is to give our stakeholders a short summary with sufficient information to understand our organisation, our purpose, the key risks to the achievement of our objectives, and how we have performed during the year. 1.1. Statement from the Chief Officer 2017/18 has been a particularly challenging year in delivery of the CCG’s statutory requirements and delivery of our commissioning plans under an increasingly financial and demanding delivery environment. Despite increasing financial constraints and demands placed upon the local healthcare system, we have achieved our statutory financial duties as an NHS commissioning organisation, ending the year with our required financial surplus. National focus has been understandably on the urgent care system and delivering the best care possible throughout periods of high demand. We have achieved high performance by working together as a health and care partnership across all sectors of the NHS, Local Authority and third sector. By working in this way, Doncaster has been consistently in the top performing care systems in relation to achieving the 4 hour accident and emergency access standard. 2017/18 has seen an increasing focus on collaborative commissioning and provision with our local partners across the Health and Social Care system. We have continued to progress delivery of the local Doncaster Place Plan (published October 2016) with statutory organisations in Doncaster. This is the first time in Doncaster that we have articulated a shared vision across health and social care and will in the future provide coordinated and improved health and social care for the population of Doncaster. The integration of local health and social care is a key policy priority for the CCG and the Team Doncaster Partnership. The focus of this work is to ensure that health and social care services (and other partners where needed) are joining up and responding effectively at key points in people's lives when they need that most. We have referred to this as 'moments to shine' where effective joint working can improve outcomes and life chances, support people to be as independent and healthy for as long as possible, and provide great services for our local population when they are needed. From a wider perspective, the Health and Care Working Together in South Yorkshire and Bassetlaw partnership comprises 25 NHS organisations, local authorities and key voluntary sector and independent partners in our region which are responsible for health and care provision of the 1.5 million people living in Barnsley, Bassetlaw, Doncaster, Rotherham and Sheffield. Through working together, we have been chosen by NHS England to be one of the first areas of the country to become an integrated care system. An integrated care system is another way of describing our ambition, supported by our patients and staff, to ensure health and care services are the best they can possibly be across this wider geography and in our local place. 4 Working together in this way means that we will be able to better join up GPs and hospitals, physical and mental healthcare, social care and the NHS and give our patients the seamless care they have told us they want. As a Membership organisation composed of our 42 Member Practices, clinical insights and experience have driven forward our system transformation programmes to improve healthcare services for the Doncaster population. We have continued to work towards the ambitions in our five year commissioning strategy Moving Forward, Getting Better, and our Governing Body has refreshed and reaffirmed this strategic direction with our focus remaining on care out of hospital, care of the elderly, and coordinated care delivered through 12 transformational outcome-based delivery plans, which also align to the Doncaster Place Plan and the South Yorkshire and Bassetlaw integrated care system plan called the Sustainability & Transformation Plan. Following changes in our leadership team during 2016/17, this year has seen the Senior Leadership Team develop a firm foundation with the Governing Body to drive forward the local integrated commissioning and provision agenda, working ever closer with commissioners in Doncaster Council and our provider colleagues to progress with our vision which is the Doncaster Place Plan. 2018/19 and the years that follow will be increasingly challenging financially for the entire NHS, and Doncaster is no exception. Our goal is to strive for continuous quality improvements whilst seeking to operate within a very challenging financial environment with increasing demands placed upon healthcare services. We believe that working in partnership across health and social care is fundamental to meeting these challenges and to ensuring integration of care for patients. We all look forward to meeting these challenges together. Jackie Pederson Chief Officer 5 1.2. Purpose and activities of the organisation Our role: As a clinically-led statutory NHS body, we are responsible for planning and commissioning health care services for our local area to achieve the best possible health outcomes for our local population, and in doing so acting effectively, efficiently and economically. We do this by assessing local needs, agreeing priorities and strategies, and then commissioning services on behalf of our population from a range of providers whilst constantly responding to changing local needs. Vision and values: Our vision is to work with others to invest in quality healthcare for Doncaster patients, and our values are: The needs of patients are paramount Drive forward continuous improvement Relationships based on integrity and trust Our strategy: Our 5 year commissioning strategy Moving Forward, Getting Better is refreshed annually, enacted into Commissioning & Contracting Intentions for our providers, and sets out our clear and credible plans for delivering our vision for health care services in partnership to meet the needs of the Doncaster population. It recognises the challenge in ensuring healthcare services are affordable and sustainable in an environment of low financial growth,
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