` NHS LIVERPOOL CLINICAL COMMISSIONING GROUP GOVERNING BODY TUESDAY 10TH MARCH 2020 AT 2.30PM BOARDROOM, LIVERPOOL CCG 4TH FLOOR THE DEPARTMENT, 2 RENSHAW ST LIVERPOOL L1 2SA A G E N D A Part 1: Introductions and Apologies 1.1 Declarations of Interest All 1.2 Minutes and action points from the last meeting All held on 14th January 2020 1.3 Matters arising All Part 2: Officer Updates 2.1 Chief Officer’s Report Report No: GB 16-20 Jan Ledward 2.2 Chief Nurse’s Report Report No: GB 17-20 Jane Lunt 2.3 Public Health Update Verbal PH Representative Part 3: For Decision 3.1 LCCG Business Plan Report No: GB 18-20 Mark Bakewell / Sam James Page 1 of 3 1 3.2 Proposal to establish a North Mersey CCG Report No: GB 19-20 Carole Hill 3.3 Collaborative CCG Policy Development to Report No: GB 20-20 Review suite 3 of Criteria Based Clinical Sam James Treatment Policies Part 4: For Noting 4.1 Finance Update January 2020 – Month 10 Report No: GB 21-20 2019/20 Mark Bakewell 4.2 CCG Corporate Performance Report - Report No: GB 22-20 March 2020 Sam James 4.3 Governance: (a) Governing Body Assurance Framework Report No: GB 23-20 (b) Corporate Risk Register Update Report No: GB 24-20 (c) CCG Issues Log - March 2020 Report No: GB 25-20 Stephen Hendry 4.4 2019/20 Audit Risk and Scrutiny Committee Report no: GB 26-20 Annual Report to the Governing Body Mark Bakewell Part 5: For Information 5.1 Feedback from Formal Committees: Report no: GB 27-20 Finance Procurement & Contracting Committee Gerry Gray 28/1/2020 & 25/2/2020 HR Committee – 21/1/20 & 28/2/20 Helen Dearden Quality Safety & Outcomes Committee Cathy Maddaford 4/2/20 & 3/2/20 Committees in Common – 14/2/20 Carole Hill Primary Care Commissioning Committee Cathy Maddaford 18/2/20 Audit Risk & Scrutiny Committee – 25/2/20 Sally Houghton Page 2 of 3 2 Report no: GB 16-20 NHS LIVERPOOL CLINICAL COMMISSIONING GROUP GOVERNING BODY TUESDAY 10th MARCH 2020 Title of Report Chief Officer’s Report Lead Governor Jan Ledward, Chief Officer Senior Jan Ledward, Chief Officer Management Team Lead Report Author Jan Ledward, Chief Officer Summary The report highlights to the Governing Body the issues and risks that have reached the attention of the Chief Officer and require noting by the Governing Body Recommendation That Liverpool CCG Governing Body: Notes the Chief Officer’s Report Relevant standards/targets Page 1 of 7 39 CHIEF OFFICER’S REPORT 1. PURPOSE The report highlights to the Governing Body the issues and risks that have reached the attention of the Chief Officer and require noting by the Governing Body. 2. RECOMMENDATIONS That Liverpool CCG Governing Body: Notes the Chief Officer’s report. 3. INTRODUCTION We are now moving from our operational management of winter plans into the final quarter of the 19/20 year, where delivery of the financial position and preparation for the annual accounts and audit review takes place. It is a really busy time of the year as we also have to start the planning for the new year with our 20/21 business plan. NHS England published the 20/21 planning guidance in late January 2020, this was accompanied with CCG allocations. I have summarised the key points and headlines from the guidance below. Due to how late in the year this guidance was published this has set us back in terms of the levels of detail we have been able to share in our 20/21 Business Plan which is on today’s agenda. 4. LOCAL ISSUES 4.1 Planning Guidance 2020-21 The NHS Long Term Plan, published in January 2019, and the One Liverpool strategy agreed in January 2020, set out the transformation of services and outcomes the CCG and NHS will deliver by 2023/24, investing the long-term revenue settlement we have received. In 2020/21, this means the NHS is planning to: Page 2 of 7 40 o Deliver the 2020/21 elements of the NHS Long Term Plan commitments, which our local systems have developed through One Liverpool; o Maintain and improve access to services, specifically: . Improve Urgent and Emergency Care (EUC) performance and expand the capacity available to meet EUC demand – this includes reducing bed occupancy levels to maximum of 92% through acute bed expansions, increasing community care, investment in primary care and improvements in length of stay and admission avoidance. Stabilise and reduce waiting lists for elective care and eradicate waits of 52 weeks or more, including freeing up capacity through the reduction of face to face outpatient appointments. Improve performance against cancer operational standards including the 62-day standard and ensure that at least 70% of people receive a cancer diagnosis within 28 days. o Expand primary and community services by: . Increasing investment in primary medical and community services in line with the NHS Long Term Plan commitment to lift spend on primary medical and community services by £4.5bn in real terms of 2023/24. Increasing the primary care workforce under the Additional Roles Scheme and increasing the number of doctors working in primary care. Increasing the number of appointments in general practice to address long waits for routine appointments and provide 100% of the population with access to online GP consultations. Implementing the forthcoming GP contract changes and revised service specifications and develop primary care networks. o Continue to transform the way we provide care by working within systems including both NHS and wider partners to take a far more proactive approach on the prevention of ill-health, including through expansions to smoking cessation, alcohol care and diabetes prevention services, and embracing the opportunities offered by technology to improve care, moderate demand growth and deliver services more efficiently. The CCG is working with Liverpool City Council on its challenged Page 3 of 7 41 financial position about Public Health and the grant reduction which has recently been consulted upon. o Meet the Mental Health Investment Standard with an additional investment of £1.5bn nationally in mental health services. This will fund the service improvements set out in the mental health implementation plan, including expanding access to Improving Access to Psychological Therapies (IAPT) by over 14% so that nearly 1.5 million people are able to benefit. The CCG has over the past 2 years invested more than required by the investment standard. We know there is growing demand and need for improved access to many mental health services and we work closely with all our providers to ensure we deliver better quality care. o Continue to improve outcomes and care for people of all ages with a learning disability or autism and delivering against the commitments to reduce the number of adults and children receiving care in an inpatient setting. o Begin to implement the forthcoming People Plan, and within 2020/21 focus on increasing the number of nurses working in the NHS through improved retention and expansion of international recruitment. o Reduce the impact the NHS has on the environment by reducing its carbon footprint, reducing the use of avoidable single-use plastics, and working with partners, including local government, to tackle local air pollution. o Live within agreed financial trajectories. Deliver productivity and efficiency improvements by continuing to maximise opportunities identified through programmes such as RightCare, Model Hospital and Getting it Right First Time (GIRFT) to reduce unwarranted variation. o Embed and strengthen the governance of our systems as we move to a ‘system by default’ operational model and prepare all systems to become an Integrated Care System (ICS) by April 2021. I have been liaising with NHS England North West over the configuration of our local system. Currently this is Liverpool incorporating all our local providers including specialist services. I anticipated that this will move to be a North Mersey assurance system during 2020. Page 4 of 7 42 4.2 2019/20 Staff Survey The CCG staff survey results have been published, a summary of this year’s results is attached at appendix A. Overall, we have seen some improvement on last year in most areas other than wellbeing and team working. With Joanne Twist starting her secondment with us in September we have done a lot as an organisation to improve health and wellbeing recently holding a wellbeing day on Monday 3rd February 2019. Feedback from staff has been positive with over 100 staff attending throughout the day. I must say there were a lot of women in the organisation with some very nice painted nails and staff feeling very relaxed having received a head or hand massage. There was a variety of health and wellbeing information available for staff to view and/or take part in on the day covering physical, mental and social wellbeing. The most popular question asked by staff was - when is the next one being held? In response to the staff survey we will produce an action plan and engage staff in how we can continue to improve. 4.3 Cheshire & Merseyside Health & Care Partnership As members of the Governing Body will be aware Mr Alan Yates has taken up post as Chair of the C&M Partnership. He and representatives recently interviewed and appointed to the post of Chief Officer for the Partnership. Dr Jackie Bene was appointed. Jackie has previously worked as Chief Executive at Bolton Hospital NHS Foundation Trust and she also has considerable experience of leading the Place of Bolton and leading transformation programmes across Greater Manchester and so benefits from seeing the Partnership through a variety of perspectives.