Financial Strategy 5 year strategy 2015/ /20

Size: px
Start display at page:

Download "Financial Strategy 5 year strategy 2015/16 2019/20"

Transcription

1 Item 4.3 Paper 15 Financial Strategy 5 year strategy 2015/ /20 NHS Guildford and Waverley Clinical Commissioning Group Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 1 of 15

2 CONTENTS 1. Introduction Aims and purpose of the strategy 2. Principles & Strategic Approach 3. Financial Strategy 4. Key Points in Delivering & Managing Our Strategy 5. Background Data 6. Appendices Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 2 of 15

3 1. Introduction Aims and purpose of the strategy 1.1 Guildford and Waverley Clinical Commissioning Group s (GWCCG) Financial Strategy is built upon using the CCGs resources wisely to meet the health needs of the residents of Guildford and Waverley. It seeks to ensure value for money and the fair and effective use of resources to improve the health and well-being of the community and secure the provision of safe high quality services. It builds on the initial strategic, operational and financial planning that was developed since the formation of the CCG in April The Financial Strategy is focused on: communication of the CCG s financial position and context the financing of the strategy of the CCG to deliver health gain objectives, within the constraints of its resource allocation and responsibilities and ensuring that the CCG can trust its financial systems to support informed decision making. 1.3 The overriding objective of the Financial Strategy is to maintain, through prudent control, sustainable financial viability in order to enable the CCG to achieve its purpose and goals and achieve the CCG s statutory and financial duties. 1.4 The purpose of the financial strategy is to: monitor and ensure the on-going financial viability of the CCG ensure the resource needs of the CCG and potential financial risks are correctly identified enable the CCG to make informed decisions on new initiatives, future developments and opportunities support the CCG s service strategies through effective and prioritised use of resources and enable service review and redesign enable the movement of financial resources to support changing health needs and changes to the delivery of health enable the CCG to demonstrate robust financial management and control and best value for taxpayer funds 1.5 The CCG has a number of financial duties to achieve, both statutory and required by the 2014/15 to 2018/19 Everyone Counts Planning for Patients and updated in the forward view for 2015/16 published in December The statutory duties are: not to exceed its revenue resource in any one year not to exceed its capital resource in any one year not to exceed its cash limit in any one year act effectively, efficiently and economically take account of any Directions by NHS England on expenditure 1.6 In addition, the specific 2015/16 planning duties are: to pay all valid invoices by the due date or within 30 days of a valid invoice to deliver a 1% surplus on the revenue allocation o The CCG plans do not deliver against this requirement in 2015/16. The plan is for the CCG to breakeven to establish a 1% non-recurring strategic investment reserve to plan for a 0.5% contingency Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 3 of 15

4 to deliver a 10% reduction in CCG running costs and to not exceed the running cost target to show growth in Mental Health funding equitable to the growth in CCG allocation increases 2. Principles & Strategic Approach 2.1 The financial strategy has been developed on the following principles: an understanding of the current and prevailing financial position and current use of resource and the recognition that we need to better understand what we get for our healthcare spending through benchmarking, care pathway and disease spend analysis; consideration of the context in which the CCG operates in terms of health care policy and strategy and the impact of influences; resources are prioritised to deliver the CCG s strategic objectives in line with our Commissioning Intentions, as detailed in our Commissioning Strategic Plan; that GP practices, local clinicians and managers work together to develop financial awareness, understanding and ownership of financial issues in the delivery and commissioning of services to deliver immediate and long term change, and that the finance function will support them in making the right choices and commitments; the need to develop public engagement programmes which will facilitate ownership of the use of resources and the financial challenge; new investment and disinvestment reviews are focused on the change in health improvements delivered; underpinning financial processes need to be sufficiently developed to provide robust and complete financial information to assist in the delivery of the strategy. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 4 of 15

5 Monitoring, control, review & revision Where are we? What is influencing us? Communicating, implementing, delivering & learning Financial Strategy Where do we wish to be? Do we have the capabilities and controls to get there? What do we need to do? What do we wish to achieve? 3. Financial Strategy High Level Financial Summary 3.1 During the early to mid 2000 s, the NHS benefited from significant growth in funding and investment. This has now changed as a result of the current economic climate and presents significant financial challenges including: minimal growth in the medium term Nationally identified QIPP gap of 20bn Population growth and ageing population demographic CIP and QIPP impact on local providers Increases in secondary care activity and prices Impact of reduction in social care funding and development of the Better Care Fund. In 2014/15, the CCG received growth funding of 2.14% on its resource limit. This has been reduced to 2.09% in 2015/16 as published in the CCG allocations in December A summary of the 2015/16 assumptions is attached in Appendix Delivering the financial plan from 2015/16 onwards, in the context of uncertain growth and in a period of significant transformation, will be challenging. 3.3 A summary of the Income and Expenditure plan is attached at Appendix 2, reflecting the overall Guildford and Waverley CCG position. The summary 2015/16 position is detailed in the table below and is net of the forecast QIPP savings of 15.2m. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 5 of 15

6 Summary of Budgets 2015/16 m Acute Services 138 Mental Health Services 23 Community Services 20 Continuing Care Services 16 Primary Care Services (inc. Prescribing) 32 Other Programme Services 3 Total Commissioning Services 232 Running costs 5 Contingency & Reserves 5 Total expenditure 242 Surplus 0 Resource allocation 242 Revenue Outlook 3.4 During the term of this financial strategy the CCG will experience considerable pressures primarily in acute but also in non-acute areas of spend. 3.5 A focus on Service Transformation is the key to unlocking the levels of efficiency required. Achievement is dependent upon local clinicians, GP practices and managers working together to deliver both immediate and long term change. 3.6 The delivery of the required efficiencies, in an increasingly challenging financial environment, is central to achieving financial balance. It is a continued requirement to maintain the CCG s focus on contingency and surplus planning, prudent financial planning, investment prioritisation and the delivery of significant, sustainable efficiency savings. 3.7 Additional investment will only be achievable if efficiency savings are created through service review and redesign, over and above that required to deliver financial balance. Sources of Funds 3.8 The allocation given to the CCG for 2015/16 is 242m. This includes growth funding of 2.09%, Better Care Fund allocation of 3.3m and CCG Running costs of 4.8m. Efficiency Plans and Best Value Reviews 3.9. The forward view for 2015/16 implies a gross national tariff/uplift of 1.9% less efficiency of 3.5% resulting in a -1.6% tariff deflator. The tariff assumes that all providers will achieve internal efficiencies through changing the way services are delivered, reducing variations in activity and improving procurement practices Efficiency strategies, resulting from lower growth and increasing demand, will be required to be developed further by the CCG to deliver sustainable savings outside of, and in addition, to the tariff. These plans will be under-pinned by best value principles, which recognise service delivery and quality improvement as well as cost reduction. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 6 of 15

7 3.11 The objectives of the Service Transformation programme are to drive efficiencies in providers, optimise spend and deliver quality and shift care into the most appropriate settings An important focus of on-going efficiency will be the development of a programme of service review. This will focus on all commissioned services, which will be conducted under the best value principles of: challenge, consultation, competition and comparison and the economic concept of value added or health gain achieved Financial Improvement Plans Facing the Challenge 3.13 Delivering the financial plan from 2015/16 onwards will be a significant challenge, with the total savings requirement for Guildford and Waverley CCG of approximately 6% of the overall resource limit This savings requirement clearly increases if the CCG wishes to generate an internal investment fund over and above that reflected in the existing plan, or if the savings plans delivered are non-recurrent In order to meet the financial challenge, the CCG, has embarked on a number of pieces of work to develop and deliver sustainable savings from greater efficiency and through managing demand for reinvestment The following levers will form the CCG s demand management and efficiency plan: Redesign and Lower Cost Settings. Finding ways of achieving the same (or better) outcomes for patients for less cost by completely redesigning and re-organising the way in which services are delivered and/or delivering services in a lower cost setting. This includes improving access to urgent care services in the community. Long Term Conditions Case Management. Improving the management of long term conditions, developing integrated pathways through better use of community specialist and existing services. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 7 of 15

8 Prevention. Focusing on and promoting prevention, screening and selfmanagement. Management of Acute Contract Activity. Monitoring and challenging of activity and finance monitoring returns to ensure adherence with PbR contracting rules, performance targets and effective commissioning guidance. Utilisation of Demand Management Activities. Reducing GP referrals by managing referral thresholds and managing conditions in the community. Decommissioning. Decommission evidence-based low value-added interventions. Market Management/Procurement. The appropriate market testing of services to secure i) best value from the market and ii) innovative ideas for maximising outcomes for patients. The priorities for the GWCCG are built on the Commissioning Intentions. Inflationary & generic pressures 3.17 The first call on growth or efficiency generated funds is to fund the recurrent cost of prior year outturn, inflationary tariffs and generic pressures, and to recurrently fund known existing and future uncontrollable activity increases. Inflation is set by the DH and reflected in the national tariff In addition to growth funding, the negative Acute and non-acute tariffs means a net increase in available resources to the CCG. It is expected that this will be reinvested in services and provide funding to meet activity growth. Contingency Reserve 3.19 It is assumed that NHS England will expect all CCGs to continue to include a level of contingencies in their financial plans. The contingency is held in reserve and assessed in-year to determine its availability for investment.. Target Surplus & Non Recurrent Headroom 3.20 Similarly it is assumed that CCGs will continue to plan for surpluses of 1%. The CCG has not delivered this requirement within the 2015/16 plans and has built the financial plan on the assumption of a breakeven budget. The forward view clearly states that CCG s should plan for a 1% strategic investment reserve to support transformation and agreed investment plans. The CCG has set this funding aside within the financial plan although this is already committed against agreed schemes including, Frailty initiative, Continuing Healthcare risk pool and the Referral Support Service. Maintenance of Reserves & Provisions 3.21 There are a number of risks which may impact on the delivery of the CCG s Revenue Plan. Going forward there is minimal opportunity for the use of reserves to mitigate financial risk and therefore the CCG must ensure that risks are identified as early as possible and mitigation plans exist to support the CCG achieving financial balance. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 8 of 15

9 Investments 3.22 The CCG has set aside the required 1% investment reserve in the 2015/16 financial plan to support the delivery of key agreed initiatives as described above. Service Transformation 3.23 The programme of Service Transformation will be managed by regular meetings of the QIPP Delivery Assurance Group and the implementation of a joint collaborative Programme Management Office with the Royal Surrey County Hospital. These will ensure that: There are regular reviews of the progress against each scheme and pathway change proposal and appropriate financial information to support. Risks to delivery are identified at an early stage and effective corrective action is taken, with project leads supported in this process. Other initiatives are identified, as required, to ensure overall efficiency targets are delivered. Senior leadership inputs to achieving the Service Transformation goals. Escalation processes are in place to ensure appropriate procedures are followed in the event of non-delivery or slippage against schemes. Joint ownership placing responsibility with delivery Details of the Service Transformation programme are contained within Appendix 3 Treasury Management Strategy 3.24 The CCG has a financial duty not to exceed its cash limit in any one year. The CCG receives a cash resource, which is based on its revenue and capital resource less capital charges. The CCG draws its cash resource from the treasury on a monthly basis; it is unable to invest this resource The CCG s cash management strategy is based on: continued delivery of income and expenditure balance production of accurate detailed cash flow forecasts achievement of creditor payment targets income collection and debtors management 3.26 Key to the delivery of the CCG s cash management strategy is the robust and regular forecasting of the CCG s cash flow to ensure that it achieves its year-end balance and that it utilises appropriately the cash it draws on a monthly basis. Achievement of Creditors Payment Policy & Targets 3.27 One of the CCG s financial duties is to pay all valid invoices by the due date or within 30 days of a valid invoice. The achievement of this Better Payment Practice Code (BPPC) for all of the CCG s creditors is an important part of the CCG s cash management strategy The CCG aims to pay its smaller suppliers as quickly as possible within the 30 days Better Payment Practice code. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 9 of 15

10 3.29 The CCG is working with budget holders to ensure: invoices are promptly coded and electronically approved by authorised signatories immediate action is taken where necessary to resolve invoice disputes Capital 3.30 GWCCG has bid for 84k capital funding for 2015/16. Robust Financial Processes 3.31 Financial management is central to the CCG s decision making process, to provide information that is used to direct and control the CCG s activities, report and discharge accountability and utilise resources efficiently and effectively Central to the CCG s ability to provide good financial planning, budget setting and budget reporting and monitoring is the delivery of accurate, timely and efficient treasury management functions, including adherence to better payment practice codes Significant focus will continue to be placed on improving financial processes The CCG s Prime Financial Policies and budget virement powers control the use of the CCG s resources. In order to maintain sustainable financial viability of the CCG, strong financial control is required to be maintained over recurrent budgeted expenditure, which must not exceed recurrent resource. Nonrecurrent resources are not to be used to finance recurrent expenditure without the written authority of the Chief Officer and Chief Finance Officer. Risk Assessment & Management 3.35 The main risks the CCG faces as it goes forward include: The level of acute activity Provider financial positions deteriorating Delivering the challenging Service Transformation Programme target required to achieve financial stability Changes in national policies regarding funding adjustments and service requirements 4. Key Points in Delivering & Managing Our Strategy Robust Financial Systems 4.1 The strategy will be delivered through the continued development of robust financial systems to enable informed decision-making. Focus will be on: developing and communicating financial policies, controls and processes the timeliness and efficiency of treasury management functions including creditor payments and debt recovery the implementation of sound, modern financial systems, procedures and policies Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 10 of 15

11 clear & timely financial reporting and preparation accurate and improved forecasting and modelling techniques the support and training given to service managers transparency and governance within the CCG devolved decision making to encourage greater accountability Investment/Disinvestment Prioritisation 4.2 GWCCG will develop a prioritisation process to assess the relative importance or value of health service interventions and programmes against agreed principles and criteria. Prioritisation decisions include; introducing new or increasing resources or services, reducing existing resources or services and replacing existing resources or services. 4.3 The prioritisation process is essential as it: aligns investment to pre-agreed strategies, priorities and policies facilitates making fair decisions which balance competing need supports understanding of funding options, outcomes, consequences and opportunity costs supports the delivery of clinical commissioning provide better value for money. Value for Money 4.4 Commissioning and provision decisions will become increasingly informed by value for money or best value considerations. Health Outcomes 4.5 Success will be measured through using improvements in health outcomes. This can be achieved by routine before and after measurements of health to monitor and manage the performance of providers, to ensure the CCG s resources are focused on securing demonstrable health gain. Action, Monitoring, Control, Review & Revision 4.6 The financial strategy has been developed after an assessment of GWCCG s financial background, current position and consideration of the impact of policy, priorities and influences of the context in which it operates. 4.7 The financial strategy by its nature will require continuous review and update and will be formally reviewed on a six monthly basis by the Executive Team. 4.8 The Audit and Finance Committees are an integral part of the governance structure established by the CCG to ensure it meets its financial objectives. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 11 of 15

12 Local Context Better Care Fund and Surrey County Council 4.8 GWCCG has worked very closely with the local Council in developing its Integrated Strategic Operating Plan and also in planning, commissioning and delivering services. 4.9 In August 2013, the Local Government Association and NHS England published their planning vision for how the pooling of 3.8 billion of funding, announced by the Government in the June spending round, will ensure a transformation in integrated health and social care. The Better Care Fund (BCF) is a single pooled budget for health and social care services to work more closely together in local areas. The BCF is a pooled budget which is being deployed locally on social care and health, subject to the following national conditions which will need to be addressed in the plans: plans to be jointly agreed; Protection for social care services (not spending); As part of agreed local plans, 7-day working in health and social care to support patients being discharged and prevent unnecessary admissions at weekends; Better data sharing between health and social care, based on the NHS number (it is recognised that progress on this issue will require the resolution of some Information Governance issues by the Department of Health; ensure a joint approach to assessments and care planning; ensure that, where funding is used for integrated packages of care, there will be an accountable professional; risk-sharing principles and contingency plans if targets are not met including redeployment of the funding if local agreement is not reached; and Agreement on the consequential impact of changes in the acute sector. The BCF includes NHS contributions already transferred to local Councils as part of the whole systems partnership funding, carers funding, reablement funding, social care grant and capital grants. Royal Surrey County (RSCH) The CCGs local acute provider is the Royal Surrey County Hospital NHS Foundation Trust, which accounts for 45% of the CCG s commissioning expenditure. GWCCG will work collaboratively with the Trust to ensure strategic service redesign is incorporated through the Commissioning Intentions and the Trust s long term plans. Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 12 of 15

13 5. Appendices Appendix 1 Financial planning assumptions NHS Guildford and Waverley CCG 15/16 Funding levels 2.09% Cost Inflation 1.9% Cost Efficiency 3.5% Tariff inflator/deflator (Acute) (1.6)% Tariff inflator/deflator (Non Acute) (1.6)% Contingency 0.50% Surplus 0% Non recurrent investment reserve 1.0% Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 13 of 15

14 Appendix 2 Income & Expenditure 2015/16 Appendix 3 Service Transformation Programme /16 Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 14 of 15

15 Appendix / /20 Indicative plans Medium Term Financial Strategy / Finance and Performance Committee May 2015 Page 15 of 15

Financial Plan 2013/14-2014/15

Financial Plan 2013/14-2014/15 Financial Plan 2013/14-2014/15 Final May 2013 1.0 Synopsis and Recommendations This Plan provides detail of NHS North Staffordshire Clinical Commissioning Group financial planning intentions for 2013/14.

More information

Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015

Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015 Agenda Item: 11.2 Subject: Draft Financial Plan 2015/16 Presented by: John Ingham, Chief Financial Officer Submitted to: NHS West Norfolk CCG Governing Body, 29 January 2015 Purpose of Paper: For information

More information

HARINGEY CLINICAL COMMISSIONING GROUP MAY 2013 GOVERNING BODY 2013/14 FINANCIAL PLAN

HARINGEY CLINICAL COMMISSIONING GROUP MAY 2013 GOVERNING BODY 2013/14 FINANCIAL PLAN HARINGEY CLINICAL COMMISSIONING GROUP MAY 2013 GOVERNING BODY 2013/14 FINANCIAL PLAN 1. Introduction The purpose of this paper is to provide an update to the Governing Body of the CCGs 2013/14 financial

More information

Agenda Item. NHS Cumbria CCG Governing Body. 3 June 2015 8. Financial Plan (Budget) 2015/16. Purpose of report:

Agenda Item. NHS Cumbria CCG Governing Body. 3 June 2015 8. Financial Plan (Budget) 2015/16. Purpose of report: POLICY REFERENCE NO: CORPORATE IDENTITY GUIDELINES NHS Cumbria CCG Governing Body Agenda Item 3 June 2015 8 Financial Plan (Budget) 2015/16 Purpose of report: The purpose of the report is to provide the

More information

Lesley MacLeod, Interim Chief Finance Officer. Commercially Sensitive For the Public or Private Agenda To be publically available via the CCG Website

Lesley MacLeod, Interim Chief Finance Officer. Commercially Sensitive For the Public or Private Agenda To be publically available via the CCG Website Subject: Financial Planning 2015-16 Meeting: NHS Milton Keynes CCG Board Date of Meeting: 27 th January 2015 Report of: Lesley MacLeod, Interim Chief Finance Officer Is this document: Commercially Sensitive

More information

Financial Planning Templates 2014/15 to 2018/19 - Guidance for CCGs

Financial Planning Templates 2014/15 to 2018/19 - Guidance for CCGs Financial Planning Templates 2014/15 to 2018/19 - Guidance for CCGs Contents 1. Introduction... 2 2. Cover... 2 3. Financial Plan Summary... 3 4. Revenue Resource Limit... 3 5. Planning Assumptions...

More information

Governing Body. Date of Meeting: 29 May 2014 Paper No: 14/39. Title of Presentation: Update to the CCG Financial Plan 2014-15 to 2018-19

Governing Body. Date of Meeting: 29 May 2014 Paper No: 14/39. Title of Presentation: Update to the CCG Financial Plan 2014-15 to 2018-19 Oxfordshire Clinical Commissioning Group Oxfordshire Clinical Commissioning Group Governing Body Date of Meeting: 29 May 2014 Paper No: 14/39 Title of Presentation: Update to the CCG Financial Plan 2014-15

More information

The Financial Plan 2013/14 was re balanced in July to reflect agreed contract values, expected QIPP savings and known over performance.

The Financial Plan 2013/14 was re balanced in July to reflect agreed contract values, expected QIPP savings and known over performance. Number: 5 NHS VALE OF YORK CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING Meeting Date: 3 October 2013 Report Sponsor: Kevin Howells Interim Chief Finance Officer Report Author: Andrew Wilson Interim

More information

2014-2016 Operating Plan, financial plan and five year draft strategy

2014-2016 Operating Plan, financial plan and five year draft strategy Agenda item 9 Attachment 04 Title of paper: Meeting: 2014-2016 Operating Plan, financial plan and five year draft strategy Governing Body Date: 21 st March 2014 Author: email: Exec Lead: Karen Parsons,

More information

Budget Paper 2015/16

Budget Paper 2015/16 Budget Paper 2015/16 1. Introduction The CCG constitution requires that the Chief Finance Officer will, on behalf of the accountable officer, prepare and submit budgets for approval by the governing body.

More information

Activity and Financial Planning Templates 2015/16 Guidance for CCGs

Activity and Financial Planning Templates 2015/16 Guidance for CCGs Activity and Financial Planning Templates 2015/16 Guidance for CCGs NHS England INFORMATION READER BOX Directorate Medical Commissioning Operations Patients and Information Nursing Trans. & Corp. Ops.

More information

5-Year Financial Plan Update September 2013. Croydon CCG. Longer, healthier lives for all the people in Croydon

5-Year Financial Plan Update September 2013. Croydon CCG. Longer, healthier lives for all the people in Croydon 5-Year Financial Plan Update September 2013 Croydon CCG Financial Strategy Background (1) This 5-Year Plan builds on the full financial strategy document incorporated in the 3-Year Financial Improvement

More information

TRUST BOARD PUBLIC SEPTEMBER 2014 Agenda Item Number: 163/14 Enclosure Number: (4) 2015/16 Business Planning Board Discussion Paper

TRUST BOARD PUBLIC SEPTEMBER 2014 Agenda Item Number: 163/14 Enclosure Number: (4) 2015/16 Business Planning Board Discussion Paper TRUST BOARD PUBLIC SEPTEMBER 2014 Agenda Item Number: 163/14 Enclosure Number: (4) Subject: Prepared by: Sponsored & Presented by: Purpose of paper Key points for Trust Board members Options and decisions

More information

NORTHUMBERLAND, TYNE AND WEAR NHS FOUNDATION TRUST BOARD OF DIRECTORS MEETING

NORTHUMBERLAND, TYNE AND WEAR NHS FOUNDATION TRUST BOARD OF DIRECTORS MEETING NORTHUMBERLAND, TYNE AND WEAR NHS FOUNDATION TRUST Meeting Date: 25 March 2015 BOARD OF DIRECTORS MEETING Title and Author of Paper: 2015/16 Budget & Financial Plans 15/16 & 16/17 James Duncan, Deputy

More information

Financial Recovery Plan

Financial Recovery Plan Airedale Wharfedale and Craven Clinical Commissioning Group Financial Recovery Plan 2015/16 onwards Neil Smurthwaite 11/17/2015 0 Contents - 1. Executive Summary 2 Page 2. Financial Background and Context

More information

NHS Bexley CCG 2016/17 Financial Planning. January 2016. Excellent healthcare locally delivered

NHS Bexley CCG 2016/17 Financial Planning. January 2016. Excellent healthcare locally delivered NHS Bexley CCG 2016/17 Financial Planning January 2016 Excellent healthcare locally delivered Summary of achievements 2 High level of transparency on financial position Detailed understanding of finance

More information

The CCG Assurance Framework: 2014/15 Operational Guidance. Delivery Dashboard Technical Appendix DRAFT

The CCG Assurance Framework: 2014/15 Operational Guidance. Delivery Dashboard Technical Appendix DRAFT The CCG Assurance Framework: 2014/15 Operational Guidance Delivery Dashboard Technical Appendix DRAFT 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing

More information

Financial Planning Templates 2014/15 to 2018/19 - Guidance for Direct Commissioning

Financial Planning Templates 2014/15 to 2018/19 - Guidance for Direct Commissioning Financial Planning Templates 2014/15 to 2018/19 - Guidance for Direct Commissioning Contents 1. Introduction... 2 2. Cover... 2 3. Area Team Summary... 3 4. Financial Plan Summary... 3 5. Allocations...

More information

Financial performance

Financial performance Financial performance In our first NHS Financial Temperature Check briefing 2 we noted the number of organisations that were overspending or reporting a deficit has increased since the 2012/13 financial

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST C EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 Subject: Supporting Director: Author: Status 1 NHS England Five Year Forward View A Summary

More information

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 26 th March 20 Agenda No: 6.2 Attachment: 07 Title of Document: Draft Financial Strategy and Plan 20-16 Purpose of Report:

More information

FINANCIAL PLAN 2014/15 2018/19

FINANCIAL PLAN 2014/15 2018/19 Appendix 11a Financial Plan 2014/15 2018/19 NHS LOTHIAN Board Meeting 2 April 2014 Director of Finance FINANCIAL PLAN 2014/15 2018/19 1 Purpose of the Report 1.1 The purpose of this report is to seek approval

More information

North West Surrey CCG - Head of Ambulance Contracts. Job Description

North West Surrey CCG - Head of Ambulance Contracts. Job Description North West Surrey CCG - Head of Ambulance Contracts Job Description Job Title: Band: Responsible to: Responsible for: Accountable to: Head of Ambulance Contracts Band 8c Associate Director of Contracts

More information

Financial Risk Share and Transitional Investment Fund North Central London Clinical Commissioning Groups 2013/14-2017/18

Financial Risk Share and Transitional Investment Fund North Central London Clinical Commissioning Groups 2013/14-2017/18 Financial Risk Share and Transitional Investment Fund North Central London Clinical Commissioning Groups 2013/14-2017/18 1. Background The North Central London Clinical Commissioning Groups (Barnet, Camden,

More information

APPENDIX B: FINANCIAL PLANNING AND CONTROL OF RESOURCES

APPENDIX B: FINANCIAL PLANNING AND CONTROL OF RESOURCES APPENDIX B: FINANCIAL PLANNING AND CONTROL OF RESOURCES 1 PERFORMANCE PLANS 1.1 The key controls for performance plans are: (a) to ensure that all relevant plans are produced and that they are consistent

More information

Delivering the Forward View: NHS planning guidance 2016/17 2020/21

Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Planning Guidance 2016/17 Published December 2015 Spending Review National Priorities 2 separate but connected plans CCG Operational plan

More information

Harrow CCG - 3 Year Strategic and Financial Recovery Plan (2014/15 2016/17) Final Version: 7 November 2013

Harrow CCG - 3 Year Strategic and Financial Recovery Plan (2014/15 2016/17) Final Version: 7 November 2013 Harrow CCG - 3 Year Strategic and Financial Recovery Plan (2014/15 2016/17) Final Version: 7 November 2013 1 Executive Summary (page 1 of 4) Context This 3 Year Strategic and Financial Recovery Plan (2014/15

More information

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board North Middlesex University Hospital NHS Trust Annual Audit Letter 2005/06 Report to the Directors of the Board 1 Introduction The Purpose of this Letter 1.1 The purpose of this Annual Audit Letter (letter)

More information

Financial Plan 2015-16. Update for Governing Body Meeting 19 th May 2015

Financial Plan 2015-16. Update for Governing Body Meeting 19 th May 2015 Financial Plan 2015-16 Update for Governing Body Meeting 19 th May 2015 Contents Overview Changes to February 2014 Plan Tariff and implications What s new for 2015/16 Summary bridge from 14/15 to 15/16

More information

Faversham Network Meeting your community s health and social care needs

Faversham Network Meeting your community s health and social care needs Faversham Network Meeting your community s health and social care needs Your CCG The CCG is the practices and the practices are the CCG. There is no separate CCG to the member practices. - Dame Barbara

More information

Financial Planning Assessment Conwy County Borough Council. Audit year: 2014-15 Issued: October 2014 Document reference: 544A2014

Financial Planning Assessment Conwy County Borough Council. Audit year: 2014-15 Issued: October 2014 Document reference: 544A2014 Financial Planning Assessment Conwy County Borough Council Audit year: 2014-15 Issued: October 2014 Document reference: 544A2014 Status of report This document has been prepared for the internal use of

More information

Delivering in a challenging environment

Delivering in a challenging environment Trust Development Authority Delivering in a challenging environment Refreshed plans for 2015/16 Planning Guidance for NHS Trust Boards December 2014 Delivering in a challenging environment: refreshed plans

More information

TEC Capital Asset Management Standard January 2011

TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard Tertiary Education Commission January 2011 0 Table of contents Introduction 2 Capital Asset Management 3 Defining

More information

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery

Principles and expectations for good adult rehabilitation. Rehabilitation is everyone s business: Rehabilitation Reablement Recovery Wessex Strategic Clinical Networks Rehabilitation Reablement Recovery Rehabilitation is everyone s business: Principles and expectations for good adult rehabilitation 2 Principles and expectations for

More information

HIGH PEAK BOROUGH COUNCIL. Report to the Corporate Select Committee. 19th January 2016

HIGH PEAK BOROUGH COUNCIL. Report to the Corporate Select Committee. 19th January 2016 AGENDA ITEM 5 HIGH PEAK BOROUGH COUNCIL Report to the Corporate Select Committee 19th January 2016 TITLE: EXECUTIVE COUNCILLOR: CONTACT OFFICER: WARDS INVOLVED: Housing Revenue Account (HRA) Business Plan

More information

External Audit: Annual Audit Letter 2005-06

External Audit: Annual Audit Letter 2005-06 INFRASTRUCTURE, GOVERNMENT AND HEALTHCARE External Audit: Annual Audit Letter 2005-06 Wrightington, Wigan and Leigh NHS Trust 28 September 2006 AUDIT Content The contacts at KPMG in connection with this

More information

2016/17 Financial Planning. Governing Body 1 st March 2016

2016/17 Financial Planning. Governing Body 1 st March 2016 2016/17 Financial Planning Governing Body 1 st March 2016 2016/17 Financial Planning Outline Financial Planning Guidelines Business Rules National Context Comparators Local Summary Local Analysis Next

More information

The English NHS payment system: reforms to support efficiency and integrated care

The English NHS payment system: reforms to support efficiency and integrated care The English NHS payment system: reforms to support efficiency and integrated care Anita Charlesworth Chief Economist 7 th April 2014 The NHS Payment System following the 2012 Health and Social Care Act

More information

ITEM NO: 5. Date: 21 September 2015. Reporting Officer:

ITEM NO: 5. Date: 21 September 2015. Reporting Officer: ITEM NO: 5 Report To: OVERVIEW (AUDIT) PANEL Date: 21 September 2015 Reporting Officer: Cllr J M Fitzpatrick - First Deputy (Performance and Finance) Ben Jay - Assistant Executive Director, (Finance) Subject:

More information

NHS Scotland Wheelchair Modernisation Delivery Group

NHS Scotland Wheelchair Modernisation Delivery Group SCOTTISH GOVERNMENT HEALTH AND SOCIAL CARE DIRECTORATES THE QUALITY UNIT HEALTHCARE PLANNING DIVISION NHS Scotland Wheelchair Modernisation Delivery Group WHEELCHAIR & SEATING SERVICES QUALITY IMPROVEMENT

More information

F I N A N C I A L R E G U L A T I O N S

F I N A N C I A L R E G U L A T I O N S F I N A N C I A L R E G U L A T I O N S South Downs National Park Authority March 2014 Page 0 of 17 F I N A N C I A L R E G U L A T I O N S Contents Page 1 INTRODUCTION Purpose of Financial Regulations

More information

Engagement for commissioning success. {Smart Guides} to ENGAGEMENT. For better commissioning

Engagement for commissioning success. {Smart Guides} to ENGAGEMENT. For better commissioning Engagement for commissioning success {Smart Guides} to ENGAGEMENT For better commissioning Engagement for commissioning success Part of the Smart Guides to Engagement series, this guide looks at the benefits

More information

The importance of nurse leadership in securing quality, safety and patient experience in CCGs

The importance of nurse leadership in securing quality, safety and patient experience in CCGs Briefing note: July 2012 The importance of nurse leadership in securing quality, safety and patient experience in CCGs Introduction For the NHS to meet the challenges ahead, decisions about health services

More information

Priorities and Risks Framework

Priorities and Risks Framework Priorities and Risks Framework A national planning tool for 2006/07 NHSScotland audits September 2006 Auditor General for Scotland The Auditor General for Scotland is the Parliament s watchdog for ensuring

More information

Informatics: The future. An organisational summary

Informatics: The future. An organisational summary Informatics: The future An organisational summary DH INFORMATION READER BOX Policy HR/Workforce Management Planning/Performance Clinical Document Purpose Commissioner Development Provider Development Improvement

More information

Background... 1. What is it?... 2. Why is it important?... 2. What is essential for your plan?... 3. What is recommended for your plan?...

Background... 1. What is it?... 2. Why is it important?... 2. What is essential for your plan?... 3. What is recommended for your plan?... Contents Background... 1 What is it?... 2 Why is it important?... 2 What is essential for your plan?... 3 What is recommended for your plan?... 3 Sensitivity Analysis... 13 Financial Risk... 15 How do

More information

Annual Plan Review 2013/14

Annual Plan Review 2013/14 Annual Plan Review 2013/14 Key findings COST IMPROVEMENT PLANS Delivery of cost improvement plans will continue to be challenging Trusts say there is a dwindling supply of traditional cost saving measures

More information

Foreword from the Deputy Chief Executive

Foreword from the Deputy Chief Executive Foreword from the Deputy Chief Executive Wigan Council is one of the largest local authorities in the country with a population in excess of 300,000, more than 140,000 residential properties and a yearly

More information

Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014

Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 TFA document Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 Tripartite Formal Agreement between: Walsall Healthcare NHS Trust NHS West Midlands Department of Health Introduction

More information

Report by Director of Health and Social Care Commissioning and Interim Director of Joint Commissioning

Report by Director of Health and Social Care Commissioning and Interim Director of Joint Commissioning Agenda Item No. 5 Policy and Resources Select Committee 21 February 2013 Progress Report on the Joint Commissioning Unit Report by Director of Health and Social Care Commissioning and Interim Director

More information

NHS continuing healthcare. Detailing what NHS organisations need to know and do. Background

NHS continuing healthcare. Detailing what NHS organisations need to know and do. Background briefing November 2012 Issue 256 NHS continuing healthcare Detailing what NHS organisations need to know and do Key points From April 2013, CCGs will be legally responsible for commissioning and assessing

More information

Financial Plan 2015/16

Financial Plan 2015/16 Trust Board Public Meeting 28 May 2015 Page Executive Summary 2 Income & Expenditure 3 CIP 6 Balance Sheet 7 Capital Programme 8 Risks and Opportunity 9 Recommendations 10 Introduction Income and Expenditure

More information

Medium Term Financial Strategy and Efficiency Plan 2016/17 to 2018/19

Medium Term Financial Strategy and Efficiency Plan 2016/17 to 2018/19 Medium Term Financial Strategy and Efficiency Plan 2016/17 to 2018/19 1. EXECUTIVE SUMMARY 1.1.1 This strategy supports the Council's medium term policy and financial planning process. Fundamentally the

More information

TRUST BOARD MEETING 2 nd APRIL 2015 APPROVAL OF 2015-16 WORKING CAPITAL STRATEGY AND REVOLVING WORKING CAPITAL FACILITY

TRUST BOARD MEETING 2 nd APRIL 2015 APPROVAL OF 2015-16 WORKING CAPITAL STRATEGY AND REVOLVING WORKING CAPITAL FACILITY TRUST BOARD MEETING 2 nd APRIL 2015 Agenda Item: Trust Board Paper F APPROVAL OF 2015-16 WORKING CAPITAL STRATEGY AND REVOLVING WORKING CAPITAL FACILITY DIRECTOR: AUTHOR: Paul Traynor - Director of Finance

More information

NWSCCG HQ, 58 Church Street, Weybridge, Surrey KT13 8DP Date: 14th September 2015. Procurement Services (ICES)

NWSCCG HQ, 58 Church Street, Weybridge, Surrey KT13 8DP Date: 14th September 2015. Procurement Services (ICES) Agenda Item: 14. Report Number: GB242-15 Venue: NWSCCG HQ, 58 Church Street, Weybridge, Surrey KT13 8DP Date: 14th September 2015 Meeting: Governing Body North West Surrey CCG Governing Body Title of Report

More information

NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT. 24 th July 2014. Dear Daniel, Nicola and Sue, Re: CCG Annual Assurance

NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT. 24 th July 2014. Dear Daniel, Nicola and Sue, Re: CCG Annual Assurance NHS England London Southside 4th Floor 105 Victoria Street London SW1E 6QT 24 th July 2014 Dear Daniel, Nicola and Sue, Re: CCG Annual Assurance Many thanks for meeting with us on 6 th June 2014 to discuss

More information

Research is everybody s business

Research is everybody s business Research and Development Strategy (DRAFT) 2013-2018 Research is everybody s business 1 Information Reader Box to be inserted for documents six pages and over. (To be inserted in final version, after consultation

More information

MEDIUM TERM FINANCIAL STRATEGY 2016/17 TO 2020/21. (Version produced in October 2015)

MEDIUM TERM FINANCIAL STRATEGY 2016/17 TO 2020/21. (Version produced in October 2015) MEDIUM TERM FINANCIAL STRATEGY 2016/17 TO 2020/21 (Version produced in October 2015) MEDIUM TERM FINANCIAL STRATEGY EXECUTIVE SUMMARY Introduction This summary sets out the key issues arising from Shepway

More information

Healthcare Public Health Advice Service to Clinical Commissioning Groups

Healthcare Public Health Advice Service to Clinical Commissioning Groups Healthcare Public Health Advice Service to Clinical Commissioning Groups Guidance to support the provision of healthcare public health advice to CCGs You may re-use the text of this document (not including

More information

Basildon District Council Financial Planning Framework

Basildon District Council Financial Planning Framework Basildon District Council Financial Planning Framework 1. Introduction The Financial Planning Framework underpins the Council s Medium Term Financial Strategy and sets out the financial planning processes

More information

Draft Board Memorandum on Projected Working Capital and Financial Reporting Procedures. Page 1 of 27

Draft Board Memorandum on Projected Working Capital and Financial Reporting Procedures. Page 1 of 27 Draft Board Memorandum on Projected Working Capital and Financial Reporting Procedures Page 1 of 27 Contents 1. Introduction and background 2. Executive summary 3. Basis of preparation 4. Key assumptions

More information

JOB DESCRIPTION. Deputy Business Planning Manager Performance Analyst

JOB DESCRIPTION. Deputy Business Planning Manager Performance Analyst JOB DESCRIPTION 1. JOB DETAILS Job Title: Band: Base Department / Portfolio Reports to: Accountable for Business Planning and Income Manager Band 8b Royal Surrey County Hospital Finance Head of Planning

More information

Supporting information pack

Supporting information pack Supporting information pack The new commissioning system As part of the modernisation of the NHS, a number of changes to how health services are managed came into effect from April 2013. Primary Care Trusts

More information

Chairs of the Governing Boards for the CCGs within the collaboration

Chairs of the Governing Boards for the CCGs within the collaboration Job title: Accountable Officer Clinical Commissioning Groups (CCGs) within the CWHHE collaboration (Central London, West London, Hammersmith & Fulham, Ealing and Hounslow CCGs) Grade: Reports To: Accountable

More information

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Agenda Item: 9.1 Subject: Presented by: Progress on the System Sustainability Programme Dr Sue Crossman, Chief Officer Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Purpose of Paper:

More information

Coventry and Warwickshire Repatriation Programme

Coventry and Warwickshire Repatriation Programme NHS Arden Commissioning Support Unit Coventry and Warwickshire Repatriation Programme Large-scale service redesign and innovation to benefit patients Arden Commissioning Support Unit worked with Coventry

More information

Big Chat 4. Strategy into action. NHS Southport and Formby CCG

Big Chat 4. Strategy into action. NHS Southport and Formby CCG Big Chat 4 Strategy into action NHS Southport and Formby CCG Royal Clifton Hotel, Southport, 19 November 2014 Contents What is the Big Chat? 3 About Big Chat 4 4 How the event worked 4 Presentations 5

More information

REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 535 SESSION 2013-14 5 JULY 2013. Department for Culture, Media & Sport. The rural broadband programme

REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 535 SESSION 2013-14 5 JULY 2013. Department for Culture, Media & Sport. The rural broadband programme REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 535 SESSION 2013-14 5 JULY 2013 Department for Culture, Media & Sport The rural broadband programme 4 Key facts The rural broadband programme Key facts

More information

NHS Act 2006 Section 75 Agreements 2015

NHS Act 2006 Section 75 Agreements 2015 Author: Wards: Locality Affected: Parishes Affected: Board Director, Commissioning DCS/DASS All Wards All Locality Area All Parish Area 1. Purpose and Reasons 1.1 To discuss with members of the Joint Commission

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

The Way Forward: Strategic clinical networks

The Way Forward: Strategic clinical networks The Way Forward: Strategic clinical networks The Way Forward Strategic clinical networks First published: 26 July 2012 Prepared by NHS Commissioning Board, a special health authority Contents Foreword...

More information

Internal Audit Plan 2015/16

Internal Audit Plan 2015/16 (Including Strategic Plan 2014-2017) Contents Executive Summary 1. Internal Audit Plan Approach 1.1 Internal Audit Plan Requirements 1.2 Plan Methodology 2. Your Strategic Internal Audit Plan 2.1 Risk

More information

Summary Strategic Plan 2014-2019

Summary Strategic Plan 2014-2019 Summary Strategic Plan 2014-2019 NTWFT Summary Strategic Plan 2014-2019 1 Contents Page No. Introduction 3 The Trust 3 Market Assessment 3 The Key Factors Influencing this Strategy 4 The impact of a do

More information

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897 Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a

More information

EAST AYRSHIRE COUNCIL CABINET 21 OCTOBER 2009 TREASURY MANAGEMENT ANNUAL REPORT FOR 2008/2009 AND UPDATE ON 2009/10 STRATEGY

EAST AYRSHIRE COUNCIL CABINET 21 OCTOBER 2009 TREASURY MANAGEMENT ANNUAL REPORT FOR 2008/2009 AND UPDATE ON 2009/10 STRATEGY EAST AYRSHIRE COUNCIL CABINET 21 OCTOBER 2009 TREASURY MANAGEMENT ANNUAL REPORT FOR 2008/2009 AND UPDATE ON 2009/10 STRATEGY Report by Executive Head of Finance and Asset Management 1 PURPOSE OF REPORT

More information

Tunbridge Wells Borough Council Decisions taken by the Cabinet on Thursday, 25 June 2015. That the report be noted. REASON(S) FOR DECISION:

Tunbridge Wells Borough Council Decisions taken by the Cabinet on Thursday, 25 June 2015. That the report be noted. REASON(S) FOR DECISION: Tunbridge Wells Borough Council s taken by the Cabinet on Thursday, 25 June 2015 Part A Items considered in public 10 Annual Report on the Use of RIPA by Tunbridge Wells That the report be noted. 11 Quarter

More information

Meeting: Overview and Scrutiny Board Date: 9 July 2014 Full Council 17 July 2014

Meeting: Overview and Scrutiny Board Date: 9 July 2014 Full Council 17 July 2014 Meeting: Overview and Scrutiny Board Date: 9 July 2014 Full Council 17 July 2014 Wards Affected: All Wards Report Title: Provisional Outturn 2013/14 Subject to Audit Executive Lead Contact Details: Mayor

More information

LONG TERM FINANCIAL PLAN (INTERIM) 2012/13 to 2022/23

LONG TERM FINANCIAL PLAN (INTERIM) 2012/13 to 2022/23 LONG TERM FINANCIAL PLAN (INTERIM) 2012/13 to 2022/23 INTRODUCTION Long term financial planning is a key element of the Integrated Planning and Reporting Framework. It is the mechanism that enables local

More information

112 billion. Current NHS spending in England. by Sarah Lafond. January 2015 FUNDING OVERVIEW

112 billion. Current NHS spending in England. by Sarah Lafond. January 2015 FUNDING OVERVIEW FUNDING OVERVIEW January 2015 Current NHS spending in England by Sarah Lafond SEE BRIEFING: NHS Finances The challenge all political parties need to face www.health.org.uk/ fundingbriefing Spending on

More information

Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary)

Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary) Appendix 1 Business Case to Support the Relocation of Mental Health Inpatient Services in Manchester (Clinical Foreword and Executive Summary) Together we are better Foreword by the Director of Nursing

More information

NHS financial performance 2012/13

NHS financial performance 2012/13 NHS financial performance 2012/13 Prepared by Audit Scotland October 2013 Auditor General for Scotland The Auditor General s role is to: appoint auditors to Scotland s central government and NHS bodies

More information

Bath and North East Somerset Council People and Communities Directorate Plan

Bath and North East Somerset Council People and Communities Directorate Plan Bath and North East Somerset Council People and Communities Directorate Plan Introduction There are three Directorate Plans covering the Councils three directorates. This is the People and Communities

More information

Guidance Developing Commissioning Support: Towards Service Excellence was published by the NHS Commissioning Board Authority in February 2012.

Guidance Developing Commissioning Support: Towards Service Excellence was published by the NHS Commissioning Board Authority in February 2012. Commissioning support: Key facts Introduction The setting up of the new clinical commissioning system has given the NHS the opportunity to think about what support clinical commissioners need to more efficiently

More information

The Audit Findings for NHS Bristol Clinical Commissioning Group

The Audit Findings for NHS Bristol Clinical Commissioning Group The Audit Findings for NHS Bristol Clinical Commissioning Group Year ended 31 March 2015 21 May 2015 Barrie Morris Engagement Lead T 0117 305 7708 E Barrie.Morris@uk.gt.com Hannah Jones Audit Manager T

More information

The Sustainability and Transformation Fund and financial control totals for 2016/17: your questions answered March 2016

The Sustainability and Transformation Fund and financial control totals for 2016/17: your questions answered March 2016 The Sustainability and Transformation Fund and financial control totals for 2016/17: your questions answered March 2016 NHS Improvement (March 2016) Publication code: Guidance 01/16 Q1. Will commissioners

More information

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW 15 DECEMBER 2011 SUMMARY REPORT

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW 15 DECEMBER 2011 SUMMARY REPORT ARGYLL AND BUTE COUNCIL EXECUTIVE SUPPORT SERVICES REVIEW 15 DECEMBER 2011 SUMMARY REPORT 1.0 SUMMARY 1.1 The service reviews for Customer and Support Services, Improvement and HR and Strategic Finance

More information

NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013

NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013 APPENDIX 1 NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013 Page 1 of 10 1. INTRODUCTION It is widely recognised that asset management is a core component of effective

More information

2. The aims of this enhanced service in 2013/14 are to encourage GP practices to:

2. The aims of this enhanced service in 2013/14 are to encourage GP practices to: ENHANCED SERVICE SPECIFICATION RISK PROFILING AND CARE MANAGEMENT SCHEME Introduction 1. This enhanced service has been designed by the NHS Commissioning Board (NHS CB) to reward GP practices 1 for the

More information

Questions submitted by email to the CCG email address following publication of the Townlands Governing Body Paper 30 July 2015

Questions submitted by email to the CCG email address following publication of the Townlands Governing Body Paper 30 July 2015 Questions submitted by email to the CCG email address following publication of the Townlands Governing Body Paper 30 July 2015 1. The proposed new model to do away with beds in hospitals (similar to Townlands)

More information

Delivering Local Health Care

Delivering Local Health Care Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword

More information

Contents. 04 Mission statement. 05 Introduction. 06 Look Ahead s vision and values. 07 Strategic objectives and priorities

Contents. 04 Mission statement. 05 Introduction. 06 Look Ahead s vision and values. 07 Strategic objectives and priorities Business Plan 2015 Business Plan 2015 Contents 04 Mission statement 05 Introduction 06 Look Ahead s vision and values 07 Strategic objectives and priorities 08 Key performance indicators 09 Annual plan

More information

Opinion on the robustness of the budget and the adequacy of the reserves. Helen Martin Ext. 7483

Opinion on the robustness of the budget and the adequacy of the reserves. Helen Martin Ext. 7483 BUDGET AND COUNCIL TAX SETTING 2015/16 Council 17 February 2015 Report of Status: Key Decision: Chief Finance Officer For Decision No Executive Summary: This report sets out the factors that need to be

More information

Financial Procedures Handbook

Financial Procedures Handbook Financial Procedures Handbook Contents Page 1. Procurement of Goods and Services... 3 2. Tendering and Contracting... 11 3. Pay and Expenses... 12 4. Income... 13 5. Budgetary Control... 14 6. Code Business

More information

SECURING EXCELLENCE IN

SECURING EXCELLENCE IN Putt Patients F SECURING EXCELLENCE IN GP IT SERVICES: BUILDING FOUNDATIONS FOR THE FUTURE Operating Model 2nd edition 2014-16 DIRECT COMMISSIONING WORLD CLASS CUSTOMER SERVICE: INFORMATION, TRANSPARENCY

More information

Commissioning Policy (EMSCGP005V2) Defining the boundaries between NHS and Private Healthcare

Commissioning Policy (EMSCGP005V2) Defining the boundaries between NHS and Private Healthcare Commissioning Policy (EMSCGP005V2) Defining the boundaries between NHS and Private Healthcare Although Primary Care Trusts (PCTs) and East Midlands Specialised Commissioning Group (EMSCG) were abolished

More information

LONG-TERM FINANCIAL PLAN POLICY. Budgets FINANCE DEPARTMENT. City of Cape Town

LONG-TERM FINANCIAL PLAN POLICY. Budgets FINANCE DEPARTMENT. City of Cape Town ANNEXURE 14 LONG-TERM FINANCIAL PLAN POLICY Budgets FINANCE DEPARTMENT City of Cape Town 1 TABLE OF CONTENTS 1. DEFINITIONS AND ABBREVIATIONS... 3 2. INTRODUCTION... 4 3. PROBLEM STATEMENT... 4 4. PURPOSE...

More information

A Route Map to the 2020 Vision for Health and Social Care

A Route Map to the 2020 Vision for Health and Social Care A Route Map to the 2020 Vision for Health and Social Care 02 A Route Map to the 2020 Vision for Health and Social Care Introduction This paper sets out a new and accelerated focus on a number of priority

More information

Title of paper Annual Complaints Report April 2014 to March 2015. Elaine Newton, Director of Governance and Compliance

Title of paper Annual Complaints Report April 2014 to March 2015. Elaine Newton, Director of Governance and Compliance Item 2.6 Paper 10 Name of meeting Governing Body Date of meeting 26 May 2015 Title of paper Annual Complaints Report April 2014 to March 2015 Lead Director Author Author contact details Elaine Newton,

More information

PAPER B. Purpose. 4. Specifically the report makes proposals for :-

PAPER B. Purpose. 4. Specifically the report makes proposals for :- PAPER B Committee CABINET Date 10 TH FEBRUARY 2009 Title MEDIUM TERM REVENUE AND CAPITAL BUDGET STRATEGY 2009/10-2011/12 AND COUNCIL TAX 2009/10 Report Author Purpose Dave Burbage, Director of Resources

More information

Joint Surrey Carers Commissioning Strategy for 2012/3 to 2014/5 Key Priorities for Surrey Multi Agency Delivery Plan - May 2012

Joint Surrey Carers Commissioning Strategy for 2012/3 to 2014/5 Key Priorities for Surrey Multi Agency Delivery Plan - May 2012 Joint Surrey Carers Commissioning Strategy for 2012/3 to 2014/5 Key Priorities for Surrey Multi Agency Delivery Plan - May 2012 Note this Delivery Plan will be updated & republished 3 times a year throughout

More information