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South Manchester Clinical

Commissioning Group (CCG)

Annual Report

2015/16

Version: 1

Date Approved: May 2016

SMCCG Annual Report 2015/16

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Contents

- Title Page ........................................................................................................ 1

- Contents Page ................................................................................................. 2

- Introduction ..................................................................................................... 3

The Performance Report

1.0 Overview ......................................................................................................... 5

2.0 Performance Analysis.................................................................................... 16

The Accountability Report

3.0 Members Report ............................................................................................ 38

4.0 Governance Statement.................................................................................. 43

5.0 Remuneration Report .................................................................................... 55

6.0 Staff Report ................................................................................................... 63

The Audit Report

7.0 External Audit ................................................................................................ 68

Contact Details ........................................................................................................ 72

Appendices

Appendix A – Statement of Accountable Officer’s Responsibilities ......................... 73

Appendix B – Committee Information ...................................................................... 74

Appendix C – Financial Statements ........................................................................ 80


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Introduction

Welcome to the 2015/16 Annual Report for South Manchester Clinical Commissioning Group (CCG). We are a clinically led organisation responsible for commissioning healthcare services on your behalf. This means we plan, arrange and fund local health services. We involve patients, clinicians and our staff to try to get it right. Much has happened in the last year both within South Manchester and also within the NHS as a whole. 2015/16 has been a challenging year but we have made good progress with our key aims. We are proud of what we have achieved this year such as improved access to primary care and more services provided in the community, for example, integrated community services for cardiovascular disease, diabetes and respiratory. We have also met key statutory duties such as working within our budget. We have built on our strong relationships this year, not only with our GP members but also with our key providers and partners across the health and social care system. Key programmes such as our Out-of-Hospital integrated care programme called ‘Living Longer, Living Better’, the Macmillan Cancer Improvement Programme and the Mental Health Improvement Programme are going from strength to strength. We are transforming the way we work focusing more on setting the outcomes we want to achieve, creating the environment for change to happen and ensuring standards and improvements are being met. A crucial part of our role is to listen to the patient and public voice. The views, thoughts and experiences of our population are vital in shaping health services in South Manchester. We are committed to involving local people in the planning and buying of healthcare services both now and in the future. We have a strong Patient and Public Advisory Group (PPAG) which features local people from various backgrounds. The PPAG members help to ensure the views of patients and local people are taken on board when making commissioning decisions. There is significant change in the world around us; the Five Year Forward View published by NHS England sets the direction for the NHS as a whole and, therefore, the context within which we work. A Memorandum of Understanding has been agreed between the Government, the Greater Manchester (GM) health bodies and local authorities and NHS England, with GM being given direct, local control over an estimated budget of £6 billion each year from April 2016. The devolution of powers from Central Government to the Greater Manchester region will have a profound impact upon how commissioners and providers of healthcare services work. This will see more flexibility and opportunity for local decision making and innovation. An ambitious programme of work is being developed with the following strategic objectives:

• Improving the health and wellbeing of all of the residents of GM from early years to older people, recognising that this will only be achieved with a focus on the prevention of ill health and the promotion of wellbeing.

• Moving from having some of the worst health outcomes to having some of the best. • Closing the health inequalities gap within GM and between GM and the rest of the

UK faster. A GM Strategic Plan ‘Taking charge of our Health and Social Care in Manchester’ has been developed and describes the ambition and approach to delivering transformational change across GM over the next 5 years. Through these changes, population health outcomes


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spanning life course through children, adulthood and the aging population are set to improve. To achieve this ambition, transformation will need to be comprehensive covering all aspects of care and support across the whole of GM. The CCG is also developing a Manchester Locality Plan and Operational Plan working in conjunction with the North Manchester and Central Manchester CCGs. This citywide plan will outline the strategic context within which the CCGs will be operating in 2016/17; how we will continue to deliver the Five Year Forward View, focusing on the Y1 implementation of the transformation priorities outlined in the Manchester Locality Plan, aligned with the GM Strategic Plan. In common with the rest of the public sector in England, the NHS faces considerable financial challenges over the latter half of this decade. Increased demands on resources from an increasing and ageing population, alongside the requirement to fund new technologies and treatments means that costs are rising at a greater rate than increases in income. NHS England have predicted a national £30bn gap by 2020 if no action is taken. We are committed to ensuring the views of patients and local people are reflected in our plans for the future. We are pleased with our achievements this year and by working together we will continue to build on the work we have done to improve health services for our local population.


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The Performance Report

1.0 Overview

1.1 History South Manchester Clinical Commissioning Group (CCG) was authorised on 1st April 2013 with no conditions. South Manchester CCG offices are based in Parkway Business Centre, Princess Road, Manchester M14 7LU. Our Governing Body meetings are usually held bi-monthly at the Lifestyle Centre in Wythenshawe. The meetings are open to the public and further information is available on the CCG website: https://www.southmanchesterccg.nhs.uk/board-meetings/

1.2 Activities of the CCG South Manchester Clinical Commissioning Group (CCG) was authorised on 1st April 2013 with no conditions. The CCG has a detailed financial plan that delivers financial balance, sets out how it will manage within its management allowance, and any other requirements set by NHS England are integrated with the commissioning plan. The CCG delivered a 1.34% surplus in line with NHS England requirements for the financial year 2015/16. Some of our achievements include:

Authorised without conditions

Maintained financial balance

Good relationship building with the team, board and member practices

Member practices engaged on key areas of work: Cancer, Atrial Fibrillation, Dementia, Diabetes, Respiratory, Cardiovascular Disease

Achievement of Level 3 Co-Commissioning of GP Practices

Progression towards more integrated healthcare for South Manchester residents through the implementation of the Integrated Community Nursing Specification, Integrated Community Rehabilitation Specification and the Integrated Community Specifications for Diabetes, Respiratory and Cardiovascular Disease

Development of a One Stop Urology service to go live on 1st April 2016

Procurement is currently underway for an Ear, Nose and Throat (ENT) and Musculoskeletal, Pain and Rheumatology (MPR) service. Both new services will go live in the Autumn of 2016.

SMCCG has also been a partner in the Manchester Citywide Integrated Care Programme - Living Longer Living Better (LLLB) along with the following key partner statutory organisations:

1. Manchester City Council 2. North Manchester CCG 3. North Manchester General Hospital 4. Central Manchester CCG 5. Central Manchester Foundation Trust 6. University Hospital of South Manchester Foundation Trust 7. Manchester Mental Health & Social Care Trust.

https://www.southmanchesterccg.nhs.uk/board-meetings/

https://www.southmanchesterccg.nhs.uk/board-meetings/


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At a local level, the CCG has worked closely with key partners to deliver local priorities for example the integrated neighbourhood teams (NT) including the University Hospital of South Manchester (UHSM), Manchester City Council (MCC), Trafford CCG, Trafford Council and the Mental Health & Social Care Trust (MMHSCT), GP practices and third sector organisations. There has also been significant input from patients and carers and SMCCG works with the Patient and Public Advisory Group (PPAG) to shape services with patient input and to ensure that plans for South Manchester meet the needs of its local people. The NTs are the bedrock to the delivery of an integrated community based service approach to care delivery in South Manchester. Over the next 4 years this approach will expand and evolve to support the population as a whole, with key features of empowerment, self-care and supporting independence. This will also support delivery of the Healthier Together programme and common standards of care for community and acute services across Greater Manchester. In developing and delivering our plans the CCG has worked with secondary care, private providers and the voluntary sector. One of the key targets for the CCG has been to implement integrated models of working across health and social care; therefore it has been essential to forge strong working partnerships with key stakeholders. The CCG is starting to see the success of working in this way and re-focusing services to improve the quality of care for people with long term conditions and their families and carers. SMCCG ensures that local environmental, social and community issues are addressed through its partnership arrangements at the Manchester Health and Wellbeing Board (HWBB). The aim of the Manchester HWBB is to make a real difference to the health, wellbeing and life chances of the people of Manchester by dealing with the really stubborn challenges and closing the inequalities gap. The HWBB has a vision and strategy for health and wellbeing that connects health, social care and the wider determinants that affect the health and wellbeing of local people. As a partner at the HWBB, SMCCG actively provides the leadership needed across the City to provide better services and better outcomes for communities, families and individuals.

1.3 Population Information SMCCG, as a statutory member of the Manchester Health and Wellbeing Board, is jointly responsible for the production of the Joint Strategic Needs Assessment (JSNA). The JSNA provides an assessment of the health profiles and needs of the population of South Manchester and underpins the commissioning of the range of health services that are needed to improve the health and wellbeing of local residents. The JSNA may be read in full at: http://www.manchester.gov.uk/info/500230/joint_strategic_needs_assessment ONS projections suggest that the population living in South Manchester is likely to reach 172,400 by 2021 - an increase of 6.9% from a 2012 baseline. Manchester City Council's own forecasting model suggests a higher rate of growth and indicates that the population living in South Manchester is likely to reach 175,700 by 2021 - an increase of 9.7% compared with 2012. According to Manchester City Council's forecast the fastest growing areas in South Manchester are Chorlton Park, Withington, Old Moat and Sharston. As this happens the age, gender and ethnic structure will also change. While there are successful neighbourhoods across South

http://www.manchester.gov.uk/info/500230/joint_strategic_needs_assessment


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Manchester, there are also areas that have not benefited in the same way and there are pockets of deprivation across the area, with high levels of worklessness, low skill levels and poor health amongst the population. Social capital describes the networks or relationships between people living in a community and the shared values which arise from those relationships. The 2014/2015 Manchester resident telephone survey asked residents about their sense of belonging to their local area and their satisfaction with their area as a place to live. On average in South Manchester the sense of belonging was slightly stronger than in Manchester as a whole. When surveyed, residents of Didsbury West ward reported a stronger sense of satisfaction with their local area (95.8%) than Withington (80%). Detailed population statistics are available at: http://www.manchester.gov.uk/downloads/download/5724/compendium_of_statistics-manchester

The population and relevant demographic detail are summarised in the following charts.

Fig 1 Estimated Resident Population by 5 year Age Group and Gender (Mid-2014)

South Manchester

http://www.manchester.gov.uk/downloads/download/5724/compendium_of_statistics-manchester

http://www.manchester.gov.uk/downloads/download/5724/compendium_of_statistics-manchester


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Fig 2 Estimated Proportion of Population from a Non-White Ethnic Group Wards in South Manchester (2011 census)

Fig 3 Life Expectancy at Birth by Gender (with 95% Confidence Limits)

Wards in South Manchester (2012-2014)


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Fig 4 Proportion of Births to Lone Mothers (with 95% Confidence Limits) Wards in South Manchester (2012-2014)

Fig 5 Prevalence of Obesity in Year 6 Children (with 95% Confidence Limits)

Wards in South Manchester (2010/11 to 2013/14)


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Fig 6 Proportion of Usual Residents Reporting a Limiting Long Term Health Problem or Disability (with 95% Confidence Limits)

Wards in South Manchester (2011 Census)

1.4 Strategic Direction South Manchester outlined five key strategic priorities in its Strategic Plan 2014/15-2018/19:

1. Delivering our new models of care 2. Improving Primary Care 3. Improving and reforming the Urgent Care system 4. Improving and reforming Planned Care 5. Delivering the Healthier Together programme.

The NHS is facing an unprecedented level of future pressure, driven by: an ageing population; increase in long term conditions; rising costs; public expectations and a challenging financial environment. To address these challenges, it is increasingly important Manchester CCGs work more closely with our partners to achieve efficiencies, whilst improving quality and patient experience. The Five Year Forward View published by NHS England sets the direction for the NHS as a whole and, therefore, the context within which we work. Partners across Manchester have responded by coming together to produce a Locality Plan which sets out the five year ambition for improving health and social outcomes across Manchester. By 2021, residents of Manchester will:

Benefit from a transformed, integrated health and social care system in which they receive health and care interventions which are joined up, of high quality, and are affordable

Be supported and encouraged to do what they can to remain healthy

Live in a City which encourages them to make the right choices

Ensure that when they need access to more specialist support they receive it in the right place at the right time, appropriate to their needs and wishes.


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A number of transformational initiatives have been developed to achieve the Locality Plan. The initiatives focus on: public health; cancer care; primary care; integrated community-based care (Living Longer, Living Better); mental health; learning disability; shared services across the acute sector; children and young people and housing and assistive living technology. These transformational areas of work will be driven through 3 key pillars:

A single commissioning system

One Team

A ‘Single Manchester Hospital Service’. The opportunities arising from the Greater Manchester Devolution of Health and Social Care will help deliver these transformations by allowing greater local control of how the entire budget on health and social care is spent in Manchester. Greater Manchester Health and Social Care Devolution From 1 April 2016, Greater Manchester has taken responsibility for Health and Social Care spending in excess of £6bn. Health and social care partners are working closely with other public service providers to deliver a vision, designed to: • improve the health and wellbeing of all of the residents of Greater Manchester,

moving from having some of the worst health outcomes to having some of the best.

• close the health inequalities gap within Greater Manchester and between Greater Manchester and the rest of the UK faster.

• deliver effective integrated health and social care across Greater Manchester. • continue to redress the balance of care to move it closer to home where

possible. • strengthen the focus on wellbeing, including greater focus on prevention and

public health. • contribute to growth and to connect people to growth, e.g. supporting

employment and early years services. • forge a partnership between the NHS, social care, universities and science

and knowledge industries for the benefit of the population.

A Strategic Plan for Greater Manchester has been developed, setting out a framework for long-term health and social care reform. The plan has been endorsed by all 37 organisations involved in the devolution partnership, together with other partners, such as primary care providers. It provides a framework to direct the application of the £450m Greater Manchester transformation fund. This fund provides Greater Manchester with the ability to make strategic investments to support the creation of a sustainable and successful health and social care system by 2021. The Greater Manchester Strategic Plan is underpinned by 10 Locality Plans, one for each of the Greater Manchester Districts. These plans are a critical aspect of the process as they describe the specific work which will take place in each area to make Greater Manchester’s vision for transformed health and care a reality. To support the delivery of the programme, an Accountability Agreement with NHS England has been agreed. This agreement describes how Greater Manchester will be assured once, as a place, for delivery of the NHS Constitution and mandate, financial control and quality.


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Healthier Together – Committees in Common/Shadow Joint Committee Healthier Together Committees in Common (HTCiC) was the decision making body for the Healthier Together programme. The Committees in Common comprised of representatives from each of the 12 Clinical Commissioning Groups (CCGs) in Greater Manchester. From December 2015, the Committees in Common became a Shadow Joint Committee, in the lead up to forming a Joint Committee in June 2016. The Transformation Unit are commissioned by the HTCiC to deliver the Healthier Together programme on behalf of the CCGs. 2015-16 has been the most significant year of the programme so far with unanimous decisions made by the HTCiC on the shape of future hospital services for Greater Manchester. These decisions are the culmination of three years of work by commissioners, providers, staff and our public including the largest response to a NHS consultation ever delivered and development of a new and innovative model of care that has shaped national health policy in the Keogh review of Urgent Care and the Five Year Forward View. The key achievements of the year are:

Following the consultation, HTCiC oversaw a bespoke decision making process delivered by the Transformation Unit, bringing together 30,000+ consultation responses and analysing a myriad of activity, estate, workforce, finance and Integrated Impact assessment information.

HTCiC members attended data familiarisation workshops and approved a Decision Making Business Case.

All six decisions to determine the shape of hospital services were made in public at HTCiC meetings and all were unanimous. All were delivered as per the milestones agreed in November 2014.

1. Confirmation of the case for change

2. Is the model of care supported?

3. Are there any alternative options?

4. What criteria will be used?

5. How many single services should there be?

6. Which option should be implemented?

January 21st 2015

January 21st 2015

January 21st 2015

February 18th 2015

June 17th 2015

July 15th 2015

On the 15th July after 3 years of work and the largest NHS consultation ever completed, the 12 GM commissioners at the HTCiC unanimously confirmed the Healthier Together hospital model of care, the number and geography of the Healthier Together single services. The decision was made in public at Manchester Town Hall with over 60 members of the public in attendance, was live streamed on the Healthier Together website and featured as front page news in local papers and as well as being reported in national media.


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July 15th

2015 – Geography of Healthier Together single services decided

Throughout the programme, the legal advisors have been clear that a legal challenge to any decision is likely. As such a Judicial Review was sought and granted in October 2015. The HTCiC asked the Transformation Unit to lead the response and prepare for court. During two days in court in December the programme successfully defended the decision, receiving the verdict that all grounds of challenge were dismissed in January 2016. In January 2016 Mr Justice Dove delivered his verdict and dismissed all 7 grounds of challenge raised against the decision stating that:

“I am satisfied, however, that there was no legal error in the decision reached by the HTCiC on the 15th July 2015.”

Following the successful defence of the Judicial Review the Implementation Phase has been established and programme governance revised. In this process the HTCiC has become the Healthier Together Joint Committee (HTJC; currently in Shadow form).

In the last quarter of 2015-2016 the programme structure, a Project Initiation Document developed and a 7 stage process for all sectors to implement the changes have been developed and approved by HTJC. This process will allow the HTJC to assure sectors at the end of each stage to make sure that adequate progress is being made and models developed are in line with the standards.

All sectors have now established programmes and governance to deliver the Healthier Together model of care and all rated at amber or amber/green in terms of progress. All sectors are at Stage 1 (establishing the programme) with the exception of NW Sector which is at Stage 2 (design of model of care), pending a review of completion of Stage 1.

By the end of 2016/17 it is anticipated that all sectors will have completed business cases, capital funding will be sourced and capital builds commissioned and commenced, additional workforce recruitment will have commenced, the NWAS triage tool will be agreed and the first sector will be close to being ready to move emergency and high risk elective general surgical patients.


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1.5 Key Risks Information regarding the key risks for the CCG is included within the Governance Statement (Section 4).

1.6 Performance Summary 2015/16 has presented Manchester with some significant opportunities to work in partnership in order to reframe how our health and social care services are delivered to the benefit of our local population. Key strategic developments have included:

The devolution deal for Greater Manchester, which has enabled partners from across the conurbation to develop a strategic plan for the transformation of health and care services across the City Region.

System reform of urgent care through Manchester’s Urgent Care First Response programme, a provider-led redesign of urgent and emergency care services.

System reform of community services and the development of integrated care through ‘One Team,’ Manchester’s programme for place-based out of hospital care.

Alongside these strategic developments, the CCG retains a close focus on the delivery of key constitutional standards for our population. Performance is set out in detail later on in this document, but the headlines are provided below:

Referral to Treatment (RTT) incomplete pathways: These are being delivered at Central Manchester Foundation Trust (CMFT) and Pennine Acute Hospitals Trust (PAHT). Following the identification of data quality issues at University Hospital of South Manchester (UHSM), a significant validation process is taking place, with rigorous governance. The full impact on performance will not be known until the validation is complete. The focus will then turn to transition planning for recovery.

Diagnostic waits: Diagnostic waits at all three Trusts have been challenged during 2015/16, with diagnostic capacity a universal issue. Actions for recovery have been taken by each of the Trusts, with trajectories for performance to be back on track early in the 2016/17 financial year.

Cancer: Key cancer waiting time standards are being delivered – or projected to be delivered – across the three Trusts, with the exception of the 62 day waiting standard following GP referral at PAHT, which the Trust is projecting to fail following a challenging quarter four position. The Manchester CCGs are working with the Trusts to deliver focused improvement work regarding cancer services. In addition, significant work is taking place across the city and Greater Manchester, to model demand and capacity, and ensure that suitable plans are in place to promote early diagnosis and treatment. This will include the delivery of the Greater Manchester Cancer Vanguard, led by Trafford CCG on behalf of the Greater Manchester CCGs.

A&E: Achievement of the A&E standard has proven to be significantly challenging during 2015/16, for all our Acutes but particularly at UHSM and PAHT. Contributing factors include bed capacity, lack of patient flow, patient acuity, complexity of discharges and community capacity. A significant recovery infrastructure has been mobilised in response, with leadership from System Resilience Groups and multi-agency support.

Ambulance response times: Ambulance response times have been subject to a significant improvement initiatives during 2015/16. This has improved the Trust’s 8 minute response times for the most urgent calls but challenges remain, and the response time targets were missed for 2015/16 at a North West contractual level. Performance can be challenged significantly by


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delayed ambulance handovers at our hospitals. The Manchester CCGs are working with our Acute providers and NWAS through our System Resilience Infrastructure and focused task and finish projects to understand and respond to these operational pressures.

IAPT: Performance against the standards has historically been challenged in Manchester and the Manchester CCGs will not achieve the standards by April 2016. A performance management response is in place with providers, alongside a review of capacity and funding to the service to support sufficient access.

As we move into 2016/17, the performance priorities of the CCG include:

Delivering system resilience across our localities

Improving the performance of our urgent care systems, in response to challenges regarding the achievement of the Accident and Emergency constitutional standard and to support the performance of the ambulance service

Providing assurance and improvement of elective access standards

Delivering the city’s cancer improvement programme, with a focus on achieving constitutional standards and improving patient journeys and outcomes

Improving our mental health services and enhancing timely access to these

Transforming our learning disability services

Working with our hospitals to ensure that national requirements regarding avoidable mortality are embedded and build on existing learning cultures

Working with our hospitals and wider health and social care partners to deliver the requirements of 7 day services as a Phase 1 delivery area

Maintaining our ongoing focus on improving quality and safety with our providers, including via a new clinical audit programme and smaller providers framework.


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2.0 Performance Analysis

2.1 Ensuring and driving quality, performance and improvement We are committed to ensuring that we commission high quality services which are safe, effective and provide a positive patient experience. This underpins everything that we do and is increasingly important in the diverse provider marketplace through which health and social care services are delivered. This work is guided by the three dimensions of the NHS definition of quality1:

Patient Safety: commissioning high quality care which is safe, prevents all avoidable harm and risks to the individual’s safety; and having systems in place to protect patients

Clinical Effectiveness: commissioning high quality care which is delivered according to the best evidence as to what is clinically effective in improving an individual’s health outcomes. Making sure care and treatments achieve their intended outcome

Patient Experience: commissioning high quality care which looks to give the individual as positive an experience of receiving and recovering from the care as possible, including being treated according to what the individual wants or needs and with compassion, dignity and respect. It is about listening to the patient’s own perception of their care.

In addition we will ensure that the requirements set out for commissioners and providers of NHS services within the NHS national performance framework are met including:

The Five Year Forward View

CCG Outcome Indicator Set and Improvement and Assessment Framework

NHS Constitutional Standards

Quality Premium

Better Care Fund. To this end, robust systems and processes are in place to ensure that the best possible care is delivered to our patients. This approach has three integrated strands:

Performance: monitoring of performance against agreed standards. Identification of areas where agreed thresholds or trajectories have not been achieved, as the basis for managing and improving the service in real-time

Quality: monitoring of progress against agreed quality standards. Timely identification and resolution and/or escalation of issues relating to quality. Ensuring that lessons arising from incidents are learned to secure improvements in practice

Improvement: delivery of bespoke project approaches to areas of service delivery which require focused attention as a result of sustained concerns relating to performance and/or quality; and/or which represent CCG priority areas for delivery.

1 High Quality Care for All (2008)


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This is governed by the following principles, as set out in the Quality and Performance Assurance and Improvement Framework of the CCGs2:

Being transparent; using the national Quality and Performance Frameworks, guidance and contractual KPIs to describe what success looks like for the CCG and the expectations of providers

Supporting the CCG in analysing, challenging and working with providers with the aim of delivering clear objectives, performance and quality indicators and/or outcomes

Identifying measures and the evidence required to assess quality and performance

Encouraging a culture of high quality and performance

Ensuring accountability and ownership are clearly articulated and the consequences of any lapses in quality or underperformance are understood

Ensuring any performance and quality management interventions and actions are proportional to the scale of the anticipated risk and that a balance between challenge and support is maintained

Ensuring that responsible officers have the necessary information to manage performance within their team.

In line with our quality and performance assurance and improvement framework, we work closely with our providers to set clear contractual expectations around the quality and performance of the services which we commission. This covers all of our providers, including - for the first time in 2015/16 - our smaller providers. During 2016/17, we will build on our established processes to strengthen our oversight of the community services for Central and South Manchester. We will also continue to work with our smaller providers to ensure that they are supported to meet the governance requirements of our new Smaller Provider Framework. Performance and Quality Improvement is also embedded within the CCGs’ procurement processes. This helps us to ensure that the appropriate expertise is aligned to service redesign and associated procurements from the start. A robust operational framework is in place across the Manchester CCGs – and partner organisations where appropriate – to support the management of performance and quality and associated escalation of issues arising. In simple terms, this involves:

Having well developed and embedded governance structures, with leadership from CCG Quality and Performance Committees; CCG Boards; and health economy System Resilience Groups

Having SMART objectives for provider and CCG work programmes, through which providers and CCGs can be held to account

Having robust data about all providers – both quantitative and qualitative. This includes, but is not exclusive to, delivery against agreed performance and quality standards; feedback from incident reporting procedures; patient feedback; findings from CCG ‘walkrounds’ and progress against improvement/recovery plans where applicable. This forms the basis of assurance reporting – and escalation where necessary – via the governance structures described above.

2 CCGs Quality and Performance Assurance and Improvement Framework (2015)


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2.2 Finance The financial duties of a CCG as set out by NHS England are listed below:

Expenditure not to exceed the revenue resource limit in any one year

Expenditure not to exceed its capital resource limit in any one year

To remain within its cash limit in any one year

To remain within the running costs target of a maximum of £3,510K per head

To deliver a recurrent 1% surplus The table below demonstrates that South Manchester CCG delivered all of its statutory duties in 2015/16.

Statutory Duty Target

(£k) Actual

(£k) Variance

(£k) Duty Met?

Expenditure not to exceed Revenue Resource Limit 234,145 231,001 (3,144)

Expenditure not to exceed Capital Resource Limit n/a n/a n/a -

To remain within its Cash Limit 230,958 229,346 (1,612)

To remain within the running cost target of £22.07 per head 3,688 3,416 (272)

Expenditure not to exceed revenue resource limit Limits are set by NHS England for clinical commissioning groups, within which they must contain net expenditure for the year. These are termed “resource limits” and there are separate limits issued for revenue and capital. The CCG does not have a capital resource limit in 2015/16 and no capital expenditure. South Manchester CCG’s revenue resource limit for 2015/16 was £234,145k. Against this, costs amounted to £231,001k and therefore the organisation has declared a surplus of £3,144k. To remain within cash limit All CCGs are set a limit on the amount of cash they can spend in a financial year. The cash limit for 2015/16 was £230,958k and the organisation drew down cash amounting to £229,346k. The CCG reviewed its cash position in March and made the decision to not draw down the full cash entitlement, amounting to £1,335k, so that it was available to be used within the wider health economy. This was an option within the month 12 national guidance. There was a further cash difference relating to NHS Business Services Authority relating to prescribing, which equates to £277k. As at 31st March 2016, the cash held by the CCG was £59k. To remain within the running costs target The CCG receives an allocation for running costs or administrative expenditure. The target limits the amount the CCG can spend on administrative functions, for instance back office functions, headquarters, training etc, to a maximum of


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£22.07 per head of population. In addition to this, the CCG received an in year Quality Premium allocation for £178k in respect of 2014/15 which was permissible to spend on the CCG’s running costs. The allocation for South Manchester CCG in 2015/16 was £3,688k. During 2015/16 the CCG spent £3,416k on administrative expenditure, generating a £272k under spend against the target. In addition the CCG should comply with the Better Payment Practice Code, the code is summarised as: Target: to pay all NHS and non-NHS trade creditors within 30 calendar days of receipt of goods or a valid invoice (whichever is later) unless other payment terms have been agreed. Compliance: at least 95% of invoices paid (by the bank automated credit system or date and issue of cheque) within thirty days or within agreed contract terms. The table below highlights the performance both in terms of the number and value for non-NHS and NHS invoices.

Measure of compliance 2015-16 2015-

16 Number £000 Non-NHS Payables Total Non-NHS Trade invoices paid in the Year 3,076 19,886

Total Non-NHS Trade Invoices paid within target 3,032 19,647

Percentage of Non-NHS Trade invoices paid within target 98.57% 98.80%

NHS Payables

Total NHS Trade Invoices Paid in the Year 2,557 182,42

0

Total NHS Trade Invoices Paid within target 2,495 181,77

5

Percentage of NHS Trade Invoices paid within target 97.58% 99.65%

The above table shows that the performance measure has been met for NHS and non-NHS, by number and value. The financial statements are included in Appendix C and include:

Statement of Comprehensive Net Expenditure for the year ended 31st March 2016.

Statement of Financial Position as at 31st March 2016.

Statement of Changes in Taxpayers’ Equity for the year ended 31st March 2016.

Statement of Cash Flows for the year ended 31st March 2016.

These accounts have been prepared for South Manchester CCG under Section 17 of Schedule 1A of the National Health Service Act 2006 (as amended) in the form which the Secretary of State has, with the approval of the Treasury, directed.


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Income In total the CCG received funding of £237,298k in 2015/16. The majority of this funding (£234,145k) is received directly from NHS England in the form of allocations. Other income of £3,153k has been received in year from other organisations. Expenditure The Statement of Net Comprehensive expenditure included in Appendix C details income and expenditure split by programme and administration costs. The total costs within 2015/16 are £233,683k, of which £3,458k relates to administrative/running costs expenditure and £230,225k to healthcare (programme) spend. South Manchester CCG purchases significant back office functions from other bodies. Spending £1,261k with Manchester citywide services and £318k with the Greater Manchester Commissioning Support Unit. The chart below details a breakdown of expenditure for the CCG in 2015/16.

Actual

Board Heading £000

Acute 118,319 51%

Mental Health 30,665 13%

Continuing Health Care 17,673 8%

Community 19,576 8%

Prescribing 28,676 12%

Primary Care 3,712 2%

Other Programme Spend 8,965 4%

Running Cost 3,416 1%

Net Expenditure Total 231,001


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Investments The key investments made by the CCG were:

SMCCG £000

Integrated Neighbourhood Teams 4,321

GP 7 Day Model 214

GP Engagement 850

Total Investments 5,385

Quality, Innovation, Prevention and Productivity (QIPP) The CCG has delivered QIPP of £3.8m in 2015/16. In order to achieve this level of savings a range of initiatives were implemented from secondary care deflection schemes, integration and medicines management. These are detailed in the table below.

QIPP £'000

CCG Local Scheme 1,000

Medicines Management 931

Mental Health 723

Planned Care 696

CHC 471

Grand Total 3,820


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A citywide approach across the three Manchester CCGs has been instigated to deliver the QIPP programme, ensuring that economies of scale can be achieved and management expertise can be utilised in the most economic, effective and efficient way. Better Care Fund 2015/16 is the first year of the “Better Care Fund”, which is a pooled budget with Manchester City Council for the delivery of joint social care and community care within the region. In 2015/16 the total fund can be seen in the table below. The national Better Care Fund policy was introduced formally in 2015/16. It enables health and social care partners to work collaboratively to meet a number of key common challenges, including for example, managing with scarce resources against rising demand and ageing populations, delivery of seven day integrated services and reducing admissions to residential care homes and unplanned admissions to hospital. For the first time in 2015/16, the CCG was mandated to contribute at least £11.638m to the Better Care Fund. South Manchester CCG committed its full minimum sums to the Manchester Better Care Fund. There are four partners within the scope of the Manchester Better Care Fund, including, Manchester City Council, North Manchester CCG, South Manchester CCG and Central Manchester CCG. Manchester City Council hosts the Better Care Fund on behalf of the partners. There is a contract in place between the partners that describes how the Better Care Fund operates, including funding, governance, approved schemes and risk management arrangements. BCF Analysis 2015/2016 TOTAL POOLED BUDGET

2015/16

£000s

Gross Funding

Manchester City Council 6,223 Manchester CCGs 37,638

Total Funding 43,861

Expenditure

New Delivery Models of Integrated Care 17,580

Protection of Adult Social Care 12,219

Reablement 5,000

Non Elective Risk Reserve 3,159

Care Act Responsibilities 1,451

Capital 4,452

Total Expenditure 43,861


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2016/17 South Manchester CCG

£000s

2015/16 resource

11,638

2016/17 Growth

178

One Team additional

11,727

TOTAL 2016/17 23,543

The intention from 2016-17 is to expand the pooled budget arrangement to encapsulate growth & the ‘One Team’ initiative at a value of £11.905m. Balance Sheet The Statement of Financial Performance (SoFP) shown in Appendix C is the CCG’s balance sheet. The CCG was established on the 1st April 2013 and inherited no legacy balances or capital assets. The CCG has no capital assets as all premises are leased through NHS Property Services Ltd and Community Health Partnerships. The CCG did not purchase any assets in the financial year as it only received a revenue allocation. A full set of the accounts can be viewed on the CCG Website: http://www.manchesterccgs.nhs.uk/ The CCG’s financial health is assured on a monthly basis at the CCG’s Governing Body meeting. The Governing Body also delegates much of this detailed scrutiny to the monthly Joint Finance Committee which is a sub-committee of the Governing Body and has representation from lay members. Assurance is provided by External Audit who provide the following assurance to the Governing Body:

An opinion on the accounts.

Regularity opinion on whether the expenditure has been incurred as intended by Parliament. Failure to meet statutory financial targets automatically results in a qualified regularity assertion.

A conclusion on the arrangements put in place by the CCG to ensure value for money in the use of its resources.

External Audit work is supported by the Internal Audit work programme, which along with External Audit’s work programme, is agreed and monitored by the Audit Committee. 2016/17 Financial Landscape The CCG expects 2016/17 to be a challenging year financially for the health economy, with the need to work with partner organisations to deliver high quality, effective care whilst continuing to deliver efficiencies in the use of resources. The CCG takes responsibility for primary care co-commissioning from 1st April 2016, with a resultant increase in budget responsibility of £21.7m.

http://www.manchesterccgs.nhs.uk/


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The CCG is working in collaboration with the other two Manchester CCGs, Local Authority, three Acute providers and the Mental Health Trust to develop a strategic financial plan to ensure a balanced health economy position over a five year planning period. This is supported by the development of a locality plan. A copy of this plan will be published on the CCG website once it is finalised.

2.4 Constitutional standards

The performance of the Manchester CCGs is directly influenced by the performance of our providers and this is where our improvement efforts are focused. For this reason, a number of metrics below show the provider performance as the primary area of focus. The figures relevant to all three Manchester CCGs are shown in the following tables.

Referral To Treatment (RTT)

(April 2015 – March 2016) Target CMFT UHSM PAHT

RTT: Incomplete pathways % within 18

weeks 92.0% 92.0% 85.6% 95.9%

Commentary

The RTT incomplete pathway standard is being achieved at CMFT and PAHT. The focus of 16/17 will be maintenance of aggregate performance, with scrutiny of relevant specialty/sub-specialty areas of underperformance.

Following the identification of data quality issues at UHSM, a significant validation process is taking place to ensure that the true performance against the incomplete pathway is understood, and that all long waiters are identified and treated appropriately. The full impact on performance for 15/16 will not be known until the validation is complete. A rigorous governance process is in place at the Trust with support from the CCGs and NHS England. This process and the resulting transition plan for recovery has been the priority for 15/16 and will be for the early part of 16/17.

Diagnostic waits

(Apr 2015- March 2016) Target CMFT UHSM PAHT

Diagnostic Waiting Times % waiting > 6

weeks 1.0% 8.8% 1.8% 3.0%

Commentary

Diagnostic waits at all three Trusts have been challenged during 2015/16, with diagnostic capacity a universal issue.

CMFT has had the most challenged performance, which has been particularly affected by Endoscopy staffing and test capacity. The Trust is delivering a recovery plan which utilises additional diagnostic capacity in the short term and will establish appropriate future capacity (including staffing). The Trust is working to a recovery trajectory of the beginning of 2016/17.

Performance at UHSM has been affected by breaches across a number of test areas and is being scrutinised at Directorate sub-specialty meetings and the Trust’s Patient Access Board to ensure visibility of performance and required recovery plans.

Performance at PAHT has predominantly been affected by Endoscopy capacity and increasing demand arising from Lower GI two week wait referrals. The Trust is working to a recovery plan with a trajectory of April 2016.


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Cancer (YTD) Target CMFT UHSM PAHT

Cancer two week waits (urgent

referrals) (April 2015 – March 2016) 93.0% 95.1% 95.3% 93.9%

Cancer 31 day waits for first definitive

treatment (All cancers) (April 2015 –

March 2016)

96.0% 97.5% 98.7% 99.7%

Cancer 62 day waits following urgent

GP referral (April 2015 – March 2016) 85.0% 84.0% 88.0% 80.2%

Commentary

UHSM is delivering against the key cancer access standards and CMFT is projected to deliver all three key cancer access standards for the year following improvement in the 62 day GP referral standard during quarter four.

PAHT is delivering against the two week wait and 31 day wait standards, but is projecting to fail the 62 day GP referral standard following a challenged quarter four position.

During 15/16, performance against the cancer access standards at CMFT and PAHT has been an area of focused improvement work as a result of underperformance - particularly in relation to the 62 day GP referral standard. This has focused on developing appropriate recovery plans, aligned to national expectations regarding the high impact areas for the delivery of cancer pathways.

In addition, significant work is taking place across the city and Greater Manchester more widely, to model demand and capacity, and ensure that suitable plans are in place to promote early diagnosis and treatment. This will include the delivery of the Greater Manchester Cancer Vanguard, led by Trafford CCG on behalf of the Greater Manchester CCGs.

A&E (April 2015 – March 2016) Target CMFT UHSM PAHT

Percentage of patients who spent 4

hours or less in A&E 95.0% 93.6% 84.4% 85.3%

Commentary

Achievement of the A&E standard has proven to be significantly challenging during 2015/16, for all our Acutes but particularly at UHSM and PAHT.

Key factors have included, but are not limited to, bed capacity; patient flow; acuity of patients; complexity of discharges; community capacity and the implications of infection control procedures (primarily Carbapenamase-producing Enterobacteriaceae (CPE) on bed availability and flexibility at CMFT and, to a lesser extent, UHSM.

A significant recovery infrastructure has been established with multi-agency leadership from the relevant System Resilience Groups (SRGs), intensive support from the CCGs Improvement Team and regular assurance to NHS England. This will continue into 2016/17, as the SRGs debrief the lessons from 2015/16 and direct resilience funding to best support local health and social care economies.


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Ambulance response times

(April 2015 – March 2016) Target NWAS

CM

CCG

SM

CCG

NM

CCG

Cat A (Red 1) 8 Minute

Response (NWAS) 75.0% 74.8% 83.7% 78.8% 82.2%

Cat A (Red 2) 8 Minute

Response (NWAS) 75.0% 70.4% 73.8% 79.6% 75.4%

Cat A 19 Minute Transportation

Response Time (NWAS) 95.0% 92.6% 95.4% 95.2% 94.2%

Commentary

Ambulance provision is a large and complex contract, led by Blackpool CCG on behalf of the North West. The CCGs are held to account on the performance of the North West Ambulance Service (NWAS) against the aggregate (North West) response times. Blackpool CCG provides strategic leadership regarding performance and future commissioning intentions.

A significant improvement initiative has been undertaken with NWAS and our Acute providers as a result of significantly challenged performance in 2014/15 and into 2015/16. As a result, the Trust’s 8 minute response times during 2015/16 were better than that of last year. However, at a contractual level the standards have not been achieved and challenges remain.

At a locality level, performance is stronger than the North West position.

The ambulance service can experience significant challenges in our localities as a result of pressures on A&E departments and handover delays. The CCGs are working with our Acute providers and NWAS through our System Resilience Infrastructure and focused task and finish projects to understand and respond to these operational pressures.


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Improving Access to

Psychological Therapies

(IAPT) (April 2015 – March

2016)

Target CM

CCG

SM

CCG

NM

CCG

IAPT Achieving better access Annual: 15.0% 6.7% 8.05% 6.80%

IAPT Recovery rate 50.00% 35.1% 44.3% 32.5%

IAPT Waiting times (6 weeks) 75.00% 33.5% 38.6% 29.1%

IAPT Waiting times (18 weeks) 95.00% 73.2% 80.7% 78.2%

Commentary

Performance against the standards has historically been challenged and the standards were not achieved for the 2015/16 year.

Two providers deliver the IAPT service, with differential performance. A performance management response is in place, with fortnightly meetings between the CCGs and the providers to monitor performance.

Capacity and funding present significant constraints to delivery. The CCGs have reviewed options to increase prevalence and recovery rates – investment will be made to support cumulative achievement of 15% prevalence for 2016/17 in Central and South Manchester and 20% in North Manchester.

The CCGs are working with appropriate Third Sector providers to identify the extent of existing therapeutic interventions which are in scope of delivery.

2.5

Improvement in Quality of Services The CCGs’ quality and performance assurance and improvement framework provides robust procedures for understanding and improving the quality and performance of the services that we commission. The strength of our relationships – be they formal or informal – is an essential element of this. We work in partnership with an array of health and social care organisations on a partnership basis with a view to improving the health and wellbeing of our population. Delivering Quality Improvement We proactively work with our providers and partners to improve quality in the services we commission through a number of approaches. Examples, including improvements that we achieved in 15/16, are provided below. CCG walkrounds: The delivery of an intensive programme of CCG walkrounds, with commissioner, clinician and patient representative input. These give the CCGs the opportunity to experience services ‘on the ground’ and identify good practice and areas for improvement in ‘real-time’. These have been undertaken in a range of Acute, Community and Smaller Provider services and aligned to:

Local priority areas e.g. Accident and Emergency

Areas affected by key national reviews e.g. Maternity, to enable commissioners to see how national guidance is being implemented locally

Trust priorities – in recognition of the value added by the CCG walkrounds, providers have asked the CCGs to conduct walkrounds in specific areas.


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Key Lines of Enquiry: The alignment of quality lines of enquiry to priority clinical areas and constitutional standards, including:

Reviews of root cause analyses for breaches of cancer pathway standards, with a view to establishing any issues regarding patient experience or harm and opportunities for improvement

Audits of clinical notes in Accident and Emergency, with a view to understanding how quality of services are maintained/affected during times of pressure

Acting on themes arising from Serious Incidents such as late diagnosis of cancers

Completing Serious Incident deep dives regarding patient safety. This led to substantial programmes to reduce avoidable harms – in particular, pressure ulcers and falls.

Mock CQC Inspections: In a spirit of learning, improvement and support to our Trusts, the CCGs have been involved in the delivery of Mock CQC visits at USHM and PAHT. These enabled the Trusts proactively to identify areas of good practice and improvement requirements, in support of patient care and forthcoming CQC inspections. Clinical Leadership: CCG clinicians play a key role in supporting our assurance of the quality of our services and establishing expectations for improvements in delivery. Clinicians from across the Manchester CCGs – and often in partnership with Trafford CCG clinicians – have been actively involved during 2015/16, with examples including:

Providing clinical leadership of the city’s System Resilience Groups (SRGs), and associated challenge to our health and social care systems

Providing clinical reviews of notes for those patients identified as long waiters at UHSM via the RTT validation process, to identify if any harm was caused to the patients as a result of the delay in treatment

Providing clinical input to the CCGs’ QIPP programme, to set appropriate parameters with our Acute providers for the levels of improvement required, for example in the ratio of first to follow up appointments

Undertaking a clinical review of the impact of a ‘GP in A&E’ service at UHSM. Patient Experience: The CCGs are committed to putting our patients at the heart of our services and listening to what our patients tell us about their experience of health and care services. This is an important way in which we understand the quality of the services that we commission. Working with the CCGs’ Communication and Engagement Team, we do this through:

The Friends and Family Test - this is well embedded in our Acute providers, with updated requirements for maternity services for 2016/17. We are developing bespoke reports for community services in order to enhance the visibility of patient feedback

Feedback from complaints, comments and compliments, processes for which are well embedded across our providers

Themes arising from Serious Incidents. These are particularly well embedded within our Acutes, who are proactive in reporting and investigating Serious Incidents – including those identified retrospectively following internal audit processes

Feedback from the CCG walkrounds. These give patients and their families/carers the opportunity to talk to the walkround team about their experience of care. Patient representatives also have the opportunity to participate in the walkround process


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Discussions at the CCGs’ Patient and Public Advisory Groups, which help to inform service development across the city.

Where elements of service provision are not achieving the expected standards of performance, the CCGs mobilise a robust performance management approach in order to understand the issues affecting performance and the actions and trajectory for recovery. Examples of this during 2015/16 include:

Diagnostic Access: Working with CMFT to understand the issues affecting poor access to diagnostics, including facilitating a dialogue with NHSIQ. Performance managing the Trust’s progress against its recovery plan – including scrutiny of the Trust’s progress against delivery of additional capacity from the wider market place to support backlog clearance and the Trust’s establishment of effective substantive establishment going forwards.

RTT Validation: Working with UHSM to design and deliver a significant validation and assurance process relating to the incorrect recording of incomplete RTT pathways. This involves a clinical review process to assess any harms arising for long waiters identified and a robust assurance process with NHS England and Associate CCGs.

Where the CCGs identify longstanding issues or high risks relating to performance and/or quality, we mobilise a service improvement approach. In line with our strong working relationships with our providers and wider partners, this is delivered in a spirit of collaboration and utilises established improvement methodologies. These workstreams are generally aligned to constitutional standards and national ‘must dos’. Examples from 2015/16 include:

Urgent Care: Working closely with our SRGs to lead our urgent care systems and mobilise partnership responses - and resources - in support of performance recovery and improvement. This represents a significant work programme and partnership infrastructure relating to operational delivery. As part of this work, active involvement in Acute Trust improvement initiatives including ‘perfect weeks’ at each of our Acute providers and a focused event regarding Delayed Transfers of Care at PAHT.

Ambulance Improvement Programme: Working with the North West Ambulance Service, Blackpool CCG and our Acute Providers to undertake deep dives into local operational performance and identify partnership actions to support improvement with regard to ambulance handover times and crew release, and ultimately improved response times.

GM Centralised Stroke Services: Working as part of the Greater Manchester Stroke Operational Delivery Network to mobilise and quality assure a centralised model of hyperacute and acute stroke care for Greater Manchester and East Cheshire, to improve patient access to timely specialist services.

Cancer: Delivery of a cancer improvement programme to respond to challenges relating to delivery of the cancer access standards across the city; alongside wider pathway/model redesign for the city and Greater Manchester to ensure appropriate ‘fit’ for the needs of our population.

Mortality: Working with UHSM to establish an effective clinical process to interrogate the root causes of the Trust’s outlying status for weekend mortality.

Mental Health Improvement Programme: Delivery of an improvement programme for mental health, focused on improving access to timely and equitable mental health and IAPT services across the city.

Learning Disability Transformation: In line with the findings of Manchester’s Learning Disabilities Commissioning Stocktake, the learning from Winterbourne View and the requirements set out in Building the Right support, development of a transformational programme for learning disability services in Manchester.


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2.6 Reducing Inequalities South Manchester CCG is committed to equality, diversity and human rights and also reducing inequalities between patients in terms of their ability to access health services and outcomes. These core principles are a priority when planning and commissioning healthcare services in our region. The CCG routinely collects equality information and uses this to ensure that its services and employment opportunities are fair and accessible to all. Under the Equality Act 2010 and the Public Sector Equality Duty (PSED), organisations must publish sufficient information to demonstrate that, in the exercise of its functions, it has a due regard to:

Eliminate unlawful discrimination, harassment and victimisation and any other conduct prohibited by the Act

Advance equality of opportunity between people who share a protected characteristic and people who do not share it; and

Foster good relations between people who share a protected characteristic and people who do not share it.

South Manchester CCG is working hard to ensure that its services are appropriate and accessible for all members of our community and that no one is disadvantaged or discriminated against by the services we put in place. An important way for South Manchester CCG to achieve this is through the collection and analysis of equality information across the nine protected characteristics, this also demonstrates that we have a good understanding of the impact that policies, services and practices are having on people with different protected characteristics. Every January South Manchester CCG will publish an annual PSED report to show what we are doing to routinely collect equality data to ensure our services and employment opportunities are fair and accessible to all (including information on engagement with people with protected characteristics), the report gives examples of work we have undertaken to take account of the needs of our vulnerable communities and staff and looks at the plans that we are making to improve the way we commission services and make provision for our staff. It also sets out our Equality Objectives and our commitment to the NHS Equality Delivery System (EDS2). Please see the Equality section (2.10) for further information.

2.7 Public Engagement and Involvement

As a CCG, we recognise that we cannot carry out our commissioning responsibilities effectively without understanding the needs, choices and experiences of local people. In the main, we carry out this work in partnership with the other two Manchester Clinical Commissioning Groups to ensure that it is simpler for local people to engage with and inform, the work of health commissioners in the city. We have continued to develop the ways we carry out our public engagement work and these include: Empowering, Facilitating and Supporting Volunteers Our Patient and Public Advisory Group (PPAG) is made up of volunteers from the local community who meet on a regular basis to discuss, design, feedback, inform and review a wide range of work programmes and business cases.


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All 36 volunteers give up their own time with the aim of benefiting and improving local NHS services for their communities. Individual group members also sit as a public voice on various committees throughout the CCG and these include Quality and Performance, Medicines Area Committee and Strategic Resilience Group. The Patient and Public Advisory Group is chaired by the lay member for patient and public involvement and reports directly to the CCG Board. Members throughout the year have been involved in the development of the One Team specification for the Living Longer Living Better programme of work, hosted a meeting with the lead commissioner for the Patient Transport Service to discuss patient experiences and will now be part of the contract monitoring group for Manchester in 2016, and have also taken part in walkrounds of both small and large providers of services in Manchester. We have three Patient and Public Advisory Groups in Manchester and members are now meeting together on a city-wide basis to discuss, inform and make recommendations on services and areas of work that cover all of the city. PPAG members have also co-designed a community engagement game which we will be using throughout the coming year. We also support over 60 volunteers who are participating in the Macmillan Cancer Improvement Partnership in various ways and co-designing new pathways around breast and lung cancer and in primary care working with GPs. People affected by cancer have shared their experiences with GPs and clinicians involved in the work programme so lessons can be learnt from them. You can watch our MCIP videos by visiting You Tube and searching for Manchester Cancer Improvement Partnership. If you are interested in volunteering for the Manchester Clinical Commissioning Groups you can email [email protected] or call 0161 765 4004. Engaging with Local Communities Holding information stalls in the community enables us to share information and resources and interact with people in places they visit on a regular basis and are part of their daily lives. Throughout the year we have held over 30 stalls across a range of venues including supermarkets, market stalls, community events and drop-ins, GP practices, hospital trusts and schools. There has also been a wide range of information and resources shared to inform the public about local services and how they can better use and access them. We commissioned a number of engagement projects with voluntary and community sector groups and organisations to engage with protected characteristic groups and communities of interest and identity. This has enabled partnership working and allowed lead commissioners to better understand the communities they are purchasing services for. During 2015/2016, projects were carried out with:

Big Life Families who engaged with Asian parents to understand their use of urgent care services in central Manchester. The report produced is being used to inform commissioning decisions and action being taken as part the Urgent Care Manchester programme.

Manchester Student’s Union who engaged with students to understand health needs and GP registration in Manchester. The report produced highlighted two

mailto:[email protected]


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main themes around support for mental health and support on diet and nutrition. We are continuing our work with the Student’s Union to bring relevant commissioners together to act on the recommendations.

Multi-lingual Manchester who is carrying out research into language barriers people face in accessing GP and local health services. This work is continuing into 2016/2017.

Alzheimer’s Society who engaged with people living with dementia, their carers and support groups to map out support services in Manchester and gather experiences of living with dementia. The mapping of support services can be viewed here: http://www.easymapmaker.com/map/cc2db26e15c76c00d5416e1df7057462

The Proud Trust who engaged with LGBT young people who co-designed a video with top tips for trans* well-being. The video can be viewed here - https://youtu.be/lMe9sAnxIzM A trans* awareness poster has also been developed for young people visiting their GP practices as well as carrying out a literature review of LGBT young people’s health in the UK focusing on needs, barriers and practice. All of these resources have been shared with commissioners across the city in health and social care.

Chances worked in partnership with the CCG safeguarding lead to engage with looked after children and care leavers. The learning from this event is being used to inform future engagement work with Looked after Children and Care Leavers within and around Greater Manchester.

The key themes from the engagement event which took place included:

Information about Services - The need for better information was highlighted throughout the engagement.

Mental Health Services - Some young people stressed the importance of mental health and the need for better access to mental health services for them and their family.

Communication - Participants at the event stressed the importance of health professionals listening to Looked after Children and Young People and clarifying that they understand what has been said.

Primary Care Services - The majority of young people identified that they would go to their GP/Practice Nurse for advice but that health professionals do not always have a good understanding of the needs of Looked after Children and Care Leavers.

School Nurses/Specialist Looked after Children’s Nurses - Particular praise was given to Looked after Children’s Nurses by the young people.

Hospitals - The distress of lengthy hospital waiting times and cancelled appointments was identified as a concern by some young people.

Female Genital Mutilation (FGM) - Particular reference was made to FGM during the consultation.

Further information on any of the above projects is available by visiting the Manchester CCGs website - http://www.manchesterccgs.nhs.uk During the last three months of the year, we have been working with our partners at Manchester City Council and local NHS Trust to engage on the “A healthier Manchester” locality plan. Extensive media, social media and press activity took place along with information stalls and face to face discussion groups held for people to share their feedback. There was also an online survey. All of the information is being analysed and will be presented to the Health and Wellbeing board in June 2016.

http://www.easymapmaker.com/map/cc2db26e15c76c00d5416e1df7057462

https://youtu.be/lMe9sAnxIzM

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Digital Engagement Our social media presence has continued to develop and we now have three main platforms that are shared between the NHS North, Central and South Manchester CCGs. These are used to share information and resources, seek feedback on our plans and development, promote engagement opportunities and communicate news and updates about health and social care in Manchester. Using social media enables us to support and promote the activity and services provided by the voluntary and community sector groups in Manchester. We have over 25,000 Twitter followers, a Facebook page and over 800 followers on Pinterest. Listening to Patients and Service Users We have continued to facilitate and support our Mental Health Liaison Group which takes place on a bi-monthly basis and enables service users to have a face to face conversation with CCG commissioners in a group format. This group setting allows for commissioners to hear directly from service users on what is working well, what needs to be improved and to develop a working and trusted relationship. We are also supporting the development of the Charter Alliance, a user led group facilitated by Macc and members have started on a user-led engagement project to listen to experiences of people using crisis services in Manchester. We have also held 4 engagement events and 4 focus groups with people affected by cancer as part of the Macmillan Cancer Improvement Partnership and their work around development of specifications for breast and lung cancer services. Throughout the year we have used patient experience surveys to gather feedback on use of local NHS services on long-term conditions such as Epilepsy, Dementia and Diabetes. The feedback from patients and carers has been used to inform developments in services.

Complaints and Enquiries Within the period April 2015-March 2016 there have been 98 PALS (Patient Advice and Liaison Service) enquiries for South Manchester CCG. Please see the table below for information regarding the complaints and enquiries received during that period:

Types of Contacts South Manchester CCG

Complaint - Commissioner led investigation 21

Complaint - Led by another organisation 3

Complaint - Referred to another organisation 3

Compliment 0

MP Enquiry 11

Total 39

Number of PHSO (Parliamentary and Health

Service Ombudsman) Cases 5


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Freedom of Information (FOI) Requests Within the period April 2015-March 2016 no FOI requests have been reported to the

Information Commissioner’s Office.

Please see the table below for information regarding FOI requests received in that period:

FOI Requests

Ap

ril

15

Ma

y 1

5

Ju

ne

15

Ju

ly 1

5

Au

g 1

5

Se

pt

15

Oc

t 1

5

No

v 1

5

De

c 1

5

Ja

n 1

6

Fe

b 1

6

Ma

r 1

6 Total to

date

Answered within 20

working days 23 16 18 23 20 24 20 21 16 23 21 13 238

Answered in more

than 20 working days 0 1 3 6 5 1 1 2 0 2 2 0 23

Ongoing 0 0 0 0 0 0 0 0 1 0 1 7 9

Withdrawn 0 1 0 0 0 0 0 0 1 1 0 1 4

Total to date 23 18 21 29 25 25 21 23 18 26 24 21 274

2.8

CCG Assurance Framework South Manchester CCG has taken part in an assessment review in order to establish a baseline for the five individual components of the new assurance framework. The Initial Assurance Assessment states as follows:

LATEST ASSURANCE ASSESSMENT

CCG Assurance Framework Components Rating

Supporting commentary for assessment

Component 1 Well Led Organisation

Assured as good No Change

Component 2 Delegated Functions


Component 3 Finance


Component 4 Performance

Limited assurance,

requires improvement

No Change

Component 5 Planning

Assured as good Improvement noted: Plan against

actual activity, M07 2015.16

HEADLINE ASSESSMENT

Not applicable


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CCG interventions Please provide further details

Are any interventions placed on the CCG?

Yes, existing A&E - Local tripartite

Summary of key discussions and actions: Planning component initially rated limited for planning due to finances but this in effect was double jeopardy. Activity plans look in line and financial position improved therefore upgraded to good.

2.9 Sustainability Performance As an NHS organisation and a spender of public funds, the CCG has an obligation to work in a way that has a positive effect on the communities for which we commission and procure healthcare services. Sustainability means spending public money well, smart and efficient use of natural resources and building healthy, resilient communities. By making the most of social, environmental and economic assets we can improve health both in the immediate and long term even in the context of the rising cost of natural resources. The CCG acknowledges this responsibility to our patients, local communities and the environment by working hard to minimise our footprint. The data below is provided by NHS Property Services (NHSPS) regarding the buildings in use by the CCG.


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Tenant:

Occupancy Percentage

Electricity 2015/16

Use kWh 863,486

Cost £ 106,935

Carbon Emissions kgCO2 496,435

Use kWh 652,482

Cost £ 80,804


Gas 2015/16

Use kWh 621,926

Cost £ 20,173


Use kWh 53,274

Cost £ 1,728


Water 2013/14 2014/15 2015/16

Parkway 3: Use m3 4,012 1,696 1,396

Cost £ 50,519 11,781 11,118

Carbon Emissions kgCO2 4,223 1,785 1,469

Parkway 1 data is currently unavailable.

Waste 2013/14 2014/15 2015/16

Parkway 3:

Clinical Use t 0 0 0

Cost £ 0 0 0

Carbon Emissions* kgCO2 0 0 0

Domestic Use t 54 65 30

Cost £ 9,794 11,843 5,412

Carbon Emissions* kgCO2 10,746 12,935 5,970

Hazardous Use t 0 0 0

Cost £ 0 0 0


Recycling Use t 0 0 0

Cost £ 0 0 0


Confidential Use t 2 3 4

Cost £ 545 658 1,032


Parkway 1:

Clinical Use t 0 0 0

Cost £ 0 0 0


Domestic Use t 17 60 6

Cost £ 3,016 10,883 1,143

Carbon Emissions* kgCO2 3,383 11,940 1,194

Hazardous Use t 0 0 0

Cost £ 0 0 0


Recycling Use t 0 0 0

Cost £ 0 0 0


Confidential Use t 3 10 2

Cost £ 714 2,577 416


(Carbon conversion factors from SDU reporting template Jan 2016)

* waste carbon emissions may differ depending on exact disposal method

South Manchester CCG

Summary

Parkway 3:

Parkway 1:

South Manchester CCG occupies 19% of Parkway 3. The Citywide Services occupy 36% of Parkway 1. All data provided below is shown on a

whole building basis therefore the actual usage and cost figures are proportionally less than those detailed.

Parkway 3:

Parkway 1:

Leasehold Properties - Where NHSPS do not own the building, but rather hold a lease with a superior Landlord, information on both finance and consumption may be part of a larger superior service charge. NHSPS has, and continues to make all reasonable efforts to acquire the full breakdown. Water Consumption Calculation - Where we have charges from a superior Landlord the water consumption has been calculated from costs on the basis of using a conversion factor of £3.78 per


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cubic meter. This conversion figure is an average of the invoices that are invoiced directly to NHSPS by water suppliers. Electric Consumption Calculation - Where no details are available for electric consumption the consumption figures have been estimated using a conversion factor of 12.38 pence per unit. This conversion figure is based on an average taken from a representative sample (NHH supplies) of NHSPS properties, and includes all charges, not just the unit rate per kWh. Gas Consumption Calculation - Where no details are available for gas consumption the consumption figures have been estimated using a conversion factor of 3.244 pence per KWh. This conversion figure is based on an average taken from a representative sample of NHSPS properties, and includes all charges, not just the unit rate per kWh. Due to the seasonal nature of gas consumption there has only been minimal projection of the data. Waste Weight - The weight of all waste categories has been estimated based on cost using an appropriate conversion factor. Finance information included in this report is based on the information available at the time of the report’s release (March 2016).

2.10 Equality Performance The CCG is committed to equality, diversity and human rights and also reducing inequalities between patients in terms of their ability to access health services and outcomes. These core principles are a priority when planning and commissioning healthcare services in our region. The CCGs’ strategic aims for EDHR are to:

Reduce unlawful discrimination in all our functions as a commissioner and employer

Reduce inequalities in health among the different groups of people living in the city

Develop a holistic awareness and understanding of communities and their health needs

Commission services from providers who are able to be responsive to the diverse needs of individuals and their families

Promote equality of opportunity and inclusion so that all staff and patients can achieve their potential and have the best life chances possible

Become a strong community leader, championing equality in all aspects of our work with other local partner agencies.

The plans of how we will achieve this are detailed in our refreshed EDHR Strategy 2015-18 and our progress to date on this agenda can be found in our Annual Public Sector Equality Report 2015. Equality, Diversity and Human Rights Strategy (2015-16): https://www.southmanchesterccg.nhs.uk/equality-diversity-and-human-rights-strategy-and-policy Annual Public Sector Equality Duty Report 2015 https://www.southmanchesterccg.nhs.uk/publishing-equality-information

2.11 As Accountable Officer, I approve and agree that the Performance Report is a true

and accurate account of the CCG’s performance.

……………………

https://www.southmanchesterccg.nhs.uk/equality-diversity-and-human-rights-strategy-and-policy

https://www.southmanchesterccg.nhs.uk/equality-diversity-and-human-rights-strategy-and-policy

https://www.southmanchesterccg.nhs.uk/publishing-equality-information


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The Accountability Report

3.0 Members Report

3.1 Member Practices Al-Shifa Medical Centre Barlow Medical Centre Benchill Medical Practice Bodey Medical Centre

The Borchardt Medical Centre Bowland Medical Practice Brooklands Medical Practice Burnage Healthcare Practice

Cornishway Group Practice David Medical Centre

Didsbury Medical Centre Fallowfield Medical Centre

Kingsway Medical Practice Ladybarn Group Practice

Maples Medical Centre Mauldeth Medical Centre

Merseybank Surgery Northenden Group Practice

Northern Moor Medical Practice The Park Medical Centre

Peel Hall Medical Practice R K Medical Practice

Tregenna Practice Woodlands Medical Practice

3.2 Primary Care The last year has been an exciting and challenging one, with a number of significant developments which have improved both the quality of care and services delivered in primary care; in addition the year has laid the foundations of our plans to transform the way primary care is delivered to our local population. At the beginning of 2015-16, the CCG, together with North and Central Manchester CCGs, moved to level 2 joint commissioning of primary care services with NHS England. For us, this formalised what was already a productive relationship with NHS England based on a close working relationship and joint decision making in relation to primary care services. In spite of a difficult financial position, our changing commissioning responsibilities and the pressures currently facing primary care, progress has been achieved across a number of areas. Throughout 2015-16, all 24 of South’s GP member practices signed up to deliver the Primary Care Standards Engagement Scheme which focused on quality improvement across the following areas:

Improving In hours Access to Primary Care

Improving Outcomes for People Living with Long Term Condition(s)

Member Practice Engagement. A further standard was implemented, with the aim of reducing the number of unplanned admissions, practices were asked to identify and proactively manage patients in the community that were at high risk of admission to hospital, to improve their overall quality of life and keep them healthier for longer. In addition, extended 7 day access to general practice has continued to be delivered across the three CCGs in Manchester by their GP Federations. However, the service


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has grown as the three Manchester GP Federations came together to form the Manchester Primary Care Partnership; and successfully bid against the Prime Minister’s Challenge Fund to expand the model already being delivered in Central Manchester. This has meant that all patients registered with a GP in Manchester now have access to general practice 7 days a week (8am-8pm) at a number of locations across the city. Another significant achievement has been our progress on estates developments across Manchester. Through collaborative, partnership working each CCG has developed a Strategic Estates Plan which outlines our estates intentions and how they will support delivery of integrated health and social care, over the next 5 years. As part of our phased approach, SMCCG has identified developments which will be implemented across the remaining localities over the next few years. In South Manchester the priority is the Withington Primary Care Centre. Work is progressing on a multi-disciplinary health and social care hub with a strong emphasis on state of the art training facilities and out of hospital care facilities which will improve the health and wellbeing of our local population. South Manchester Strategic Estates Group has also agreed to progress developments in the Burnage and Northenden areas. As the year has progressed, we have advanced our transformation plans as part of Greater Manchester Devolution, which are outlined in the Manchester Locality Plan. This includes delivering a new model of integrated out of hospital care through our One Team approach supported by estates and infrastructure developments (outlined above). This has involved practices adopting new ways of working to ensure primary care is sustainable and fit for the future; examples include GP practices working more closely together on locality and neighbourhood footprints, to ensure they are an integral part of the One Team approach. To support this, the three Manchester CCGs move to level 3 full delegation of commissioning from 1st April 2016; this will be a key enabler for implementation of our transformation plans moving forward. To ensure the CCG is in a position to transform primary care and take on its new commissioning responsibilities we have reviewed our working arrangements for primary care across the city. This has led to the formalisation of a citywide Primary Care Team which, in a short space of time, led to a number of demonstrable benefits. These include a sharing of knowledge and skills; clear, consistent and demonstrable leadership together with a reduction in duplication of work across the city. As part of this process, we have welcomed several new members to the team and successfully recruited an NHS Leadership General Management trainee. There are further plans to strengthen the team with the recruitment of specific estates and administrative roles. As we move forward, 2016-17 promises to be just as exciting as we take forward our transformation agenda for out of hospital care and make our ambitious, large scale plans a reality.


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3.3 Board Membership The 2015/16 CCG Board has consisted of the following: Chair - Dr Bill Tamkin Chief Officer - Caroline Kurzeja Deputy Chief Officer – Claudette Elliott Chief Finance Officer - Joanne Newton GP Clinical Lead - Dr Mark Whitaker GP Patient and Public Engagement Lead - Dr Philip Burns GP Business Contracts and Performance Lead - Dr Peter Fink GP Quality and Performance Lead - Dr Naresh Kanumilli (until August 2015) - recruitment to this role is currently underway. Executive Nurse - Craig Harris Secondary Care Doctor - Dr Alex Crowe Lay Member - Richard Caulfield Lay Member - Judith Jones Lay Member (Audit and Governance) - Chris Jeffries Further information about the South Manchester CCG Board members can be found on our website at: http://www.southmanchesterccg.nhs.uk/our-board-members Register of Interests The Register of Interests is available on the CCG website at: https://www.southmanchesterccg.nhs.uk/publications this is updated on a regular basis to show all current staff. Information regarding Board Members who have now left the organisation is available on request.

CCG Committees and Board Member Attendance Due to a redesign of the CCG structures and part of Working Better Together some of the Committees listed below have decreased the frequency of their meetings and changed their functions. Joint Committees take place with North and South Manchester Clinical Commissioning Groups as well as other relevant stakeholders.

Committee Board Member Attendees

Joint Executive Team Dr Philip Burns Claudette Elliott Craig Harris Caroline Kurzeja Joanne Newton Dr Bill Tamkin

Joint Governance Committee

Claudette Elliott Chris Jeffries

Joint Finance Committee

Dr Peter Fink Chris Jeffries Caroline Kurzeja Joanne Newton

Joint Clinical Commissioning Committee

Craig Harris Chris Jeffries Caroline Kurzeja

Manchester Primary Care Co-Commissioning Joint Committee

Judith Jones Caroline Kurzeja

http://www.southmanchesterccg.nhs.uk/our-board-members

https://www.southmanchesterccg.nhs.uk/publications


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Clinical Commissioning Committee

Dr Philip Burns Claudette Elliott Dr Peter Fink Dr Mark Whitaker

Communication and Engagement Committee

Dr Philip Burns Richard Caulfield Judith Jones

Finance Committee (this Committee was disbanded from September 2015)

Claudette Elliott Dr Peter Fink Chris Jeffries Caroline Kurzeja Joanne Newton

Governance Committee

Claudette Elliott Chris Jeffries Caroline Kurzeja Dr Bill Tamkin

Quality and Performance Committee

Dr Philip Burns Caroline Kurzeja

Senior Management Team/QiPP Management Team (name change in year)

Dr Philip Burns Richard Caulfield Claudette Elliott Dr Peter Fink Chris Jeffries Judith Jones Caroline Kurzeja Joanne Newton Dr Bill Tamkin Dr Mark Whitaker

Remuneration Committee See Remuneration Report (See 5.6)

Audit Committee See Section (See 3.4)

3.4

Audit Committee Membership Richard Caulfield – Lay Member, South Manchester CCG Chris Jeffries – Lay Member (Audit and Governance), South Manchester CCG Internal audit, external audit, the Chief Finance Officer, members of the finance team and members of the governance team are in attendance at the meetings. Other officers are invited to attend the meeting as required.

3.5 Personal Data Related Incidents Within the period April 2015-March 2016 the CCG has not had any personal data related incidents which have been formally reported to the Information Commissioner’s Office.

3.6 Board Members Statement The Board members know of no information which would be relevant to the auditors for the purposes of their audit report, and of which the auditors are not aware and have taken all the steps they ought to have taken to make themselves aware of any such information and to establish that the auditors are aware of it.


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3.7 Accountable Officer Statement The Accountable Officer knows of no information which would be relevant to the auditors for the purposes of their audit report, and of which the auditors are not aware and has taken all the steps they ought to have taken to make themselves aware of any such information and to establish that the auditors are aware of it. The Annual Report and accounts is a fair, balanced and understandable view of the organisation. As the Accountable Officer I am responsible for the annual report and accounts and the judgements required to confirm that it is fair, balanced and understandable.

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4.0 Governance Statement

Introduction and Context South Manchester Clinical Commissioning Group was licenced from 1 April 2013 under provisions enacted in the Health and Social Care Act 2012, which amended the National Health Service Act 2006. The CCG operated in shadow form prior to 1 April 2013, to allow for the completion of the licensing process and the establishment of functions, systems and processes prior to the CCG taking on its full powers. As at 1 April 2015, the clinical commissioning group is licensed without conditions. Scope of Responsibility As Accounting Officer, I have responsibility for maintaining a sound system of internal control that supports the achievement of the clinical commissioning group’s policies, aims and objectives, whilst safeguarding the public funds and assets for which I am personally responsible, in accordance with the responsibilities assigned to me in Managing Public Money. I also acknowledge my responsibilities as set out in my Clinical Commissioning Group Accountable Officer Appointment Letter. I am responsible for ensuring that the clinical commissioning group is administered prudently and economically and that resources are applied efficiently and effectively, safeguarding financial propriety and regularity. Compliance with the UK Corporate Governance Code We are not required to comply with the UK Corporate Governance Code. However, we have reported on our corporate governance arrangements by drawing upon best practice available, including those aspects of the UK Corporate Governance Code we consider to be relevant to the clinical commissioning group, namely:

Leadership Effectiveness Accountability Remuneration Relationships with stakeholders.

The Clinical Commissioning Group Governance Framework The National Health Service Act 2006 (as amended), at paragraph 14L(2)(b) states: The main function of the governing body is to ensure that the group has made appropriate arrangements for ensuring that it complies with such generally accepted principles of good governance as are relevant to it. The CCG Constitution states that in accordance with section 14L(2)(b) of the 2006 Act, 2014 the Group will at all times observe “such generally accepted principles of good governance” in the way it conducts its business. These include:

the highest standards of propriety involving impartiality, integrity and objectivity in relation to the stewardship of public funds, the management of the organisation and the conduct of its business

the Good Governance Standard for Public Services the standards of behaviour published by the Committee on Standards in Public Life

(1995) known as the “Nolan Principles‟


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the seven key principles of the NHS Constitution the Equality Act 2010 Standards for Members of NHS Boards and Governing Bodies in England.

A total of 24 General Practices form the Membership Body of the Clinical Commissioning Group. Eligibility to become a member practice is outlined in the Constitution which states that providers of primary medical services to a registered list of patients under a General Medical Services, Personal Medical Services or Alternative Provider Medical Services contract, within the geographical area covered by NHS South Manchester Clinical Commissioning Group, will be eligible to apply for membership of this group. GP locums whose primary place of work is NHS South Manchester CCG may apply to be members of the CCG. Any of the above may stand in elections for membership of the governing body. The CCG Governing Body takes overall responsibility for governance throughout the organisation but discharges some of its responsibilities to a number of committees, primarily the Audit, Remuneration and Governance Committees. The Governing Body and I are happy with the effectiveness of the Board and its Committee structure. Throughout the third full year since authorisation in April 2013, the Board has evolved and reviewed its priorities, effectiveness and vision for the organisation on a regular basis. The Board members are sufficiently diverse to contribute to a number of varying CCG duties and together I am assured we comprise an effective group of individuals that are capable of overseeing the effective running of the CCG. During the year training has been provided on a number of governance related topics to the Governing Body and its members. The Board meets on a monthly basis with alternate public and development meetings. In addition to governance, the Governing Body and its delegate Committees place a clear focus on the services, performance and patient safety of its commissioned providers. For a full list of committees, including their responsibilities and membership, please refer to Appendix B. The Clinical Commissioning Group Risk Management Framework The CCG Risk Management Framework (RMF) is designed to provide a guideline and strategy for the development of a robust risk management system across the organisation. It includes the key risk principles of initiation, identification, assessment and control. The organisation understands that it is imperative to embed the processes for managing risk within all its activities. Therefore, the RMF outlines that at the start of every new project, work stream or business plan the risk management framework must be considered and implemented. The RMF has been subject to scrutiny during a number of audits and improvements over the past year. Risk management is the priority of all staff and the successful management of risk relies on all staff initiating the risk management process. Training has been provided for all staff involved in managing risk at all levels of the organisation. Incident reporting is encouraged at the staff induction and by senior and line managers. The RMF is supplemented by a number of organisational policies and procedures that enhance the risk management capabilities of the CCG. Risk is also discussed with public and patient stakeholders. It is a subject matter presented as part of the Board Assurance Framework in the public section of the Board and individual risks are discussed at the Patient and Public Advisory Board on an ad hoc basis. The effectiveness of the Risk Management Framework is discussed later in this statement.


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Risk Assessment Risks are assessed in regards to the level of controls and assurances that are in place and are scored on the severity (or consequence) and likelihood of occurrence which is plotted on a 5x5 matrix. The resulting score is categorised as either ‘acceptable’, ‘manageable’ or ‘serious’. This outlines the organisation’s risk appetite. The CCG understands that realistically it is never possible to eliminate all risks. There will always be a range of risks identified within the organisation that would require us to go beyond ‘reasonable’ action to reduce or eliminate them and thus all risks graded between one and six are defined as ‘acceptable’. Manageable risk, scores between eight and fourteen, can realistically be reduced within a reasonable time scale through cost effective measures. Lastly serious risks, scoring over fifteen, may have serious consequences that could impact on the organisation and threaten its primary objectives. Risk is identified within the organisation in a number of ways, and not just through risk assessments. The CCG understands that incident reporting, complaints, claims, GP identified quality issues, internal and external audits, patient feedback and national or regional guidance can help to identify risk. Once identified, risk is controlled through actions from the CCG officer with designated responsibility for that risk and reported through the organisational governance structure depending on its grading and impact on objectives. All risks within the organisations are attached to a particular committee whose role it is to oversee the management of current risks and to deter and prevent future risks occurring. As part of the Board Assurance Framework, the Governing Body receives reports from each Committee detailing the delivery of work and associated risks, within their specific remit. In addition, the Governing Body has a number of significant, strategic risks for its specific overview. During 2015/16, these risks have covered the following areas (details of how we manage and mitigate the risks can be found in our Board papers on the CCG’s website):

Overall delivery of the strategic plan Key relationships with major partners CCG financial challenges Financial challenges across the health and social care economy in Manchester Mental Health – service quality, sustainability and finance Capacity of the CCG.

The CCG shares a Joint Governance Committee with the other two CCGs in Manchester. This Committee keeps the RMF under review and monitors the effectiveness of risk management and reporting. The Clinical Commissioning Group Internal Control Framework A system of internal control is the set of processes and procedures in place in the clinical commissioning group to ensure it delivers its policies, aims and objectives. It is designed to identify and prioritise the risks, to evaluate the likelihood of those risks being realised and the impact should they be realised and to manage them efficiently, effectively and economically. The system of internal control allows risk to be managed to a reasonable level rather than eliminating all risk; it can therefore only provide reasonable and not absolute assurance of effectiveness. Controls Assurance Framework The CCG’s system of internal control has a key role in the management of governance issues and risks that are significant to the fulfilment of its business objectives. A sound system of internal control contributes to safeguarding the organisation’s business interests. The ‘Controls Assurance Framework’ facilitates the effectiveness and efficiency of operations, helps ensure the reliability of internal and external reporting and assists


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compliance with laws and regulations. The ‘Controls Assurance Framework’ forms the basis for monitoring the internal control systems throughout the CCG. Lead CCG officers are responsible for assessing all key business areas, providing a RAG rating, and identifying actions being taken to address any weaknesses in controls. The full Framework is reviewed on a regular basis at the Joint Governance Committee and reported on to the Board. The key business areas are as follows:

Financial Reporting Financial Management Internal Control (Corporate Governance) Regulation and Compliance Planning, Commissioning and VFM Organisational Development.

Information Governance The NHS Information Governance Framework sets the processes and procedures by which the NHS handles information about patients and employees, in particular personal identifiable information. The NHS Information Governance Framework is supported by an information governance toolkit and the annual submission process provides assurances to the clinical commissioning group, other organisations and to individuals that personal information is dealt with legally, securely, efficiently and effectively. We place high importance on ensuring there are robust information governance systems and processes in place to help protect patient and corporate information. This is reflected in our decision to boost managerial Information Governance capacity and capability, ceasing to ‘buy in’ our support and creating a specialist internal team instead. We have reviewed and developed our information governance management framework and are improving our information governance processes and procedures in line with the information governance toolkit. We have ensured all staff undertake annual information governance training and have implemented a staff information governance handbook to ensure staff are aware of their information governance roles and responsibilities. We have carried out a series of Privacy Impact Assessments across all relevant areas and undertaken a review of our Information Asset Register. All Information Governance risks that have been highlighted in 2015/16 have either come from the Information Asset Register work which has been carried out during the year or from large risks identified with data management. The risks are identified through the Data Mapping Tool on the IG Toolkit then uploaded on the DATIX system where they are managed. The risk level is identified through the Data Mapping Tool on the IG Toolkit which is determined through confirmation of the data flows by the Information Asset Owners. There are processes in place for incident reporting and investigation of serious incidents. We have developed information risk assessment and management procedures and a programme is underway to fully embed an information risk culture throughout the organisation. The IG toolkit is subject to independent review by the internal auditors which has provided significant assurance. Review of economy, efficiency & effectiveness of the use of resources The CCG has an obligation to use its resources efficiently, effectively and economically. In addition it must meet financial requirements as set out by NHS England. This includes delivering a surplus position over and above a balanced budget. In order to mitigate and control


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risks associated with the CCGs use of resources, organisational financial health is checked and reported to the Governing Body on a monthly basis. The Governing Body has also delegated responsibility for some aspects of financial internal control to the Finance Committee. The CCG has produced an annual financial plan, in line with NHSE planning guidance and this has supported the agreement of an opening budget at the March Board. In addition to this plan, the Board has received strategic financial plans for the period to 2020/21.The CCG is working with partners at CMFT, UHSM, PAHT, MMHSCT, NMCCG, SMCCG and MCC to produce a health economy financial plan, to support the development of a locality plan for Manchester and an overall Greater Manchester Sustainability and Transformation plan. These have been reported to the Finance Committee and the Governing Body, providing assurance to the Governing Body and myself that the organisation is effectively managing its resources and understanding the key financial risks. The CCG has developed a robust process regarding business case approval which demonstrates effectiveness and value for money. In addition to internal controls, the CCG produces robust Quality, Innovation, Productivity and Prevention (QIPP) plans which aim to mitigate financial pressures and improve healthcare for the local population. The CCG completes monthly and periodic returns to NHS England to report upon how the CCG’s resources have been spent. Additionally the CCG undertakes a monthly self-assessment against the externally monitored financial indicators within ‘Domain 4’ of the national CCG Assurance Framework. Financial monitoring information is reviewed by the Finance Committee and reported to the Governing Body on a routine basis. Feedback from delegation chains regarding business, use of resources and responses to risk The Governing Body of the CCG delegates responsibility for managing specified aspects of its business to the Committee structure detailed in Appendix B. As outlined above, the Governing Body receives reports from each Committee detailing the delivery of work and associated risks, within their specific remit. Additionally, the Governing Body proactively identifies and assesses risks and issues straddling Committees. These risks are specifically ‘owned’ and overseen at Governing Body level, scrutinised at each meeting to ensure appropriate management and reporting. The internal audit process is used to provide an in-depth examination of any areas of concern and the Controls Assurance Framework provides assurance that the statutory duties of the CCG are being managed appropriately at the different levels of the organisation. Review of the effectiveness of Governance, Risk Management & Internal Control As Accounting Officer, I have responsibility for reviewing the effectiveness of the system of internal control within the clinical commissioning group. Capacity to Handle Risk The Governing Body has placed great emphasis on the responsibility of staff to identify, manage and mitigate risk. As previously mentioned the Risk Management Framework, approved by the CCG Board, outlines the roles and responsibility for handling risks of all staff and places great emphasis on the role of all staff to be involved within the risk process. The CCG has procured a ‘live’ web based risk management system that has been tailored specifically for the organisation’s needs. This replaces a paper based system which was difficult to manage and labour intensive. The new system has increased the organisation’s capacity to handle risk.


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Key staff are provided with in-depth risk management training by the internal Corporate Governance Team as well as training on the web based risk management system. In addition to the approved Risk Management Framework further guidance has been developed for use by staff in handling risk. The organisation’s capacity to handle risk is effective. Review of Effectiveness My review of the effectiveness of the system of internal control is informed by the work of the internal auditors and the executive managers and clinical leads within the clinical commissioning group who have responsibility for the development and maintenance of the internal control framework. I have drawn on performance information available to me. My review is also informed by comments made by the external auditors in their annual audit letter and other reports. The Risk and assurance framework provides me with evidence that the effectiveness of controls that manage risks to the clinical commissioning group achieving its principles objectives have been reviewed. This is supplemented by a number of differing effectiveness reviews such as the aforementioned Governance and Committee Structure Audits, internal and external audits and reporting by the committees to the board on key issues relevant to their discharged responsibilities of those committees. I have been advised on the implications of the result of my review of the effectiveness of the system of internal control by the Governing Body, the Audit Committee and the Joint Governance Committee and a plan to address weaknesses and ensure continuous improvement of the system is in place. Actions include:

Ensuring Governing Body discussions on risk are robust and detailed Working with commissioning partners in the city to develop joint decision making fora Ensuring that CCG risks are appropriately managed within the increasingly integrated

commissioning landscape in Manchester.

Head of Internal Audit Opinion Following completion of the planned audit work for the financial year for the clinical commissioning group, the Head of Internal Audit issued an independent and objective opinion on the adequacy and effectiveness of the clinical commissioning group’s system of risk management, governance and internal control. Introduction In accordance with Public Sector Internal Audit Standards, the Director of Internal Audit (HoIA) is required to provide an annual opinion, based upon and limited to the work performed, on the overall adequacy and effectiveness of the organisation’s risk management, control and governance processes (i.e. the organisation’s system of internal control). This is achieved through a risk-based plan of work, agreed with management and approved by the Audit Committee, which should provide a reasonable level of assurance subject to the inherent limitations described below. The purpose of this Director of Internal Audit Opinion is to contribute to the assurances available to the Accountable Officer and the Governing Body which underpin the Governing Body’s own assessment of the effectiveness of the organisation’s system of internal control. This Opinion will assist the Governing Body in the completion of its Annual Governance Statement (AGS), along with considerations of organisational performance, regulatory compliance and wider economy transformation. Appendix B provides additional information to support your AGS.


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Opinion My overall opinion is: Significant Assurance, can be given that there is a generally sound system of internal control designed to meet the organisation’s objectives, and that controls are generally being applied consistently. However, some weaknesses in the design or inconsistent application of controls put the achievement of a particular objective at risk. This opinion is provided in the context that the CCG like other organisations across the NHS is facing some challenging issues in respect of financial sustainability. The Manchester Locality Plan outlines the vision for health and social care integration in Manchester and major transformation programmes that aim to address the local and citywide financial gaps over the next five years. Greater Manchester health and social care devolution is also gathering momentum and work is ongoing to finalise governance arrangements both at programme and provider levels in advance of full devolution from April 2016. The Greater Manchester Strategic Plan recently endorsed by the Strategic Partnership Board in December 2015 sets out the principles and approaches to transforming public services for Greater Manchester and has identified five transformational areas which include population health prevention, community based care and support, standardising acute and specialist care, clinical support and back office functions and enabling better care. The CCG in association with Manchester City Council through its locality plan submissions into the Greater Manchester Sustainability and Transformation Plan, also has the opportunity to apply for access to additional funding that is crucial to support the required transformational change across Manchester. These areas will bring new opportunities to allow for greater integrated working and improving outcomes, and the CCG will need to ensure that the governance arrangements to support these developments are robust and support the scale and level of pace of these projects. Basis of Forming the Opinion The basis for forming my opinion is as follows: Assurance Framework The organisation’s Assurance Framework requires improvement to meet NHS requirements and could be more visibly used by the Governing Body. The Assurance Framework clearly reflects the risks discussed by the Governing Body. Whilst there are enhancements to be made in respect of the format and use of the Assurance Framework, it is clear that the Governing Body has reviewed the strategic risks facing the organisation and that these have been scored and managed in accordance with the organisation’s Risk Management Framework. The full Assurance Framework is presented to the Governing Body and the agendas demonstrate that assurances are received in respect of the strategic risks. Areas for enhancement include:

Mapping risks to strategic objectives (e.g. cross referenced)

Including Governing Body ‘Assurances’ (and any gaps in assurance) for each risk

Ensuring that Governing Body minutes more clearly demonstrate assurances received by the Governing Body through GB reports, Committee minutes and/or Committee Chairs’ summary reports as well as actions/mitigations planned and required.


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Assurance across the organisation’s critical business systems ACCESS TO SERVICES Documentation, evaluation and review of Provider Contract Management arrangements, which provided significant assurance that adequate contract management processes are in place for the CCG to monitor, manage and report on the fulfilment of contractual obligations by main providers and to identify occasions where the providers do not deliver on their quality responsibilities. An area of improvement identified was to ensure sufficient coverage of the performance and quality of other smaller providers. TRANSPARENCY AND GOVERNANCE Mandated review of your Information Governance Toolkit concluded significant assurance as our assessment found a clear IG organisational structure with associated processes being developed and refined for identifying, improving and embedding Information Governance issues and improvements. This year’s IG Toolkit assessment agreed majority of the scores claimed by the CCG although some areas required maintenance of additional evidence to substantiate self-assessment scores. PATIENT PARTICIPATION AND CUSTOMER SERVICES Core processes underpinning the organisation’s systems for the management of Equality and Diversity in Commissioning received significant assurance based on the adoption of the Equality Delivery System 2 (EDS 2) as a systematic approach to compliance and the development and review of equality objectives through local engagement with patients, the public and other local stakeholders. Strategic and Operational plans also reflect the organisation’s responsibilities of ensuring all communities have equal access to health services commissioned. The CCG has also fulfilled its external reporting requirements. INFORMED COMMISSIONING Significant assurance opinion on the baseline assessment of Primary Care Co- Commissioning arrangements confirming the establishment of the foundations for co-commissioning and a governance structure that overall, is in compliance with NHS England standards and guidance. Areas of improvement were identified in relation to supporting arrangements and staff capacity, in particular to ensure that the CCG fully discharges its duties in relation to contractual, performance and quality management of Primary Medical Care services. FOLLOW UP Follow-up review demonstrated good progress against action plans to improve systems and control, in line with agreed timeframes. Action has been agreed by Management to address the recommendations made in the internal audit reviews and we will continue to undertake follow up of the recommendations to provide assurance to the Joint Audit Committee that the issues raised have been addressed. Contribution to Governance, Risk Management and Internal Control enhancements:

Detailed insight into the overall Governance and Assurance processes gained from liaison throughout the period with the Chief Finance Officer, Head of Corporate Services and Senior Management Team. Regular review of Governing Body papers and work to develop the Assurance Framework.

Ongoing discussion with lead Officers, Managers and Audit Committee Chairs throughout the period leading to changes to the audit plan in respect of deferral of the Governance Structures Review and reallocation of resources to deliver Medicines Management QIPP.

Effective utilisation of internal audit including communication, requests for support in NHS England: Financial Control Evaluation and Delegated Functions Self-


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Assessments.

Provision of MIAA briefings including Cyber Security and update on Investigations in the NHS.

Involvement through MIAA events, including Lay Member Learning Series, and Audit Committee Chairs.

Engagement with MIAA Insights benchmarking and outcome reporting, including Assurance Frameworks, Annual Governance Statements and Financial Control Evaluation Assessment.

In providing this opinion I can confirm continued compliance with the definition of internal audit (as set out in your Internal Audit Charter), code of ethics and professional standards. I also confirm organisational independence of the audit activity and that this has been free from interference in respect of scoping, delivery and reporting. The opinion is derived from the conduct of risk based plans generated from a robust and organisation-led Assurance Framework. The opinion does not imply that Internal Audit have reviewed all risks and assurances relating to the organisation.

Tim Crowley Director of Audit, MIAA

March 2016

Audit Review Outcomes and Delivery Performance against Plan The Internal Audit Plan has been delivered in accordance with the schedule agreed with the Joint Audit Committee in October 2015. This position has been reported within the progress reports since then, with the final report concluding completion of the Internal Audit Plan, with the exception of Medicines Management QIPP. The review has been completed however, completion of the final report and agreement of management responses to the recommendations are still required. The review will be reported to the Joint Audit Committee and will form part of the 2016/17 Director of Audit Opinion. Risk Based Reviews The audit assignment element of the Opinion is limited to the scope and objective of each of the individual reviews. Detailed information on the limitations to the reviews has been provided within the individual audit reports and through the Joint Audit Committee Progress reports throughout the year. The schedule below provides a summary of the reviews and overall objectives contributing to this element of the Opinion. HIGH ASSURANCE: Our work found some low impact control weaknesses which, if addressed would improve overall control. However, these weaknesses do not affect key controls and are unlikely to impair the achievement of the objectives of the system. Therefore we can conclude that the key controls have been adequately designed and are operating effectively to deliver the objectives of the system, function or process

None of the reviews were awarded High Assurance. SIGNIFICANT ASSURANCE: There are some weaknesses in the design and/or operation of controls which could impair the achievement of the objectives of the system, function or process. However, either their impact would be minimal or they would be unlikely to occur.


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Primary Care Co-Commissioning Objective: To assess the effectiveness of arrangements for co-commissioning to ensure newly established processes are operating as designed and that governance arrangements comply with NHS England standards and guidance. Key risks facing the CCGs in assuming delegated commissioning responsibilities were also considered. Recommendations: 0 x Critical, 1 x High, 6 x Medium, 1 x Low.

Provider Contract Management Objective: To evaluate the effectiveness of the contract management processes and to ensure there are mechanisms in place to ensure that the CCG receives assurance from the providers in relation to their performance and the quality of services commissioned. Recommendations: 0 x Critical, 0 x High, 3 x Medium, 2 x Low.

Equality and Diversity in Commissioning Objective: To provide assurance that the CCG has systems and processes in place to ensure that there is genuine local engagement with patients, the public and other local stakeholders in the development and review of equality objectives and compliance with section 149 of the Equality Act 2010 (Public Sector Equality Duty) through the Equality Delivery System 2 (EDS 2). Recommendations: 0 x Critical, 0 x High, 0 x Medium, 3 x Low.

Information Governance Objective: To provide an opinion on the adequacy of policies, systems and operational activities to complete, approve and submit its IG Toolkit scores. The review also provided an opinion on the validity of the scores based on the evidence available. Recommendations: N/A

LIMITED ASSURANCE: There are weaknesses in the design and/or operation of controls which could have a significant impact on the achievement of the key system, function or process objectives but should not have a significant impact on the achievement of organisational objectives.

None of the reviews were awarded Limited Assurance. NO ASSURANCE: There are weaknesses in the design and/or operation of controls which [in aggregate] have a significant impact on the achievement of key system, function or process objectives and may put at risk the achievement of organisational objectives.

None of the reviews were awarded No Assurance. CONTRIBUTION TO CONTROL ENVIRONMENT: Areas where MIAA have supported the organisation in strengthening arrangements in respect of governance, risk management and internal control.

Delegated Functions: Self-Certification Objective: To review the process in relation to completing and finalising the quarterly self-certification returns to NHS England in respect of delegated functions (Out of Hours and Primary Care Co-Commissioning).

Financial Control Environment Objective: To support the CCG in its completion of the Financial Control Environment Self-Assessment Checklist.


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MIAA Insight Briefings and Benchmarking Objective: To provide a range of briefing notes and benchmarking reports on topical issues to support organisations in keeping up to date on key issues, challenge questions and opportunity to compare themselves with other.

MIAA Events Objective: Our events and conference programmes attract leading speakers from the NHS, government, policy and voluntary sector, giving delegates access to the latest policy thinking, best practice and innovations across the UK, whilst also providing an ideal networking opportunity.

Follow up An important aspect of the internal audit process is the follow up to ensure that opportunities for enhancement are delivered. During the course of the year we have undertaken follow up reviews in respect of 27 assignments (160 recommendations) undertaken across the three CCGs (North, Central and South Manchester) since 2012/13, by the previous internal auditors. These include:

Adoption & Fostering

Value for Money/QIPP

Payroll

Procurement

Healthier Together

Risk Management

Conflicts of Interest

Monitoring of Investment Projects. The review confirmed that 122 recommendations have either implemented or superseded out of 160. Actions identified as partially implemented included 9 rated as high with progress on implementation evidenced during follow up. We will continue to track and follow up outstanding actions and report progress to the Joint Audit Committee. End of Head of Internal Audit Opinion Data Quality During the organisation’s third year, reporting to the Board has been adapted and data quality has evolved to meet the expectation of myself and my fellow Governing Body members. The CCG has gained accreditation which helps in ensuring data quality is of the highest standard such as the Accredited Safe Haven work and the Secure Environment for Finance accreditation. Having assessed the quality of data submitted to and reviewed by the board (with advice taken from my fellow Board members), I am assured that the data is of sufficient quality that the Governing Body can carry out its duties. Business Critical Models The CCG has produced and maintains an organisational Information Asset Register which identifies business critical assets, HR assets, PCD assets and Financial assets for each service within the CCG. Information Asset Owners and Information Asset Administrators have been assigned and all information assets are regularly reviewed. The SIRO is responsible for identifying and managing the information risks. The SIRO received regular reports highlighting any risks. Data Flow mapping has been completed which enables an understanding of the flows of information related to all information assets with the Information Asset Register. Information


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Asset Owners are responsible for providing updates and highlighting any risks to the SIRO. Business continuity plans are in place and regularly reviewed to ensure that controls are in place and any risks are mitigated appropriately. Data Security The Information Toolkit 2015/2016 was submitted and achieved a satisfactory level of compliance with Interim Accredited Safe Haven (ASH) status maintained. Discharge of Statutory Functions Arrangements put in place by the clinical commissioning group and explained within the corporate governance framework have been developed with legal input, to ensure compliance with all relevant legislation. That legal advice also informed the matters reserved for Membership Body and Governing Body decision and the scheme of delegation. In light of the Harris Review, the clinical commissioning group has reviewed all of the statutory duties and powers conferred on it by the National Health Service Act 2006 (as amended) and other associated legislation and regulations. As a result, I can confirm that the clinical commissioning group is clear about the legislative requirements associated with each of the statutory functions for which it is responsible, including any restrictions on delegation of those functions. Responsibility for each duty and power has been clearly allocated to a lead Director. Directors have confirmed that their structures provide the necessary capability and capacity to undertake all of the clinical commissioning group’s statutory duties. Conclusion In conclusion I feel that the CCG has no significant internal control issues to report. Throughout the year some deficiencies were identified through proactive self-assessment audits as well as internal and external audits. Any issues identified have been fully rectified by the development and implementation of action plans to address the risks to the Governance framework. I am satisfied with the work of the CCG in the financial year of 2015/16 and look forward to continuing to deliver the CCG’s vision and progress its priorities. Caroline Kurzeja Accountable Officer 26th May 2016


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5.0 Remuneration Report

5.1 The remuneration report covers the senior management of the clinical commissioning group. The definition of a senior manager is: “Those persons in senior positions having authority or responsibility for directing or controlling the major activities of the clinical commissioning group. This means those who influence the decisions of the clinical commissioning group as a whole rather than the decisions of individual directorates or departments. Such persons will include advisory and lay members”. The Government Financial Reporting Manual states that “information will be given in all circumstances and all disclosure in the Remuneration report will be consistent with identifiable information of those individuals within the financial statements”. The remuneration report covers the clinical commissioning group’s governing body including all people who are currently on the board plus any which have left their post during the 2015/16 financial year.

5.2 Employee Remuneration

In line with the Health and Social Care Act each individual CCG may appoint persons to be employees as it considers appropriate and is able to:

Pay its employees remuneration and travelling or other allowances in accordance with determinations made by its governing body

Employ them on such terms and conditions as it may determine. The guidance produced by the Commissioning Board was used to support the employment of senior staff following the CCG becoming a statutory and employing body. Whilst it is recognised the CCGs have flexibility in determining remuneration levels, the remuneration committee followed the arrangements set out in the NCB guidance in determining, reviewing and operating their own pay arrangements for senior managers. The guidance was based on the principles, which have been informed by and are consistent with the principles set out in the Will Hutton Fair Pay Review. The remuneration of the Governing Body of the CCG is the responsibility of the Remuneration Committee. When taking any decision, any members who are personally affected by this decision are not included in any discussions or vote to avoid any conflict of interest.

5.3 Policy on Remuneration of Senior Managers

The Remuneration Committee have responsibility for setting the pay of the CCG Governing Body and senior managers within the CCG. In making its decisions all relevant guidance has been followed including the NHS England document ‘CCGs – Remuneration Guidance for Chief Officers and Chief Finance Officers’ and ‘CCG Remuneration Guidance’ issued by the Hay Group. When considering pay awards the Remuneration Committee will consider national awards, affordability and benchmark data for similar size organisations to enable a recommendation to be reached.


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The pay of the Governing Body is not currently directly linked to performance, that is, there is no specific performance related pay. However, both the Governing Body and its individual members are subject to performance evaluation. Each member of the governing body is subject to an annual appraisal.

5.4 Policy on Senior Managers Contracts

The contract for senior managers states that: If the employee wishes to terminate their employment, they must give the CCG an appropriate period of notice in writing - a maximum of 6 Months. The CCG will give one week’s notice for each year of service subject to a minimum of one month and a maximum of 6 Months. The CCG shall be entitled to terminate the individual’s employment summarily, i.e. without notice or pay in lieu of notice, without prejudice to any rights or claims it may have against them, if at any time they are guilty of gross misconduct or if they commit any serious breach of a material term of their contract of employment. If the individual is employed on a fixed term contract, their employment will terminate on the expiry of the fixed term without the need for the CCG to give any additional notice. The CCG may require an individual to take any outstanding annual leave entitlement during their notice period, whether notice to terminate is given by them or by the CCG.

Once you or the CCG have served notice to terminate your employment, the CCG may require you to remain away from work and to cease to carry out your normal duties for the whole or any part of your notice period (known as “garden leave”). During any period of garden leave:

The CCG shall be under no obligation to provide the individual with any work but may require them to carry out alternative duties;

The individual will remain an employee of the CCG, bound by the terms of their contract and will continue to receive their salary in the usual way;

The CCG may exclude the individual from any of its premises but may require the individual to ensure that their line manager knows where they will be and how they can be contacted during each working day (except when they are on authorised annual leave, booked in the usual way);

The CCG may require the individual not to contact (or attempt to contact) any employee, client or supplier without the consent of their line manager.

There are no special provisions for termination due to redundancy other than those stated for all employees in the CCG’s Organisational Change policy.

5.5

Senior Managers Service Contracts There are members of the Governing Body whose services are via a Contract for Services. These are for a 3 year period from 1 April 2013 until 31 March 2016. The termination arrangements for these individuals are as follows: Continuation of their appointment is contingent on their continued satisfactory

performance and re-election/selection by the members as required by the Constitution. If the members do not re-elect the individual as a Governing Body Member in accordance with the Constitution, their appointment shall terminate


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5.6

automatically and with immediate effect. The individual may resign from the CCG at any time by giving written notice to

the Chair. The CCG reserves the right to terminate their appointment with immediate

effect and without payment of compensation by written notice. On termination of the appointment, the individual shall only be entitled to

accrued fees as at the date of termination, together with the reimbursement of any expenses properly incurred prior to that date.

Due to the terms in the contract for service there is no liability to the clinical commissioning group in the event of early termination.

Remuneration Committee Membership The Remuneration Committee has met twice in the last year. 22nd April 2015 Attendees: Richard Caulfield – Lay Member Chris Jeffries – Lay Member (Audit and Governance) Judith Jones – Lay Member Izhar Chaudhary – Head of Finance Claudette Elliott – Deputy Chief Officer Sharmila Kar – Head of Human Resources/Organisational Development 25th November 2015 Attendees: Richard Caulfield – Lay Member Chris Jeffries – Lay Member (Audit and Governance) Judith Jones – Lay Member Izhar Chaudhary – Head of Finance Sharmila Kar – Head of Human Resources/Organisational Development Grenville Page – Lay Member (Central Manchester CCG)

5.7 Salaries & Allowance For each member of the Governing Body who has served during the financial year 2015/16, remuneration and pension benefits are shown below.

Salary & Fees

(b) Expense

Payments

(c) Performance

Pay and Bonuses

(bands of £5,000)

(d) Long-term

Performance Pay

and Bonuses

(bands of £5,000)

All Pension

Related

Benefits Total Salary & Fees

(b) Expense

Payments

(c) Performance

Pay and Bonuses

(bands of £5,000)

(d) Long-term

Performance Pay

and Bonuses

(bands of £5,000)

All Pension

Related

Benefits Total

(bands of

£5,000) (Nearest £100)

(bands of

£2,500)

(bands of

£5,000)

(bands of

£5,000) (Nearest £100)

(bands of

£2,500)

(bands of

£5,000)

£000 £'000 £000 £000 £000 £000 £000 £'000 £000 £000 £000 £000

Dr Bill Tamkin Executive Board Member - GP Chair 70-75 0 0 0 n/a 70-75 95-100 0 0 0 n/a 95-100

Dr Mark Whitaker Executive Board Member - GP Clinical Lead 45-50 0 0 0 n/a 45-50 45-50 0 0 0 n/a 45-50

Dr Philip Burns Executive Board Member - GP Patient & Public Engagement & Primary Care Quality Lead 40-45 0 0 0 45-47.5 85-92.5 40-45 0 0 0 30-32.5 72.5-75

Dr Peter Fink GP Clinical Lead - Urgent Care 20-25 0 0 0 n/a 20-25 35-40 0 0 0 n/a 35-40

***Dr Naresh Kanumilli Executive Board Member - GP Lead for Quality Performance and LTC 10-15 0 0 0 2.5-5 12.5-20 45-50 0 0 0 15-17.5 62.5-65

**Dr Helen Burgess GP Clinical Lead - MM Planned Care 10-15 0 0 0 n/a 10-15

Dr Peter Fink Executive Board Member - GP Lead for Business Contracts and Urgent Care 35-40 0 0 0 n/a 35-40 20-25 0 0 0 n/a 20-25

Dr Philip Burns Executive Board Member - GP Chair 20-25 0 0 0 n/a 20-25

Richard Caulfield Non Exective Board Member - Lay Member 5-10 0 0 0 n/a 5-10 5-10 0 0 0 n/a 5-10

Dr Alexander Crowe Non Executive Board Member - Secondary Care Doctor 5-10 0 0 0 n/a 5-10 5-10 0 0 0 n/a 5-10

Mr Chris Jeffries Lay Board Member 15-20 0 0 0 n/a 15-20 10-15 0 0 0 n/a 10-15

Ms Judith Kelly Lay Board Member 5-10 0 0 0 n/a 5-10 5-10 0 0 0 n/a 5-10

****Geoffrey Hayward Non Executive Board Member - Lay Member, Audit and Governance 0-5 0 0 0 n/a 0-5

Caroline Kurzeja Chief Operating Officer 105-110 0 0 0 45-47.5 150-157.5 105-110 0 0 0 15-17.5 122.5-125

Claudette Elliot Deputy Chief Officer 70-75 0 0 0 n/a 70-75 65-70 0 0 0 n/a 65-70

Mr Craig Harris Exec Nurse & Director of City Wide Commissioning & Quality 30-35 0 0 0 22.5-25 50.5-55 30-35 0 0 0 32.5-35 62.5-65

**Izhar Chaudhary Head of Finance South Manchester CCG 20-25 0 0 0 n/a 20-25

Mrs Joanne Newton Chief Financial Officer 15-20 0 0 0 45-47.5 60-67.5 30-35 0 0 0 55-57.5 87.5-90

2015/16 2014/15

Name Title


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Note 1 - Joanne Newton and Craig Harris are employed by Central Manchester CCG but are shared posts between Central Manchester CCG, North Manchester CCG and South Manchester CCG. The salary figures presented reflect South Manchester CCG's share of the remuneration but the individual’s total salary is presented below. The reduction for Joanne Newton reflects a secondment arrangement for five months within Central Manchester CCG, which was not chargeable to South Manchester CCG. The Chief Finance Officer role was covered by a two month interim appointment and an acting up arrangement, covered by Izhar Chaudhary, for the remainder of the period. Joanne Newton - £65k-£70k (reflecting secondment arrangements and nil recharge). Craig Harris - £105k-£110k *Geoffrey Hayward, Left 24th July 2014 *Helen Burgess, Left post Note 2 - The salary banding in the disclosure above relates only to the governing body role and excludes any work which the individual may undertake for the CCG, for example clinical leads sessions etc. Note 3 - The All Pensions Related benefits section is a calculation based on figures supplied by NHS Pensions Agency. The Clinical Commissioning Group is statutorily bound to use these figures however, a note of caution should be applied when interpreting them as: -

a) The Clinical Commissioning Group has no way of interpreting or verifying the figures provided. b) They do not take into account any period of time where the individual may not have paid into the pension scheme due to a break in

service as an officer. c) They are calculated on a notional full time basis when staff are in fact part-time. d) The comparator figures provided may not be on a like for like role. For example some may be based on contributions made as a junior

doctor before taking up a GP role. e) The pensions related benefits note is based on an assumption as required on the Annual Reporting Guidance that individuals will be in

receipt of their pension for 20 years after they have retired. There were no payments made to former senior managers during the financial year.


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Pensions The pensions information can be found in the table below:

Note 1 - The information for Joanne Newton and Craig Harris reflects the accrued pension benefit for the full time employment with Central Manchester CCG. Note 2 - The pensions information has been supplied by NHS Pensions Agency and it has been confirmed that the figures disclosed relate only to the officer role within the Clinical Commissioning Group and any other officer roles held. The Clinical Commissioning Group has no means of interrogating or verifying the figures disclosed. Certain members do not receive pensionable remuneration therefore there will be no entries in respect of pensions for certain members.


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Cash Equivalent Transfer Values A Cash Equivalent Transfer Value (CETV) is the actuarially assessed capital value of the pension scheme benefits accrued by a member at a particular point in time. The benefits values are the member’s accrued benefits and any contingent spouse’s pension payable from the scheme. CETVs are calculated in accordance with the Occupational Pension Schemes (Transfer Values) Regulations 2008.

Real Increase in CETV This reflects the increase in CETV effectively funded by the employer. It takes account of the increase in accrued pension due to inflation, contributions paid by the employee (including the value of any benefits transferred from another scheme or arrangement) and uses common market valuation factors for the start and end of the period. All other employees within the CCG are subject to national agenda for change terms and conditions. On 16 March 2016, the Chancellor of the Exchequer announced a change in the Superannuation Contributions Adjusted for Past Experience (SCAPE) discount rate from 3% to 2.8%. This rate affects the calculation of the CETV figures in this report. Due to the lead time required to perform the calculations and prepare annual reports, the CETV figures quoted in this report for members of the NHS Pension Scheme are based on the previous discount rate and have not been recalculated.

Pay Multiples Reporting bodies are required to disclose the relationship between the remuneration of the highest-paid director/member in their organisation and the median remuneration of the organisation’s workforce. The banded remuneration of the highest paid director/member in South Manchester Clinical Commissioning Group in the financial year 2015/16 was £175k-£180k (2014/15, £175k-£180k). This was 4.3 times (2014/15, 6.7 times, reworked 4.0) the median remuneration of the workforce, which was £41k (2014/15, £26k, reworked £43k). The 2014/15 figures were re-worked and restated due to a change in calculation, so that figures were comparable between financial years. In 2015/16, no employees received remuneration in excess of the highest-paid member of the Governing Body, full-time equivalent (FTE). This is consistent with the prior financial year (2014/15). Remuneration ranged from less than £18k to the band indicated above (2014/15 less than £1k - £175k - £180k). Total remuneration includes salary, non-consolidated performance-related pay, benefits-in-kind, but not severance payments. It does not include employer pension contributions and the cash equivalent transfer value of pensions.

Salaries exceeding £142,500 per annum The CCG has 4 senior clinical leaders who would have been paid more than £142,500 per annum had they worked on a full time basis (1 of which left part way through 2015/16). These clinicians have provided clinical leadership and the CCG has satisfied itself that the remuneration is reasonable through the application of its remuneration policy.


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6.0 Staff Report

6.1 Staff Information (as at March 2016)

Equality Data

The number of persons of each sex who were on the Governing Body

Female = 5 CKurzeja, JJones, MIrvine, CElliot, Osbourne

Male = 8 BTamkin, PBurns, CJeffries, MWhitaker PFink, RCaulfield, CHarris, IChaudry, ACrowe

The number of other senior managers of each sex who were a grade VSM (other than persons falling within the above disclosure)

Female = 0 Male = 0

The number of persons of each sex who were employees of the clinical commissioning group

Female = 23 Male = 16

Sickness Absence

Please refer to the employee benefits note in the Financial Statements for details of Sickness absence.

Staff sickness absence and ill health retirements

2015-16 2014-15

Number Number

Total Days lost 167 125 Total staff years 28 21

Average working days lost 6 6

Number of persons retiring on ill health grounds 0 0

The 2015-16 information relates to the period January to December 2015.


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6.2 Staff Policies 1) For giving full and fair consideration to applications for employment

by the CCG made by disabled persons having regard to their particular aptitudes/abilities

The CCG aims to be an inclusive organisation which is committed to a culture and environment which promotes equality of access and treatment for all employees, contractors, visitors and members of the public. The Trust has a published Equality, Diversity and Human Rights Policy and a Disability Policy. We are currently reviewing and updating our recruitment and selection guidelines to ensure best practice is incorporated with regards to all aspects of recruitment and selection including the fair treatment of disabled people. The policies are updated on a regular basis. All recruitment and selection processes are undertaken in an inclusive way. All parts of the process are reviewed on a job by job basis to ensure that they are free from either direct or indirect discrimination including job adverts, job descriptions, person specifications, application process, testing, selection criteria, interviews, pre-employment checks and job offer. Training and support is provided to all recruiting managers to ensure the organisational policies and procedures are implemented effectively. The CCG has the “Two Ticks” Disability Award which means the organisation is committed to the following:

All people with a disability will be offered an interview providing they meet the minimum criteria for the job vacancy. Reasonable adjustments will be made to enable people with disabilities to access interviews/employment opportunities.

All employees with a disability will be invited to an annual meeting with their line manager to discuss their personal development needs and the CCG will make every effort to retain employees within the workplace if they become disabled.

The CCG ensures that all employees develop the appropriate level of disability awareness by providing awareness training.

An annual report is given to Job Centre Plus with a supported action plan for the following year.

The action plan is incorporated in the CCG’s Equality, Diversity and Human Rights Strategy action plan.

Reasonable adjustments to the recruitment process are proactively considered throughout as appropriate to ensure that disabled applicants are not “screened out” unfairly at any stage of the process.

2) For continuing the employment of and for arranging appropriate training for employees of the CCG who have become disabled persons during the period they were employed by the CCG

The organisation is committed to retaining in employment wherever possible any employee who has temporary or long term disability. This process is facilitated through a dedicated Occupational Health provision available to all employees. As a reasonable adjustment to the Attendance Management processes, any absence related to a disability, or the management of a disability, will be recorded separately as “disability related absence” to ensure that a disabled employee is not taken through the Attendance Management processes more quickly in comparison to a non-disabled employee.


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Whilst the organisation reserves the right to set an expected level of attendance for all employees, including those with a disability, in this instance, individual triggers and targets will be discussed and agreed with the employee and monitored and reviewed in line with the usual processes taking into account the on-going needs of the employee and of the organisation. An agreed period of paid Disability Leave may be agreed on an individual basis with an employee to support them to manage their disability effectively. This would be discussed as part of the usual Attendance Management process and would be considered in consultation with Occupational Health. Paid Disability Leave would be up to 1 week in any 12 month period.

The organisation also operates a re-deployment register which means that any employee who is unable to continue in their existing role despite support and the implementation of reasonable adjustments, will be given priority consideration for other roles in the CCG. Where appropriate, external support and guidance is sought including Occupational Health, DWP Access to Work and other Disability specific support.

3) Training, career development and promotion of disabled person employed by the CCG

The CCG is committed to ensuring that all employees are developed and encouraged to enable them to meet the basic requirements of the job, perform to the standards expected and fulfill their potential. This involves making clear what is expected within clear timeframes, setting clear identifiable targets, monitoring performance, and providing appropriate training support and development. The CCG aims to ensure fairness and consistency in the treatment of all employees to ensure everyone receives the appropriate mandatory, professional and job related development to enable the organisation to achieve its purpose and meet future needs. The CCG is committed to ensuring that all employees with a disability have equal access to opportunities to develop their full potential. All career progression opportunities are made widely available to all employees in line with the best practice guidelines, also ensuring that any unfair bias and discrimination is eliminated. Full monitoring takes place and is reported in the Annual Public Sector Equality Duty report. Employees’ learning and development needs are identified on an individual basis in line with the Personal Development Review Process which will incorporate any reasonable adjustments required for ensuring that learning and development is fully accessible for all employees. Where the performance of an employee is affected by a disability, reasonable adjustments will be considered (which will include all aspects of the working arrangements) to support the employee in reaching and maintaining the appropriate standard of work and fulfilling their potential. This will be discussed with the employee in full.


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6.3 Staff Consultation During 2015, the organisation undertook a citywide staff survey. The question areas were reviewed and developed to include additional questions on the theme of employee satisfaction based on those used in the national staff survey. Over 50% of the workforce responded and the headline findings include:

• 83.70% are ≥ satisfied with their current jobs • 91.04% are ≥ satisfied with the CCGs as employees • 81.26% ≥ agreed they understand long term strategy • 80.64% ≥ agreed the CCGs are a good place to work • 82.40% ≥ agreed they balance work and home life • 91.53% feel that the organisations set a good equality example • 90.08% ≥ agreed that their manager is competent in their job • 86.88% are at least satisfied with their working environment • 83.47% ≥ agreed that they are kept informed • 85.84% ≥ agreed that they were satisfied with feedback opportunities • 81.90% ≥ agreed that they were satisfied with their training • 80.53% ≥ agreed that they are recognised for what they do

≥ agrees = agrees or strongly agrees

A number of areas for further development with employees have been identified and these have been included in a draft action plan. The organisation intends to continue this engagement going forward through the employee forum and the staff partnership forum. During 2015, an internal Intranet was launched which is now used on a regular basis to engage the views and feedback from all employees on draft employment policies and other initiatives.

6.4 Expenditure of Consultancy

South Manchester Clinical Commissioning Group spent £83k on consultancy in

2015/16 (2014/15: £91k).

6.5 Off Payroll Engagements

The CCG has conducted a review of “off payroll” engagements to move to alternative arrangements. There is one engagement as detailed in the table below. This post is related to the clinical commissioning group hosting the Macmillan project and the expenditure is fully recharged to Macmillan.

There was a one off payroll appointment for a Board Member, which was the Interim Chief Finance Officer for a two month period. Due to the role and the short-term nature, this was the only option to cover.


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Table 1 Number

Number of existing engagements as of 31st March 2016 1

Of which, the number that have existed:

- For less than one year at the time of reporting 0

- For between one and two years at the time of reporting 1

- For between two and three years at the time of reporting 0

- For between three and four years at the time of reporting 0

- For four or more years at the time of reporting 0

Table 2 Number

Number of new engagement or those that reached six months in duration, between 1 April 2015 and 31st March 2016.

0

Number of the above which include contractual clauses giving the Clinical Commissioning Group the right to request assurance in relation to Income tax and National Insurance obligations.

0

Number for whom the assurance has been requested 1

Of which;

Assurance has been received 1

Assurance has not been received 0

Engagements terminated as a result of assurance not being received 0

No of Off payroll engagements of Board members, and/or senior officers with significant financial responsibility during the year.

1

No of individuals that have been deemed "board members, and/or senior officers with significant financial responsibility" during the financial year. This figure include both off payroll and on payroll.

16

6.6 Exit Packages There were no exit packages in South Manchester Clinical Commissioning Group in 2015/16 (2014/15: £nil).


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The Audit Report

7.0 External Audit

The clinical commissioning group’s external auditor is Ernst & Young LLP. The fees for 2015-16 are £45k plus VAT, giving a total cost of £54k. South Manchester CCG does not commission any other services from Ernst & Young LLP. Internal Audit was provided by Deloitte LLP until September 2015. From September 2015 the service was provided by Mersey Internal Audit Agency, hosted by Royal Liverpool & Broadgreen NHS Trust, with Counter Fraud provided by TIAA Ltd, so there is no conflict of interest.

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF THE GOVERNING BODY OF SOUTH MANCHESTER CLINICAL COMMISSIONING GROUP

We have audited the financial statements of South Manchester Clinical Commissioning Group for the year ended 31 March 2016 under the Local Audit and Accountability Act 2014. The financial statements comprise the Statement of Comprehensive Net Expenditure, the Statement of Financial Position, the Statement of Changes in Taxpayers’ Equity, the Statement of Cash Flows and the related notes 1 to 17. The financial reporting framework that has been applied in their preparation is applicable law and International Financial Reporting Standards (IFRSs) as adopted by the European Union, and as interpreted and adapted by the 2015-16 Government Financial Reporting Manual (the 2015-16 FReM) as contained in the Department of Health Group Manual for Accounts 2015-16 and the Accounts Direction issued by the NHS Commissioning Board with the approval of the Secretary of State as relevant to the National Health Service in England (the Accounts Direction). We have also audited the information in the Remuneration and Staff Report that is subject to audit, being:

the table of salaries and allowances of senior managers and related narrative notes on page 60-61;

the table of pension benefits of senior managers and related narrative notes on page 62-63;

the tables of exit packages on page 70;

the analysis of staff numbers and related notes on page 66; and

the table of pay multiples and related narrative notes on page 65. This report is made solely to the members of the Governing Body of South Manchester CCG in accordance with Part 5 of the Local Audit and Accountability Act 2014 and for no other purpose as set out in paragraph 43 of the Statement of Responsibilities of Auditors and Audited Bodies published by Public Sector Audit Appointments Limited. Our audit work has been undertaken so that we might state to the members of the Governing Body of the CCG those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the members as a body, for our audit work, for this report, or for the opinions we have formed.


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Respective responsibilities of the Accountable Officer and auditor As explained more fully in the Statement of Accountable Officer’s Responsibilities set out on page 77, the Accountable Officer is responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view and is also responsible for ensuring the regularity of expenditure and income. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors. We are also responsible for giving an opinion on the regularity of expenditure and income in accordance with the Code of Audit Practice prepared by the Comptroller and Auditor General as required by the Local Audit and Accountability Act 2014 (the “Code of Audit Practice”). As explained in the Annual Governance Statement the Accountable officer is responsible for the arrangements to secure economy, efficiency and effectiveness in the use of the CCG’s resources. We are required under Section 21(1)(c) of the Local Audit Accountability Act 2014 to be satisfied that the CCG has made proper arrangements for securing economy, efficiency and effectiveness in its use of resources. Section 21(5)(b) of the Local Audit and Accountability Act 2014 requires that our report must not contain our opinion if we are satisfied that proper arrangements are in place. We are not required to consider, nor have we considered, whether all aspects of the CCG’s arrangements for securing economy, efficiency and effectiveness in its use of resources are operating effectively. Scope of the audit of the financial statements An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of:

whether the accounting policies are appropriate to the CCG’s circumstances and have been consistently applied and adequately disclosed;

the reasonableness of significant accounting estimates made by the Accountable Officer; and

the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the annual report and accounts to identify material inconsistencies with the audited financial statements and to identify any information that is apparently materially incorrect based on, or materially inconsistent with, the knowledge acquired by us in the course of performing the audit. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report. In addition, we are required to obtain evidence sufficient to give reasonable assurance that the expenditure and income recorded in the financial statements have been applied to the purposes intended by Parliament and the financial transactions conform to the authorities which govern them. Scope of the review of arrangements for securing economy, efficiency and effectiveness in the use of resources We have undertaken our review in accordance with the Code of Audit Practice, having regard to the guidance on the specified criterion issued by the Comptroller and Auditor General in November 2015, as to whether the CCG had proper arrangements to ensure it took properly


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informed decisions and deployed resources to achieve planned and sustainable outcomes for taxpayers and local people. The Comptroller and Auditor General determined this criterion as that necessary for us to consider under the Code of Audit Practice in satisfying ourselves whether the CCG put in place proper arrangements for securing economy, efficiency and effectiveness in its use of resources for the year ended 31 March 2016. We planned our work in accordance with the Code of Audit Practice. Based on our risk assessment, we undertook such work as we considered necessary to form a view on whether, in all significant respects, the CCG had put in place proper arrangements to secure economy, efficiency and effectiveness in its use of resources. Opinion on regularity In our opinion, in all material respects the expenditure and income reflected in the financial statements have been applied to the purposes intended by Parliament and the financial transactions conform to the authorities which govern them. Opinion on the financial statements In our opinion the financial statements:

give a true and fair view of the financial position of South Manchester CCG as at 31 March 2016 and of its net operating costs for the year then ended; and

have been properly prepared in accordance with the Health and Social Care Act 2012 and the Accounts Directions issued thereunder.

Opinion on other matters In our opinion:

the parts of the Remuneration and Staff Report to be audited have been properly prepared in accordance with the Annual Report Directions made under the National Health Service Act 2006 (as amended by the Health and Social Care Act 2012); and

the other information published together with the audited financial statements in the annual report and accounts is consistent with the financial statements.

Matters on which we are required to report by exception We are required to report to you if:

in our opinion the governance statement does not comply with the guidance issued by the NHS Commissioning Board; or

we refer a matter to the Secretary of State under section 30 of the Local Audit and Accountability Act 2014 because we have reason to believe that the CCG, or an officer of the CCG, is about to make, or has made, a decision which involves or would involve the body incurring unlawful expenditure, or is about to take, or has begun to take a course of action which, if followed to its conclusion, would be unlawful and likely to cause a loss or deficiency; or

we issue a report in the public interest under section 24 of the Local Audit and Accountability Act 2014; or

we make a written recommendation to the CCG under section 24 of the Local Audit and Accountability Act 2014; or

we are not satisfied that the CCG has made proper arrangements for securing economy, efficiency and effectiveness in its use of resources for the year ended 31 March 2016.

We have nothing to report in these respects.


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Certificate We certify that we have completed the audit of the accounts of South Manchester CCG in accordance with the requirements of the Local Audit and Accountability Act 2014 and the Code of Audit Practice.

Hassan Rohimun

Hassan Rohimun For and on behalf of Ernst & Young LLP 100 Barbirolli Square, Manchester, M2 3EY. 27 May 2016


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Contact Details

If you require any further information or have any questions regarding this report please contact: [email protected] Further Information can also be found at: https://www.southmanchesterccg.nhs.uk/publications Alternatively a Freedom of Information request can be made via: https://www.southmanchesterccg.nhs.uk/contact-us

mailto:[email protected]

https://www.southmanchesterccg.nhs.uk/publications

https://www.southmanchesterccg.nhs.uk/contact-us


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Appendix A - Statement of Accountable Officer’s Responsibilities

Statement of the Chief Operating Officer’s Responsibilities as the Accountable Officer of South Manchester Clinical Commissioning Group (CCG)

The NHS Act 2006 (as amended) states that each Clinical Commissioning Group shall have an Accountable Officer and that Officer shall be appointed by the NHS Commissioning Board (NHS England). NHS England has appointed the Chief Operating Officer to be the Accountable Officer of the Clinical Commissioning Group.

The responsibilities of an Accountable Officer, including responsibilities for the propriety and regularity of the public finances for which the Accountable Officer is answerable, for keeping proper accounting records (which disclose with reasonable accuracy at any time the financial position of the Clinical Commissioning Group and enable them to ensure that the accounts comply with the requirements of the Accounts Direction) and for safeguarding the Clinical Commissioning Group’s assets (and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities), are set out in the Clinical Commissioning Group Accountable Officer Appointment Letter.

Under the NHS Act 2006 (as amended), NHS England has directed each Clinical Commissioning Group to prepare for each financial year financial statements in the form and on the basis set out in the Accounts Direction. The financial statements are prepared on an accruals basis and must give a true and fair view of the state of affairs of the Clinical Commissioning Group and of its net expenditure, changes in taxpayers’ equity and cash flows for the financial year.

In preparing the financial statements, the Accountable Officer is required to comply with the requirements of the Manual for Accounts issued by the Department of Health and in particular to:

Observe the Accounts Direction issued by NHS England, including the relevant accounting and disclosure requirements, and apply suitable accounting policies on a consistent basis;

Make judgements and estimates on a reasonable basis;

State whether applicable accounting standards as set out in the Manual for Accounts issued by the Department of Health have been followed, and disclose and explain any material departures in the financial statements; and,

Prepare the financial statements on a going concern basis.

To the best of my knowledge and belief, I have properly discharged the responsibilities set out in my Clinical Commissioning Group Accountable Officer Appointment Letter.

Accountable Officer


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Appendix B – Committee Information

Audit Committee The committee comprises of a lay member of the Governing body with governance lead responsibility and the lay member for patient and public engagement. In attendance there are also:

the group’s Chief Financial Officer

the Head of Finance

the Head of Internal Audit

the representatives of the group’s External Audit Service

the Local Counter Fraud Specialist

Head of Corporate Services

the Secretary to the Committee. The South Manchester Commissioning Group’s Audit Committee is established in accordance with the Clinical Commissioning Group’s Constitution. It has a responsibility for reviewing the establishment and maintenance of an effective system of integrated governance, risk management and internal control, across the whole of the organisation’s activities. It also oversees an effective internal and external audit function, as well as reviewing the findings of other significant assurance functions. Lastly the Committee shall ensure that there is effective review of the work of the Local Counter Fraud Officer as set out by the Secretary of State Directors and as required by the Director of Counter Fraud and Security Management Services.

Corporate Governance Committee The Committee is comprised of:

Chair

Accountable Officer

Deputy Chief Operating Officer

Corporate Governance and Risk Manager

Executive Nurse

Head of Finance. The South Manchester Commissioning Group’s Corporate Governance Committee is established in accordance with the Clinical Commissioning Group’s Constitution. It is responsible for ensuring the provision and effectiveness of risk management and assurance systems, for ensuring the organisation is compliant with legislation through policy and for monitoring the CCG’s progress against external agency reports and promoting best practice. Communications and Engagement Committee The Committee is comprised of:

GP/Board Lead for Comms and Engagement

Lay Member, Patient and Public Involvement


Practice Manager lead for Comms and Engagement

Communications and Engagement Manager

A representative from the Patient and Public Advisory Group The role of the Communications and Engagement Committee is to engage with clinicians and members of the community, including via the Patient and Public Advisory Group, to design local health services and facilitate the best commissioning decisions, to engage with GPs,


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practice nurses and other staff to help them contribute as members of the CCG and to support national health campaigns and raise awareness of available health resources in South Manchester. Clinical Commissioning Committee The Committee Membership is comprised of:

Chair – GP Clinical Lead

Chief Finance Officer (or Head of Finance)

Chief Officer (or Deputy Chief Officer)

GP Lead for Business and Contracting

GP Lead for Communication and Engagement

GP Lead for Quality and Performance

Executive Nurse

Public Health Consultant The South Manchester Commissioning Group’s Clinical Commissioning Committee is established in accordance with the Clinical Commissioning Group’s Constitution. It is responsible for leading organisational delivery, setting strategic direction, oversight of commissioning activities including QIPP and service improvement, and making sure that service delivery reflects organisational values. Finance Committee (disbanded September 2015) Membership of the committee consists of:

GP Board Lead for Business and Contracting (Chair)

Head of Finance (Vice Chair)

Chief Finance Officer

Chief Accountable Officer

Board Lay Member

Business Partner (TPM)

Performance Lead

Strategic Implementation Lead

Head of Information The South Manchester Commissioning Group’s Finance Committee is established in accordance with the Clinical Commissioning Group’s Constitution. It is responsible for considering financial risk management issues, setting annual budgets at CCG and practice level, providing scrutiny of financial reports, monitoring the delivery of QIPP plans and ensuring that CCG expenditures and investments deliver value for money. Quality and Performance Committee Membership of the committee consists of:

GP Board Lead for Quality and Performance

Associate Director for Performance and Quality

Quality Lead

Chief Operating Officer

Performance Manager

Equality and Diversity Consultant

Strategic implementation Lead

Medicines Management Lead The role of the group will be to ensure that the Clinical Commissioning Group (CCG) discharges all its duties with regard to effectiveness. It will be responsible for promoting a culture of quality within South Manchester as a means by which the group’s strategic


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objectives are met. This involves, among other things: identifying new innovations and best practice guidelines, identifying gaps in quality through monitoring, making use of patient experience and feedback, developing methodology for patient pathways to ensure quality standards, monitoring quality outcomes from providers and ensuring a process of continuous improvement and shared learning. Remuneration Committee Membership of the Committee consists of:



Lay Member for Audit and Governance

Lay Member for Patient and Public involvement

Lay Member: Secondary Care Doctor The South Manchester Clinical Commissioning Group’s Remuneration Committee is established in accordance with the Clinical Commissioning Group’s constitution. The Committee is responsible for approving terms and conditions of employment, including pensions and travel reimbursement; for considering severance payment for board members and for reporting on remuneration received by board members for work outside the CCG. Joint Committees 2015/16 Joint Executive Team Membership of the Committee consists of: North Manchester CCG

Chief Clinical Officer


Board clinician

Programme Director(s)

Central Manchester CCG

Chair

Chief Officer

Clinical Director

Head of Commissioning

Assistant Chief Officer

South Manchester CCG

Chair

Chief Officer

Clinical Lead

Deputy Chief Officer

Head of Commissioning

Citywide Teams


Director of Citywide Commissioning

Head of HR & OD


Associate Director of Performance and Quality The Joint Executive Team (JET) has been formed to facilitate agreement between the 3 Manchester CCGs on citywide issues. It is proactive in developing, monitoring and


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scrutinising programmes of work common to each of the three CCGs in Manchester and agreeing a coherent, citywide view on issues spanning the three. It ensures decision making and delivery on citywide issues is carried out as swiftly and efficiently as possible and will drive best use of internal capacity to deliver the CCGs’ responsibilities. Joint Clinical Commissioning Committee Membership of the Committee consists of:

Lay Member of the CCG Board – Chair

Chief Clinical Officer (North Manchester CCG) – Deputy Chair

Executive Nurse and Director of Commissioning, Quality and Safeguarding

City Wide Clinical Lead – Mental Health

Chief Officer (Central Manchester CCG) or deputy

Chief Officer (South Manchester CCG) or deputy

Deputy Director of Commissioning (City Wide Team)

Deputy Executive Nurse and Deputy Director of Quality (City Wide Team)

Deputy Director of Safeguarding (City Wide Team)

PPAG representative

Patient and Public Governing Body Member

Head of Strategic Commissioning (Manchester City Council)

Public Health lead


Clinical Governing Body Member.

The Joint Clinical Commissioning Committee is responsible for overseeing and monitoring service redesign, quality, performance, finance and efficiency schemes for the following areas:

Learning Disability Services

All local Mental Health Services

Children’s, Maternity and Neonate Services

Continuing Healthcare

Deprivation of Liberties for Health

Children’s and Adult’s Safeguarding

Local Specialist Services

Funded Nursing Care

Personal Health Budgets.

Joint Primary Care Commissioning Committee Membership of the Committee consists of:

South Manchester CCG Lay Member (PPI) (Chair/Vice Chair) (v)

North Manchester CCG Lay Member (PPI) (Chair/Vice Chair) (v)

Central Manchester CCG Lay member (Governance) (v)

CCG Chief Officer/Managerial lead for Primary Care (x 3) (v)

CCG Chief Finance Officer

North Manchester CCG rep (clinical)

Central Manchester CCG rep (clinical)

South Manchester CCG rep (clinical)

NHS England (AT) Director of Commissioning (v)

Manchester City Council Senior Officer

Director of Public Health

Patient and Public Advisory Group representative

Healthwatch Representative

Health & Wellbeing Board Representative x 2


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The role of this Joint Committee between NHS England and the three Manchester CCGs is to carry out the functions relating to the co-commissioning of primary medical services under section 83 of the NHS Act (except which have been reserved to NHS England). This includes the following activities:

Overseeing the development of GP services in Manchester

Designing and agreeing enhanced services (“Local Enhanced Services” and “Directed Enhanced Services”). NB Individual CCG Boards retain the ability to establish additional enhanced services if they so wish

Designing and agreeing local incentive schemes as an alternative to the Quality Outcomes Framework (QOF)

Designing and agreeing out of hospital services commissioned from GP practices

Decision making on whether to establish new GP practices in an area

Approving practice mergers

Promoting quality within GP practice service provision.

Joint Finance Committee Membership of the Committee consists of:

North CCG Lay Member (with governance responsibility)

North CCG Nominee Two

North CCG Nominee Three

South CCG Lay Member (with governance responsibility)

South CCG Nominee Two

South CCG Nominee Three

Central CCG Lay Member (with governance responsibility)

Central CCG Nominee Two

Central CCG Nominee Three

Chief Finance Officer - North, Central, South

The Committee is a Joint Committee of the three Manchester CCGs and has the following responsibilities:

Ensuring that financial accountability is integral to the CCGs; alongside considering risks in delivering organisational goals and objectives.

Providing assurance that the CCGs are operating within Standing Orders, Standing Financial Instructions, Scheme of Reservation and Delegation, Statutory and Regulatory duties, NHS Codes of Conduct and local policies.

The annual recommendation of the strategic financial plan to the individual CCG Board(s) and annual budget setting at CCG and practice level.

Scrutiny of financial reports and assurance to the individual CCG Board(s) of financial probity.

Reviewing the timely and regular information flows with regards to the range of contracts, performance and financial matters relevant to the CCG providing financial assurance to the individual Board(s).

Monitoring the delivery and outcome of the CCGs contracts and procurement of health services, ensuring that performance meets the CCG’s Strategic Commissioning Plan and NHS Greater Manchester’s statutory and regulatory duties.

Ensuring that the CCGs fulfil their contracting role as co-ordinating commissioner(s).

Monitoring the identification and delivery of QIPP plans and ensure these are integrated into the strategic financial plan.

Ensuring there is a process for approval and prioritisation of investment areas; that the business documents to support such schemes are of sufficient quality for the size and complexity of the scheme to enable the Board(s) to make sound decisions and that these are then procured/contracted for, delivering value for money.


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Joint Governance Committee Membership of the Committee consists of:

North Manchester CCG Board Lay Member (with governance responsibility)

Central Manchester CCG Board Lay Member (with governance responsibility)

South Manchester CCG Board Lay Member (with governance responsibility)

North Manchester CCG Chief Officer (or with delegated responsibility)

Central Manchester CCG Chief Officer (or with delegated responsibility)

South Manchester CCG Chief Officer (or with delegated responsibility)

Chief Finance Officer (or with delegated responsibility)

Head of Corporate Services. The role of the Joint Governance Committee is to:

Ensure that the Manchester CCGs are governed in accordance with statutory guidance from a number of sources (such as NHS England, NHS Litigation Authority etc).

Ensure the establishment and maintenance of an effective system of corporate governance, risk management and internal control, across the CCGs’ activities that support the achievement of the organisation’s objectives.

Ensure that the CCGs have policies and procedures in place to be compliant with relevant regulatory, legal and code of conduct requirements, and to approve such policies.

Receive and monitor progress against reports from internal and external audit and any further reports obtained from external agencies.

Identify and review lapses in adherence to corporate governance structures and systems and make recommendations for improvements.

Work collaboratively to identify and promote “Best Practice”, the sharing of experience, expertise and success across the three Manchester CCGs.

Monitor the progress of all statutory reporting, such as the CCGs’ Annual Reports and Annual Governance Statement.

Receive and monitor information regarding Health and Safety on behalf of the three Manchester CCG Boards.


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Appendix C – Financial Statements

Foreword to the Accounts

South Manchester Clinical Commissioning Group was licensed from 1st April 2013 under provisions enacted in the Health & Social Care Act 2012, which amended the National Health Service Act 2006.

These accounts for the year ending 31st March 2016 have been prepared by NHS South Manchester Clinical Commissioning Group under Section 17 of schedule 1A of the National Health Service Act 2006 (as amended) in the form which the Secretary of State has, with approval of the treasury directed.

The National Health Service Act 2006 (as amended) required Clinical Commissioning Groups to prepare their Annual Report and Annual Accounts in accordance with the Directions issued by NHS England.


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Statement of Comprehensive Net Expenditure for the year ended 31st March 2016

2015-16 2014-15

Note £000 £000

Total Income and Expenditure

Employee benefits 4.1.1 4,475 4,008

Operating Expenses 5 229,680 212,054

Other operating revenue 2 (3,153) (2,608)

Net operating expenditure before interest 231,002 213,454

Investment Revenue - 0 0

Other (gains)/losses - 0 0

Finance costs - 0 0

Net operating expenditure for the financial year 231,002 213,454

Net (gain)/loss on transfers by absorption - 0 0

Total Net Expenditure for the year 231,002 213,454

Of which:

Administration Income and Expenditure



Other operating revenue 2 (55) (56)

Net administration costs before interest 3,415 3,812

Programme Income and Expenditure



Other operating revenue 2 (3,098) (2,552)

Net programme expenditure before interest 227,587 209,642

Other Comprehensive Net Expenditure 2015-16 2014-15

£000 £000

Impairments and reversals 0 0 Net gain/(loss) on revaluation of property, plant & equipment 0 0

Net gain/(loss) on revaluation of intangibles 0 0

Net gain/(loss) on revaluation of financial assets 0 0

Movements in other reserves 0 0

Net gain/(loss) on available for sale financial assets 0 0

Net gain/(loss) on assets held for sale 0 0

Net actuarial gain/(loss) on pension schemes 0 0

Share of (profit)/loss of associates and joint ventures 0 0

Reclassification Adjustments 0 0

On disposal of available for sale financial assets 0 0

Total comprehensive net expenditure for the year 231,002 213,454

The notes on pages 100 to 105 form part of this statement.


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Statement of Financial Position at 31st March 2016 31 March 2016 31 March 2015

Note £000 £000

Non-current assets:

Property, plant and equipment 0 0

Intangible assets 0 0

Investment property 0 0

Trade and other receivables 0 0

Other financial assets 0 0

Total non-current assets 0 0

Current assets:

Inventories 0 0

Trade and other receivables 8 1,864 1,196

Other financial assets 0 0

Other current assets 0 0

Cash and cash equivalents 9 59 24

Total current assets 1,923 1,220

Non-current assets held for sale 0 0

Total current assets 1,923 1,220

Total assets 1,923 1,220

Current liabilities

Trade and other payables 10 (12,918) (11,077)

Other financial liabilities 0 0

Other liabilities 0 0

Borrowings 0 0

Provisions 11 (902) (384)

Total current liabilities (13,820) (11,461)

Non-Current Assets plus/less (11,897) (10,241)

Net Current Assets/Liabilities

Non-current liabilities

Trade and other payables 0 0

Other financial liabilities 0 0

Other liabilities 0 0

Borrowings 0 0

Provisions 0 0

Total non-current liabilities 0 0

Assets less Liabilities (11,897) (10,241)

Financed by Taxpayers’ Equity

General fund (11,897) (10,241)

Revaluation reserve 0 0

Other reserves 0 0

Charitable Reserves 0 0

Total taxpayers' equity: (11,897) (10,241)

The notes on pages 106 to 110 form part of this statement.


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The financial statements on pages 80 to 110 were approved by the Governing body on the 26th May 2016 and signed on its behalf by:

Caroline Kurzeja Accountable Officer 26th May 2016


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Statement of Changes in Taxpayers Equity for the year ended 31 March 2016

General

fund Revaluation

reserve Other

reserves Total

reserves

£000 £000 £000 £000

Changes in taxpayers’ equity for 2015-16

Balance at 1 April 2015 (10,241) 0 0 (10,241)

Transfer between reserves in respect of assets transferred from closed NHS bodies 0 0 0 0

Adjusted NHS Clinical Commissioning Group balance at 1 April 2015 (10,241) 0 0 (10,241)

Changes in NHS Clinical Commissioning Group taxpayers’ equity for 2015-16

Net operating expenditure for the financial year (231,002) (231,002)

Net gain/(loss) on revaluation of property, plant and equipment 0 0

Net gain/(loss) on revaluation of intangible assets 0 0


Total revaluations against revaluation reserve 0 0 0 0

Net gain (loss) on available for sale financial assets 0 0 0 0

Net gain (loss) on revaluation of assets held for sale 0 0 0 0

Impairments and reversals 0 0 0 0

Net actuarial gain (loss) on pensions 0 0 0 0

Movements in other reserves 0 0 0 0

Transfers between reserves 0 0 0 0 Release of reserves to the Statement of Comprehensive Net Expenditure 0 0 0 0 Reclassification adjustment on disposal of available for sale financial assets 0 0 0 0

Transfers by absorption to (from) other bodies 0 0 0 0

Reserves eliminated on dissolution 0 0 0 0

Net Recognised NHS Clinical Commissioning Group Expenditure for the Financial Year (231,002) 0 0 (231,002)

Net funding 229,346 0 0 229,346

Balance at 31 March 2016 (11,897) 0 0 (11,897)


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General

fund Revaluation

reserve Other

reserves Total

reserves

£000 £000 £000 £000

Changes in taxpayers’ equity for 2014-15

Balance at 1 April 2014 (10,483) 0 0 (10,483) Transfer between reserves in respect of assets transferred from closed NHS bodies

0 0 0 0

Adjusted NHS Clinical Commissioning Group balance at 1 April 2014 (10,483) 0 0 (10,483)

Changes in NHS Clinical Commissioning Group taxpayers’ equity for 2014-15

Net operating costs for the financial year (213,454) 0 0 (213,454)

Net gain/(loss) on revaluation of property, plant and equipment 0 0

Net gain/(loss) on revaluation of intangible assets 0 0


Total revaluations against revaluation reserve 0 0 0 0

Net gain (loss) on available for sale financial assets 0 0 0 0

Net gain (loss) on revaluation of assets held for sale 0 0 0 0

Impairments and reversals 0 0 0 0

Net actuarial gain (loss) on pensions 0 0 0 0

Movements in other reserves 0 0 0 0

Transfers between reserves 0 0 0 0 Release of reserves to the Statement of Comprehensive Net Expenditure 0 0 0 0 Reclassification adjustment on disposal of available for sale financial assets 0 0 0 0

Transfers by absorption to (from) other bodies 0 0 0 0

Reserves eliminated on dissolution 0 0 0 0

Net Recognised NHS Clinical Commissioning Group Expenditure for the Financial Year (213,454) 0 0 (213,454)

Net funding 213,696 0 0 213,696

Balance at 31 March 2015 (10,241) 0 0 (10,241)


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Statement of Cash Flows for the year ended 31 March 2016 2015-16 2014-15 Note £000 £000 Cash Flows from Operating Activities

Net operating expenditure for the financial year (231,002) (213,454)

Depreciation and amortisation 0 0

Impairments and reversals 0 0

Movement due to transfer by Modified Absorption 0 0

Other gains (losses) on foreign exchange 0 0

Donated assets received credited to revenue but non-cash 0 0

Government granted assets received credited to revenue but non-cash 0 0

Interest paid 0 0

Release of PFI deferred credit 0 0

Other Gains & Losses 0 0

Finance Costs 0 0

Unwinding of Discounts 0 0

(Increase)/decrease in inventories 0 0

(Increase)/decrease in trade & other receivables 8 (668) (37)

(Increase)/decrease in other current assets 0 0

Increase/(decrease) in trade & other payables 10 1,841 (316)

Increase/(decrease) in other current liabilities 0 0

Provisions utilised 0 0

Increase/(decrease) in provisions 11 518 129

Net Cash Inflow (Outflow) from Operating Activities (229,311) (213,678) Cash Flows from Investing Activities

Interest received 0 0

(Payments) for property, plant and equipment 0 0

(Payments) for intangible assets 0 0

(Payments) for investments with the Department of Health 0 0

(Payments) for other financial assets 0 0

(Payments) for financial assets (LIFT) 0 0

Proceeds from disposal of assets held for sale: property, plant and equipment 0 0

Proceeds from disposal of assets held for sale: intangible assets 0 0

Proceeds from disposal of investments with the Department of Health 0 0

Proceeds from disposal of other financial assets 0 0

Proceeds from disposal of financial assets (LIFT) 0 0

Loans made in respect of LIFT 0 0

Loans repaid in respect of LIFT 0 0

Rental revenue 0 0

Net Cash Inflow (Outflow) from Investing Activities 0 0

Net Cash Inflow (Outflow) before Financing (229,311) (213,678)

Cash Flows from Financing Activities

Grant in Aid Funding Received 229,346 213,696

Other loans received 0 0

Other loans repaid 0 0 Capital element of payments in respect of finance leases and on Statement of Financial Position PFI and LIFT 0 0

Capital grants and other capital receipts 0 0

Capital receipts surrendered 0 0

Net Cash Inflow (Outflow) from Financing Activities 229,346 213,696

Net Increase (Decrease) in Cash & Cash Equivalents 9 35 18

Cash & Cash Equivalents at the Beginning of the Financial Year 24 6 Effect of exchange rate changes on the balance of cash and cash equivalents held in foreign currencies 0 0

Cash & Cash Equivalents (including bank overdrafts) at the End of the Financial Year 59 24


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Notes to the Financial Statements

1. Accounting Policies

NHS England has directed that the financial statements of Clinical Commissioning Groups shall meet the accounting requirements of the Manual for Accounts issued by the Department of Health. Consequently, the following financial statements have been prepared in accordance with the Manual for Accounts 2015-16 issued by the Department of Health. The accounting policies contained in the Manual for Accounts follow International Financial Reporting Standards to the extent that they are meaningful and appropriate to Clinical Commissioning Groups, as determined by HM Treasury, which is advised by the Financial Reporting Advisory Board. Where the Manual for Accounts permits a choice of accounting policy, the accounting policy which is judged to be most appropriate to the particular circumstances of the Clinical Commissioning Group for the purpose of giving a true and fair view has been selected. The particular policies adopted by the Clinical Commissioning Group are described below. They have been applied consistently in dealing with items considered material in relation to the accounts.

1.1 Going Concern

These accounts have been prepared on the going concern basis.

Public sector bodies are assumed to be going concerns where the continuation of the provision of a service in the future is anticipated, as evidenced by inclusion of financial provision for that service in published documents.

Where a Clinical Commissioning Group ceases to exist, it considers whether or not its services will continue to be provided (using the same assets, by another public sector entity) in determining whether to use the concept of going concern for the final set of Financial Statements. If services will continue to be provided the financial statements are prepared on the going concern basis.

1.2 Accounting Convention

These accounts have been prepared under the historical cost convention modified to account for the revaluation of property, plant and equipment, intangible assets, inventories and certain financial assets and financial liabilities.

1.3 Acquisitions & Discontinued Operations Activities are considered to be ‘acquired’ only if they are taken on from outside the public sector. Activities are considered to be ‘discontinued’ only if they cease entirely. They are not considered to be ‘discontinued’ if they transfer from one public sector body to another.

1.4 Movement of Assets within the Department of Health Group Transfers as part of reorganisation fall to be accounted for by use of absorption accounting in line with the Government Financial Reporting Manual, issued by HM Treasury. The Government Financial Reporting Manual does not require retrospective adoption, so prior year transactions (which have been accounted for under merger accounting) have not been restated. Absorption accounting requires that entities account for their transactions in the period in which they took place, with no restatement of performance required when functions transfer within the public sector. Where assets and liabilities transfer, the gain or loss resulting is recognised in the Statement of


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Comprehensive Net Expenditure and is disclosed separately from operating costs.

Other transfers of assets and liabilities within the Department of Health Group are accounted for in line with IAS 20 and similarly give rise to income and expenditure entries

1.5 Pooled Budgets Where the clinical commissioning group has entered into a pooled budget arrangement under Section 75 of the National Health Service Act 2006 the clinical commissioning group accounts for its share of assets, liabilities, income and expenditure arising from the activities of the pooled budget, identified in accordance with the pooled budget agreement. During 2015/16 the pooled budget operated on a ‘host basis’, with Manchester City Council acting as the host organisation, and not undertaking a lead commissioner role. This is an agent relationship, with both parties accounting for the transactions ‘net’.

1.6 Critical Accounting Judgements & Key Sources of Estimation Uncertainty In the application of the Clinical Commissioning Group’s accounting policies, management is required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from those estimates and the estimates and underlying assumptions are continually reviewed. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects both current and future periods.

1.6.1 Critical Judgements in Applying Accounting Policies

The following are the critical judgements, apart from those involving estimations (see below) that management has made in the process of applying the Clinical Commissioning Group’s accounting policies that have the most significant effect on the amounts recognised in the financial statements:

a) Judgement that the clinical commissioning group remains a going concern.

b) During 2014-15 the CCG has assessed the underlying relationship between the CCG and other parties with which it works together, namely citywide corporate functions, Healthier Together and Devolution Manchester. Having considered the legal and underlying relationships the CCG has determined that these are joint operations and should therefore be accounted for as though the CCG is incurring the expenditure directly, rather than contributing to a fund and the CCG only accounting for its share of the associated income and expenditure.

The definition of a Joint Operation is where activities are undertaken by the CCG in conjunction with one or more parties but which are not performed through a separate entity. This is the case for citywide corporate functions, Healthier Together and Devolution Manchester. This is consistent with the accounting treatment applied in 2014-15 for corporate services and Healthier Together. Devolution Manchester is new within the 2015-16 financial year.


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c) Legacy balances in respect of assets and liabilities arising for transactions or delivery of care prior to 31st March 2013 are accounted for by NHS England. The Clinical Commissioning Group's arrangements in respect of settling NHS Continuing Healthcare claims are disclosed in Note 11 to these financial statements.

1.6.2 Key Sources of Estimation Uncertainty

The following are the key estimations that management has made in the process of applying the Clinical Commissioning Group’s accounting policies that have the most significant effect on the amounts recognised in the financial statements:

a) Estimates of acute activity undertaken in March 2016

The Clinical Commissioning Group has estimated activity for the final month of the year to assess its liabilities under the Payment by Results regime. Actual activity data is not available until after the completion of the accounts. These estimates have been agreed with the providers of these services and are based on historic activity trends plus the provider's local knowledge of activity undertaken during the month in question. For NHS providers, these estimates are agreed as part of the annual Agreement of Balances exercise.

b) Estimates of prescribing costs not yet presented to the Clinical Commissioning Group (£4.38m accrual at year end). The Clinical Commissioning Group has estimated the cost of primary care prescribing activity not yet presented to the NHS Business Services Authority and incorporated into the charge to the Clinical Commissioning Group's cash limit. The estimate is based on the NHS Business Services Authority's forecast which it provides on a monthly basis and is validated by the Clinical Commissioning Group's medicines management team.

c) Other Accruals There are a number of areas where the Clinical Commissioning Group does not have up to date activity or cost information. These are individually not material, but in each case the Clinical Commissioning Group seeks to make an appropriate estimate through its understanding of trends, local intelligence and third party evidence where possible.

1.7 Revenue

Revenue in respect of services provided is recognised when, and to the extent that, performance occurs, and is measured at the fair value of the consideration receivable.

Where income is received for a specific activity that is to be delivered in the following year, that income is deferred.

1.8 Employee Benefits

1.8.1 Short-term Employee Benefits

Salaries, wages and employment-related payments are recognised in the period in which the service is received from employees, including bonuses earned but not yet taken.

The cost of leave earned but not taken by employees at the end of the period is recognised in the financial statements to the extent that employees are permitted to carry forward leave into the following period.


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1.8.2 Retirement Benefit Costs

Past and present employees are covered by the provisions of the NHS Pensions Scheme. The scheme is an unfunded, defined benefit scheme that covers NHS employers, General Practices and other bodies, allowed under the direction of the Secretary of State, in England and Wales. The scheme is not designed to be run in a way that would enable NHS bodies to identify their share of the underlying scheme assets and liabilities. Therefore, the scheme is accounted for as if it were a defined contribution scheme: the cost to the Clinical Commissioning Group of participating in the scheme is taken as equal to the contributions payable to the scheme for the accounting period.

For early retirements other than those due to ill health the additional pension liabilities are not funded by the scheme. The full amount of the liability for the additional costs is charged to expenditure at the time the Clinical Commissioning Group commits itself to the retirement, regardless of the method of payment.

1.9 Other Expenses Other operating expenses are recognised when, and to the extent that, the goods or services have been received. They are measured at the fair value of the consideration payable. Expenses and liabilities in respect of grants are recognised when the Clinical Commissioning Group has a present legal or constructive obligation, which occurs when all of the conditions attached to the payment have been met.

1.10 Leases

Leases are classified as finance leases when substantially all the risks and rewards of ownership are transferred to the lessee. All other leases are classified as operating leases.

1.10.1 The Clinical Commissioning Group as Lessee Property, plant and equipment held under finance leases are initially recognised, at the inception of the lease, at fair value or, if lower, at the present value of the minimum lease payments, with a matching liability for the lease obligation to the lessor. Lease payments are apportioned between finance charges and reduction of the lease obligation so as to achieve a constant rate on interest on the remaining balance of the liability. Finance charges are recognised in calculating the clinical commissioning group’s surplus/deficit. Operating lease payments are recognised as an expense on a straight-line basis over the lease term. Lease incentives are recognised initially as a liability and subsequently as a reduction of rentals on a straight-line basis over the lease term. Contingent rentals are recognised as an expense in the period in which they are incurred. Where a lease is for land and buildings, the land and building components are separated and individually assessed as to whether they are operating or finance leases.


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1.11 Cash & Cash Equivalents Cash is cash in hand and deposits with any financial institution repayable without penalty on notice of not more than 24 hours. Cash equivalents are investments that mature in 3 months or less from the date of acquisition and that are readily convertible to known amounts of cash with insignificant risk of change in value.

In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and that form an integral part of the Clinical Commissioning Group’s cash management.

1.12 Provisions

Provisions are recognised when the clinical commissioning group has a present legal or constructive obligation as a result of a past event, it is probable that the clinical commissioning group will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the expenditure required to settle the obligation at the end of the reporting period, taking into account the risks and uncertainties. Where a provision is measured using the cash flows estimated to settle the obligation, its carrying amount is the present value of those cash flows using HM Treasury’s discount rate as follows:

Timing of cash flows (0 to 5 years inclusive): Minus 1.50%

Timing of cash flows (6 to 10 years inclusive): Minus 1.05%

Timing of cash flows (over 10 years): Plus 2.20%

All employee early departures: 1.30%

When some or all of the economic benefits required to settle a provision are expected to be recovered from a third party, the receivable is recognised as an asset if it is virtually certain that reimbursements will be received and the amount of the receivable can be measured reliably.

A restructuring provision is recognised when the clinical commissioning group has developed a detailed formal plan for the restructuring and has raised a valid expectation in those affected that it will carry out the restructuring by starting to implement the plan or announcing its main features to those affected by it. The measurement of a restructuring provision includes only the direct expenditures arising from the restructuring, which are those amounts that are both necessarily entailed by the restructuring and not associated with on-going activities of the entity.

1.13 Clinical Negligence Costs

The NHS Litigation Authority operates a risk pooling scheme under which the clinical commissioning group pays an annual contribution to the NHS Litigation Authority which in return settles all clinical negligence claims. The contribution is charged to expenditure. Although the NHS Litigation Authority is administratively responsible for all clinical negligence cases the legal liability remains with the clinical commissioning group.

1.14 Non-clinical Risk Pooling The clinical commissioning group participates in the Property Expenses Scheme and the Liabilities to Third Parties Scheme. Both are risk pooling schemes under which the clinical commissioning group pays an annual contribution to the NHS Litigation Authority and in return, receives assistance with the costs of claims arising. The annual membership contributions and any excesses payable in respect of particular claims are charged to


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operating expenses as and when they become due.

1.15 Continuing Healthcare Risk Pooling In 2014-15 a risk pool scheme has been introduced by NHS England for continuing healthcare claims, for claim periods prior to 31 March 2013. Under the scheme Clinical Commissioning Groups contribute annually to a pooled fund, which is used to settle the claims.

1.16 Contingencies

A contingent liability is a possible obligation that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the clinical commissioning group, or a present obligation that is not recognised because it is not probable that a payment will be required to settle the obligation or the amount of the obligation cannot be measured sufficiently reliably. A contingent liability is disclosed unless the possibility of a payment is remote.

A contingent asset is a possible asset that arises from past events and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the clinical commissioning group. A contingent asset is disclosed where an inflow of economic benefits is probable.

Where the time value of money is material, contingencies are disclosed at their present value.

1.17 Financial Assets Financial assets are recognised when the clinical commissioning group becomes party to the financial instrument contract or, in the case of trade receivables, when the goods or services have been delivered. Financial assets are derecognised when the contractual rights have expired or the asset has been transferred.

Financial assets are classified into the following categories:

Financial assets at fair value through profit and loss;

Held to maturity investments;

Available for sale financial assets; and,

Loans and receivables. The classification depends on the nature and purpose of the financial assets and is determined at the time of initial recognition.

1.17.1 Financial Assets at Fair Value Through Profit and Loss

Embedded derivatives that have different risks and characteristics to their host contracts, and contracts with embedded derivatives whose separate value cannot be ascertained, are treated as financial assets at fair value through profit and loss. They are held at fair value, with any resultant gain or loss recognised in calculating the clinical commissioning group’s surplus or deficit for the year. The net gain or loss incorporates any interest earned on the financial asset.


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1.17.2 Held to Maturity Assets

Held to maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturity, and there is a positive intention and ability to hold to maturity. After initial recognition, they are held at amortised cost using the effective interest method, less any impairment. Interest is recognised using the effective interest method. 1.17.3 Available For Sale Financial Assets

Available for sale financial assets are non-derivative financial assets that are designated as available for sale or that do not fall within any of the other three financial asset classifications. They are measured at fair value with changes in value taken to the revaluation reserve, with the exception of impairment losses. Accumulated gains or losses are recycled to surplus/deficit on de-recognition.

1.17.4 Loans & Receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments which are not quoted in an active market. After initial recognition, they are measured at amortised cost using the effective interest method, less any impairment. Interest is recognised using the effective interest method. Fair value is determined by reference to quoted market prices where possible, otherwise by valuation techniques. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset, to the initial fair value of the financial asset. At the end of the reporting period, the clinical commissioning group assesses whether any financial assets, other than those held at ‘fair value through profit and loss’ are impaired. Financial assets are impaired and impairment losses recognised if there is objective evidence of impairment as a result of one or more events which occurred after the initial recognition of the asset and which has an impact on the estimated future cash flows of the asset. For financial assets carried at amortised cost, the amount of the impairment loss is measured as the difference between the asset’s carrying amount and the present value of the revised future cash flows discounted at the asset’s original effective interest rate. The loss is recognised in expenditure and the carrying amount of the asset is reduced through a provision for impairment of receivables. If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognised, the previously recognised impairment loss is reversed through expenditure to the extent that the carrying amount of the receivable at the date of the impairment is reversed does not exceed what the amortised cost would have been had the impairment not been recognised.

1.18 Financial Liabilities

Financial liabilities are recognised on the statement of financial position when the Clinical Commissioning Group becomes party to the contractual provisions of the financial instrument or, in the case of trade payables, when the goods or services have been


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received. Financial liabilities are de-recognised when the liability has been discharged, that is, the liability has been paid or has expired.

Loans from the Department of Health are recognised at historical cost. Otherwise, financial liabilities are initially recognised at fair value.

1.18.1 Financial Guarantee Contract Liabilities

Financial guarantee contract liabilities are subsequently measured at the higher of:

The premium received (or imputed) for entering into the guarantee less cumulative amortisation; and,

The amount of the obligation under the contract, as determined in accordance with IAS 37: Provisions, Contingent Liabilities and Contingent Assets.

1.18.2 Financial Liabilities at Fair Value Through Profit and Loss Embedded derivatives that have different risks and characteristics to their host contracts, and contracts with embedded derivatives whose separate value cannot be ascertained, are treated as financial liabilities at fair value through profit and loss. They are held at fair value, with any resultant gain or loss recognised in the clinical commissioning group’s surplus/deficit. The net gain or loss incorporates any interest payable on the financial liability.

1.18.3 Other Financial Liabilities

After initial recognition, all other financial liabilities are measured at amortised cost using the effective interest method, except for loans from Department of Health, which are carried at historic cost. The effective interest rate is the rate that exactly discounts estimated future cash payments through the life of the asset, to the net carrying amount of the financial liability. Interest is recognised using the effective interest method.

1.19 Value Added Tax

Most of the activities of the clinical commissioning group are outside the scope of VAT and, in general, output tax does not apply and input tax on purchases is not recoverable. Irrecoverable VAT is charged to the relevant expenditure category or included in the capitalised purchase cost of fixed assets. Where output tax is charged or input VAT is recoverable, the amounts are stated net of VAT.

1.20 Third Party Assets

Assets belonging to third parties (such as money held on behalf of patients) are not recognised in the accounts since the clinical commissioning group has no beneficial interest in them.

1.21 Losses & Special Payments

Losses and special payments are items that Parliament would not have contemplated when it agreed funds for the health service or passed legislation. By their nature they are items that ideally should not arise. They are therefore subject to special control procedures compared with the generality of payments. They are divided into different categories, which govern the way that individual cases are handled.


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Losses and special payments are charged to the relevant functional headings in expenditure on an accruals basis, including losses which would have been made good through insurance cover had the clinical commissioning group not been bearing its own risks (with insurance premiums then being included as normal revenue expenditure).

1.22 Research & Development

Research and development expenditure is charged in the year in which it is incurred, except insofar as development expenditure relates to a clearly defined project and the benefits of it can reasonably be regarded as assured. Expenditure so deferred is limited to the value of future benefits expected and is amortised through the Statement of Comprehensive Net Expenditure on a systematic basis over the period expected to benefit from the project. It should be re-valued on the basis of current cost. The amortisation is calculated on the same basis as depreciation.

1.23 Accounting Standards That Have Been Issued But Have Not Yet Been Adopted

The Government Financial Reporting Manual does not require the following Standards and Interpretations to be applied in 2015-16, all of which are subject to consultation:

IFRS 9: Financial Instruments

IFRS 14: Regulatory Deferral Accounts

IFRS 15: Revenue for Contract with Customers The application of the Standards as revised would not have a material impact on the accounts for 2015-16, were they applied in that year.

2. Other Operating Revenue

2015-16 2015-16 2015-16 2014-15

Total Admin Programme Total

£000 £000 £000 £000

Recoveries in respect of employee benefits 0 0 0 0

Patient transport services 0 0 0 0

Prescription fees and charges 123 0 123 42

Dental fees and charges 0 0 0 0

Education, training and research 46 27 19 52

Charitable and other contributions to revenue expenditure: NHS 0 0 0 0 Charitable and other contributions to revenue expenditure: non-NHS 0 0 0 0

Receipt of donations for capital acquisitions: NHS Charity 0 0 0 0

Receipt of Government grants for capital acquisitions 0 0 0 0

Non-patient care services to other bodies 2,343 28 2,315 2,454

Income generation 0 0 0 0

Rental revenue from finance leases 0 0 0 0

Rental revenue from operating leases 0 0 0 0

Other revenue 641 0 641 60

Total other operating revenue 3,153 55 3,098 2,608


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3. Revenue

2015-16 2015-16 2015-16 2014-15


£000 £000 £000 £000

From rendering of services 3,071 55 3,016 2,586

From sale of goods 82 0 82 22

Total 3,153 55 3,098 2,608

The clinical commissioning group received £82k income from the sale of goods. This is relating to the Manchester Integrated Care Gateway (MICG) that provides a service to other public sector organisations. MICG is a city wide service hosted by NHS Central Manchester CCG and 29.38% of the income is reflected with the financial statements for NHS South Manchester CCG.

4. Employee Benefits and Staff Numbers 4.1.1 Employee benefits

2015-16 Total Admin Programme Total

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Perm

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2014-1

5

£000 £000 £000 £000 £000 £000 £000 £000 £000 £000

Employee Benefits

Salaries and wages 3,864 3,187 677 2,057 1,869 188 1,807 1,318 489 3,476

Social security costs 252 252 0 169 169 0 82 82 0 221

Employer Contributions to NHS Pension scheme 359 359 0 234 234 0 126 126 0 311

Other pension costs 0 0 0 0 0 0 0 0 0 0 Other post-employment benefits 0 0 0 0 0 0 0 0 0 0 Other employment benefits 0 0 0 0 0 0 0 0 0 0

Termination benefits 0 0 0 0 0 0 0 0 0 0

Gross employee benefits expenditure 4,475 3,798 677 2,460 2,272 188 2,015 1,526 489 4,008

Less recoveries in respect of employee benefits (note 4.1.2) 0 0 0 0 0 0 0 0 0 0 Total - Net admin employee benefits including capitalised costs 4,475 3,798 677 2,460 2,272 188 2,015 1,526 489 4,008

Less: Employee costs capitalised 0 0 0 0 0 0 0 0 0 0 Net employee benefits excluding capitalised costs 4,475 3,798 677 2,460 2,272 188 2,015 1,526 489 4,008


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4.1.2 Recoveries in respect of employee benefits The Clinical Commissioning Group had no recoveries in respect of employee benefits disclosed separately in 2015-16. (£ nil in 2014-2015).

4.2 Average number of people employed

2015-16 2014-15

Total Permanently

employed Other Total

Number Number Number Number

Total 80 73 7 79

Of the above: Number of whole time equivalent people engaged on capital projects 0 0 0 0

4.3 Staff sickness, absence and ill health retirements

2015-16 2014-15

Number Number

Total Days Lost 167 125

Total Staff Years 28 21

Average working Days Lost 6 6

2015-16 2014-15

Number Number

Number of persons retired early on ill health grounds 0 0

£000 £000

Total additional Pensions liabilities accrued in the year 0 0

The 2015-16 information covers the period January to December 2015.

Where the Clinical Commissioning Group has agreed early retirements, the additional costs are met by the Clinical Commissioning Group and not by the NHS Pension Scheme.

4.4 Exit packages agreed in the financial year

There are no exit packages or departures where special payments have been made within the Clinical Commissioning Group (£nil in 2014-15).

4.5 Pension Costs Past and present employees are covered by the provisions of the NHS Pension Scheme. Details of the benefits payable under these provisions can be found on the NHS Pensions website at www.nhsbsa.nhs.uk/Pensions.

The Scheme is an unfunded, defined benefit scheme that covers NHS employers, GP practices and other bodies, allowed under the direction of the Secretary of State, in

http://www.nhsbsa.nhs.uk/Pensions


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England and Wales. The Scheme is not designed to be run in a way that would enable NHS bodies to identify their share of the underlying scheme assets and liabilities.

Therefore, the Scheme is accounted for as if it were a defined contribution scheme: the cost to the clinical commissioning group of participating in the Scheme is taken as equal to the contributions payable to the Scheme for the accounting period.

The Scheme is subject to a full actuarial valuation every four years (until 2004, every five years) and an accounting valuation every year. An outline of these follows:

4.5.1 Full actuarial (funding) valuation The purpose of this valuation is to assess the level of liability in respect of the benefits due under the Scheme (taking into account its recent demographic experience), and to recommend the contribution rates to be paid by employers and scheme members. The last such valuation, which determined current contribution rates was undertaken as at 31 March 2012 and covered the period from 1 April 2008 to that date. Details can be found on the pension scheme website at www.nhsbsa.uk/pensions. For 2015-16, employers’ contributions of £359k were payable to the NHS Pension Scheme (2014-15: £311k) at the rate of 14.3% of pensionable pay. The schemes’ actuary reviews employer contributions, usually every four years and now based on HMT Valuation Directions, following a full scheme valuation. The latest review used data from 31 March 2012 and was published on the Government website on 09 June 2014 (http://www.nhsbsa.nhs.uk/Pensions/806.aspx).

http://www.nhsbsa.nhs.uk/Pensions/806.aspx


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5. Operating Expenses 2015-16 2015-16 2015-16 2014-15


£000 £000 £000 £000

Gross employee benefits

Employee benefits excluding governing body members 4,071 2,056 2,015 3,588

Executive governing body members 404 404 0 420

Total gross employee benefits 4,475 2,460 2,015 4,008

Other costs

Services from other CCGs and NHS England 2,665 380 2,285 2,008

Services from foundation trusts 129,892 15 129,877 128,987

Services from other NHS trusts 26,194 2 26,192 24,079

Services from other NHS bodies 238 0 238 239

Purchase of healthcare from non-NHS bodies 33,893 0 33,893 25,534

Chair and Non-Executive Members 141 139 2 148

Supplies and services – clinical 66 0 66 71

Supplies and services – general 4,830 36 4,794 888

Consultancy services 83 4 79 91

Establishment 510 71 439 305

Transport 3 1 2 14

Premises 629 275 354 1,059

Impairments and reversals of receivables 0 0 0 0

Inventories written down 0 0 0 0

Depreciation 0 0 0 0

Amortisation 0 0 0 0

Impairments and reversals of property, plant and equipment 0 0 0 0

Impairments and reversals of intangible assets 0 0 0 0

Impairments and reversals of financial assets 0 0 0 0

· Assets carried at amortised cost 0 0 0 0 · Assets carried at cost 0 0 0 0 · Available for sale financial assets 0 0 0 0 Impairments and reversals of non-current assets held for sale 0 0 0 0

Impairments and reversals of investment properties 0 0 0 0

Audit fees 54 54 0 72

Other non-statutory audit expenditure · Internal audit services 0 0 0 0 · Other services 0 0 0 0

General dental services and personal dental services 0 0 0 0

Prescribing costs 28,297 0 28,297 27,375

Pharmaceutical services 0 0 0 0

General ophthalmic services 110 0 110 98

GPMS/APMS and PCTMS 504 0 504 390

Other professional fees excl. audit 228 14 214 188

Grants to other public bodies 291 0 291 0

Clinical negligence 0 0 0 0

Research and development (excluding staff costs) 0 0 0 0

Education and training 79 13 66 45

Change in discount rate 0 0 0 0

Provisions 518 0 518 129

CHC Risk Pool contributions 403 0 403 302

Other expenditure 52 6 46 32

Total other costs 229,680 1,010 228,670 212,054

Total operating expenses 234,155 3,470 230,685 216,062


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There is a significant increase in healthcare spend between 2014-15 and 2015-16, this is due to the realignment of the citywide commissioning budgets between the three Manchester CCGs to reflect an updated activity split. This exercise resulted in a £9m funding and cost transfer from North Manchester CCG to South Manchester CCG. South Manchester Clinical Commissioning Group purchase corporate support, hosted by Central Manchester Clinical Commissioning Group on behalf of the three Manchester CCGs. These charges are treated net in the accounts, which is consistent with the treatment in 2014-15. Healthier Together & Devolution Manchester South Manchester Clinical Commissioning Group contributes into the Greater Manchester Healthier Together programme and Devolution Manchester hosted on behalf of Greater Manchester by Central Manchester Clinical Commissioning Group. In 2015-16 the accounting treatment for these costs is a net methodology, which is consistent for Healthier Together. Devolution Manchester is a new network in 2015-16.

6.Better Payment Practice Code

6.1 Measure of Compliance

Measure of compliance 2015-16 2015-16 2014-15 2014-15

Number £000 Number £000

Non-NHS Payables

Total Non-NHS Trade invoices paid in the year 3,076 19,886 2.676 13,549

Total Non-NHS Trade invoices paid within target 3,032 19,647 2.599 13,468

Percentage of Non-NHS Trade invoices paid within target 98.57% 98.80% 97.12% 99.40%

NHS Payables

Total NHS Trade Invoices paid in the year 2,557 182,420 2,423 173,281

Total NHS Trade Invoices paid within target 2,495 181,775 2,386 172,715

Percentage of NHS Trade invoices paid within target 97.58% 99.65% 98.47% 99.67%

The Better Payment Practice Code is summarised as below: Target: to pay all NHS and non-NHS trade creditors within 30 calendar days of receipt of goods or a valid invoice (whichever is later) unless other payment terms have been agreed. Compliance: at least 95% of invoices paid (by the bank automated credit system or date and issue of a cheque) within thirty days or agreed contract terms.

6.2 The Late Payment of Commercial Debts (Interest) Act 1998

The Clinical Commissioning Group had not incurred any late payment charges within 2015-16 (£nil in 2014-15).

7. Operating Leases

7.1 As lessee The Clinical Commissioning Group leases buildings from NHS Property Services Ltd and Community Health Partnerships, with the transactions conveying the right to use the


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asset in return for a payment or series of payments, in the absence of formal lease documentation.

7.1.1 Payments recognised as an Expense

2015-16 2014-15

Land Buildings Other Total Total

£000 £000 £000 £000 £000

Payments recognised as an expense

Minimum lease payments 0 587 0 587 1,021

Contingent rents 0 0 0 0 0

Sub-lease payments 0 0 0 0 0

Total 0 587 0 587 1,021

Whilst our arrangements with Community Health Partnerships Limited and NHS Property Services Limited fall within the definition of operating leases, rental charge for future years has not yet been agreed. Consequently this note does not include future minimum lease payments for the arrangements only.

7.2 As lessor

The Clinical Commissioning Group does not own any assets and is not a lessor in 2015-16 (£nil in 2014-15).

8. Trade and Other Receivables

Current Non-current Current Non-

current

2015-16 2015-16 2014-15 2014-15

£000 £000 £000 £000

NHS receivables: Revenue 654 0 873 0

NHS receivables: Capital 0 0 0 0

NHS prepayments 0 0 43 0

NHS accrued income 527 0 0 0

Non-NHS receivables: Revenue 287 0 104 0

Non-NHS receivables: Capital 0 0 0 0

Non-NHS prepayments 1 0 173 0

Non-NHS accrued income 372 0 0 0

Provision for the impairment of receivables 0 0 0 0

VAT 25 0 3 0 Private finance initiative and other public private partnership arrangement prepayments and accrued income 0 0 0 0

Interest receivables 0 0 0 0

Finance lease receivables 0 0 0 0

Operating lease receivables 0 0 0 0

Other receivables (2) 0 0 0

Total Trade & other receivables 1,866 0 1,196 0

Total current and non-current 1,866 1,196

Included above:

Prepaid pensions contributions 0 0


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The great majority of trade is with NHS England. As NHS England is funded by the Government to provide funding to Clinical Commissioning Groups to commission services, no credit scoring of them is considered necessary.

8.1 Receivables past their due date but not impaired

2015-16 2014-15

£000 £000

By up to three months 50 0

By three to six months 0 0

By more than six months 0 0

Total 50 0

8.2 Provision for impairment of receivables The provision for impairment of receivables is not applicable within the Clinical Commissioning Group as at 31st March 2016 (£nil at 2014-15).

9. Cash and Cash Equivalents

2015-16 2014-15

£000 £000

Balance at 1 April 2015 24 6

Net change in year 35 18

Balance at 31 March 2016 59 24

Made up of:

Cash with the Government Banking Service 58 23

Cash with Commercial banks 0 0

Cash in hand 1 1

Current investments 0 0

Cash and cash equivalents as in statement of financial position 59 24

Bank overdraft: Government Banking Service 0 0

Bank overdraft: Commercial banks 0 0

Total bank overdrafts 0 0

Balance at 31 March 2016 59 24

Patients’ money held by the Clinical Commissioning Group, not included above 0 0


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10. Trade and Other Payables

Current Non-

current Current Non-current

2015-16 2015-16 2014-15 2014-15

£000 £000 £000 £000

Interest payable 0 0 0 0

NHS payables: revenue 4,356 0 1,308 0

NHS payables: capital 0 0 0 0

NHS accruals 1,332 0 3,212 0

NHS deferred income 0 0 0 0

Non-NHS payables: revenue 894 0 878 0

Non-NHS payables: capital 0 0 0 0

Non-NHS accruals 1,330 0 5,129 0

Non-NHS deferred income 0 0 0 0

Social security costs 0 0 0 0

VAT 0 0 0 0

Tax 0 0 0 0

Payments received on account 0 0 0 0

Other payables 5,006 0 550 0

Total Trade & Other Payables 12,918 0 11,077 0

Total current and non-current 12,918 11,077

11. Provisions

Current Non-current Current Non-

current

2015-16 2015-16 2014-15 2014-15

£000 £000 £000 £000

Pensions relating to former directors 0 0 0 0

Pensions relating to other staff 0 0 0 0

Restructuring 14 0 191 0

Redundancy 0 0 0 0

Agenda for change 0 0 0 0

Equal pay 0 0 0 0

Legal claims 0 0 0 0

Continuing care 0 0 0 0

Other 888 0 193 0

Total 902 0 384 0

Total current and non-current 902 384


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Pensions

Relating to

Former Directors

Pensions Relating to Other

Staff Restructuring

Redundancy

Agenda for

Change

Equal Pay

Legal Claims

Continuing

Care Other Total

£000s £000s £000s £000s £000s £000s £000s £000s £000s £000s

Balance at 1 April 2015 0 0 191 0 0 0 0 0 193 384

Arising during the year 0 0 0 0 0 0 0 0 823 823 Utilised during the year 0 0 0 0 0 0 0 0 0 0

Reversed unused 0 0 (177) 0 0 0 0 0 (128) (305) Unwinding of discount 0 0 0 0 0 0 0 0 0 0 Change in discount rate 0 0 0 0 0 0 0 0 0 0 Transfer (to) from other public sector body 0 0 0 0 0 0 0 0 0 0

Balance at 31 March 2016 0 0 14 0 0 0 0 0 888 902

Expected timing of cash flows:

Within one year 0 0 14 0 0 0 0 0 888 902 Between one and five years 0 0 0 0 0 0 0 0 0 0

After five years 0 0 0 0 0 0 0 0 0 0

Balance at 31 March 2016 0 0 14 0 0 0 0 0 888 902

A £191k provision was made for estimated costs payable to North West Commissioning Support Unit relating to services currently provided, which the clinical commissioning group had given notice on. £177k of this provision was utilised in year, with £14k remaining to be utilised in 2016-17.

The opening provision of £193k relates to restructuring costs at Central Manchester University Hospitals Foundation Trust (CMUHFT) as a result of the closure of Trafford Hospital. The provision is based on a Heads of Terms agreement between CMUHFT and the Greater Manchester CCGs. Agreement was reached in 2012-13 that each Greater Manchester CCG would contribute to the costs as part of a Greater Manchester risk share agreement. The costs are based on an agreed transition arising as a result of the new Health Deal within Trafford and the process has been signed off by the Secretary of State and was subject to wider assurances provided in advance of the Secretary of State decision.

The termination costs (redundancy and contracts) originally had a combined maximum limit of £11.0m (with a maximum of £6.5m for GM CCGs as £4.5m was previously settled by GM SHA) final actual values have to be signed off by CMUHFT and Trafford CCG as the lead responsible CCG. In 2013-14 £1,828k was charged and £4,322k provided for across GM. In 2014-15 these figures have been revised and a further £1,048k was charged and £3,274k provided for. In 2015-16 these figures have again been revised with a further charge of £1,533k and a remaining £1,741k being provided for. The exact value is not yet definitive and the exact timing of the discharge of costs is uncertain, but likely to be wholly within the next year. A £883k provision has been made in 2015-16 relating to the procurement of mental health services across Manchester, based on assessment of unavoidable costs relating to this.


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Under the Accounts Directions issued by NHS England on 12 February 2014, NHS England is responsible for accounting for liabilities relating to NHS Continuing Healthcare claims relating to periods of care before the establishment of the clinical commissioning group. However, the legal liability remains with the clinical commissioning group. The total value of legacy NHS Continuing Healthcare provisions accounted for by NHS England on behalf of South Manchester Clinical Commissioning Group is £813k.

12. Financial Instruments

12.1 Financial Risk Management Financial reporting standard IFRS 7 requires disclosure of the role that financial instruments have had during the period in creating or changing the risks a body faces in undertaking its activities. Because NHS South Manchester Clinical Commissioning Group is financed through parliamentary funding, it is not exposed to the degree of financial risk faced by business entities. Also, financial instruments play a much more limited role in creating or changing risk than would be typical of listed companies, to which the financial reporting standards mainly apply. The clinical commissioning group has limited powers to borrow or invest surplus funds and financial assets and liabilities are generated by day-to-day operational activities rather than being held to change the risks facing the clinical commissioning group in undertaking its activities.

Treasury management operations are carried out by the finance department, within parameters defined formally within the NHS Clinical Commissioning Group standing financial instructions and policies agreed by the Governing Body. Treasury activity is subject to review by the NHS Clinical Commissioning Group and internal auditors.

12.1.1 Currency Risk

The NHS Clinical Commissioning Group is principally a domestic organisation with the great majority of transactions, assets and liabilities being in the UK and sterling based. The NHS Clinical Commissioning Group has no overseas operations and therefore has low exposure to currency rate fluctuations.

12.1.2 Interest Rate Risk

The Clinical Commissioning Group borrows from government for capital expenditure, subject to affordability as confirmed by NHS England. The borrowings are for 1 to 25 years, in line with the life of the associated assets, and interest is charged at the National Loans Fund rate, fixed for the life of the loan. The Clinical Commissioning Group therefore has low exposure to interest rate fluctuations.

12.1.3 Credit Risk

Because the majority of the NHS Clinical Commissioning Group and revenue comes parliamentary funding, NHS Clinical Commissioning Group has low exposure to credit risk. The maximum exposures as at the end of the financial year are in receivables from customers, as disclosed in the trade and other receivables note.


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12.1.4 Liquidity Risk

NHS Clinical Commissioning Group is required to operate within revenue and capital resource limits, which are financed from resources voted annually by Parliament. The NHS Clinical Commissioning Group draws down cash to cover expenditure, as the need arises. The NHS Clinical Commissioning Group is not, therefore, exposed to significant liquidity risks.

12.2 Financial Assets

At ‘fair value through profit

and loss’ Loans and

Receivables Available for

Sale Total

2015-16 2015-16 2015-16 2015-16

£000 £000 £000 £000

Embedded derivatives 0 0 0 0

Receivables:

· NHS 0 1,181 0 1,181

· Non-NHS 0 659 0 659

Cash at bank and in hand 0 59 0 59

Other financial assets 0 (2) 0 (1)

Total at 31 March 2016 0 1,897 0 1,898

At ‘fair value through profit

and loss’ Loans and

Receivables Available for

Sale Total

2014-15 2014-15 2014-15 2014-15

£000 £000 £000 £000

Embedded derivatives 0 0 0 0

Receivables:

· NHS 0 873 0 873

· Non-NHS 0 104 0 104

Cash at bank and in hand 0 24 0 24

Other financial assets 0 0 0 0

Total at 31 March 2015 0 1,001 0 1,001


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12.3 Financial Liabilities

At ‘fair value through profit and

loss’ Other Total

2015-16 2015-16 2015-

16

£000 £000 £000

Embedded derivatives 0 0 0

Payables:

· NHS 0 5,688 5,688

· Non-NHS 0 7,230 7,230

Private finance initiative, LIFT and finance lease obligations 0 0 0

Other borrowings 0 0 0

Other financial liabilities 0 0 0

Total at 31 March 2016 0 12,918 12,918

At ‘fair value through profit and

loss’ Other Total

2014-15 2014-15 2014-

15

£000 £000 £000

Embedded derivatives 0 0 0

Payables:

· NHS 0 4,520 4,520

· Non-NHS 0 6,557 6,557

Private finance initiative, LIFT and finance lease obligations 0 0 0

Other borrowings 0 0 0

Other financial liabilities 0 0 0

Total at 31 March 2015 0 11,077 11,077

13. Operating Segments

The Clinical Commissioning Group considers they have only one segment: commissioning of healthcare services. This is consistent with 2014-15 reporting.

14. Pooled Budgets South Manchester CCG has a pooled budget arrangement with Manchester City Council for the Better Care Fund. Manchester City Council hosts the pool and the CCG’s share of income and expenditure is outlined in the table below. Of the £11.6m, £4.5m relates to social care.

2015-16 2014-15 £000 £000

Income 0 -

Expenditure (11,638) -


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15. Healthier Together & Devolution Manchester The Clinical Commissioning Group contributes into the Healthier Together Programme hosted by Central Manchester Clinical Commissioning Group. The Healthier Together project supports the objectives of the overall programme for Greater Manchester health and social care reform.

South Manchester Clinical Commissioning Group contributed £145k in 2015-16 (£236k in 2014-15) for Healthier Together, with total contributions across Greater Manchester Clinical Commissioning Groups and the Area Team of £3.06m. South Manchester Clinical Commissioning Group contributed £38k in 2015-16 (£0k in 2014-15) for Devolution Manchester, with total contributions across Greater Manchester Clinical Commissioning Groups, Area Team and the Association of Greater Manchester Authorities of £2.8m

16. Related Party Transactions

Related Parties - SMCCG Payments to Related

Party

Receipts from

Related Party

Amounts owed to Related Party

Amounts due from Related Party

£000 £000 £000 £000

Barlow Medical Practice (Chris Jeffries) 105 - 11 -

Borchardt Medical Centre (Dr Bill Tamkin) 88 - 14 -

Countess of Chester FT (Alex Crowe) 11 - 2 -

Didsbury Medical Centre (Mark Whitaker) 152 - 13 -

GM CSU (Dr Bill Tamkin) 1,475 - 35 -

Go To Doc (Dr Mark Whitaker, Dr Peter Fink) 1,851 - - -

NHS CMCCG (Craig Harris, Joanne Newton) (954)

(242) 1,602 -

NHS NMCCG (Craig Harris, Joanne Newton) 329 (551) 133 -

University Hospitals of North Midlands (Dr Bill Tamkin) 29 - 1,204 -

Northenden Group Practice (Dr Naresh Kanumilli) 179 - 29 -

Northern Moor Medical Practice (Dr Philip Burns) 20 - 3 -

Public Health England (Dr Philip Burns) 236 - 2 -

Salford CCG (Dr Peter Fink) 19 - 3 (27)

St Helens and Knowsley Hospitals (Mrs Caroline Kurzeja) 20 - 0 -

The Maples Medical Centre (Dr Peter Fink) 63 - 8 -

UHSM (Dr Bill Tamkin, Dr Mark Whitaker) 78,992 - 3,821 -

University of Manchester (Dr Bill Tamkin, Dr Mark Whitaker, Dr Philip Burns) 14 - - -

Wirral University Teaching Hospital ( Alex Crowe) 5 - 1

Total 82,634 -

(793) 6,881 -

(27)

The disclosure above identifies the governing board member and the total transactions with the related party organisation identified within the declaration of interests. The Department of Health is regarded as a related party. During the year the Clinical Commissioning Group has had a significant number of material transactions with the entities


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for which the Department is regarded as the parent department. For example:

NHS Foundation Trusts;

NHS Trusts

NHS Litigation Authority; and

NHS Business Services Authority In addition the Clinical Commissioning Group has had a number of material transactions with other government departments and other central and local government bodies. Most of these transactions have been with Manchester City Council.

17. Events after the end of the reporting period There are no post balance sheet events which will have a material effect on the financial statements of the Clinical Commissioning Group (£nil in 2014-15). NHS England announced details of the Clinical Commissioning Groups approval to take on greater delegated responsibility, or to jointly commission GP services from 1st April 2016. The new primary care co-commissioning arrangements, are part of a series of changes set out in the NHS Five Year Forward View to deliver a new deal for primary care and another step towards plan set out by NHS England early last year to give patients, communities and clinicians more involvement in deciding local health services. The Clinical Commissioning Group has been approved under delegated commissioning arrangements and will assume full responsibility for contractual GP performance management, budget management and the design and implementation of local incentive schemes from 1st April 2016. The 12 Greater Manchester CCGs and NHS England have agreed that services provided by the former Greater Manchester Commissioning Support Unit (GMCSU) will be hosted by Oldham CCG from 1st April 2016. Formal transfer of services is now completed with the staff compliment now being directly employed by NHS Oldham CCG, the business unit is to be known as ‘Greater Manchester Shared Services’ (GMSS). With effect from the 1st April 2016, the GMSS accounts will be consolidated on Oldham CCG’s ledger and this will be on a ‘gross accounting’ basis. The GM CCGs agreed unanimously that collaboration is integral to the successful implementation of joint strategies designed to benefit local health populations, especially under Greater Manchester Devolution, whilst recognising each CCG’s individual sovereignty and the need for decision making to be locally driven. Oldham CCG will be exposed to the risks and rewards associated with the GMSS Commissioning Support Services and will be the principle risk-holder from 1st April 2016. Whilst Oldham CCG gained agreement from the remaining GM CCGs to ameliorate any financial risks and credit risks relating to the GMSS, and any future reconfigurations of the GMSS service, each GM CCG will need to agree separately to such terms in a negotiated settlement. Oldham CCG retains any risk relating to the GMSS which cannot be mitigated.


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18. Financial performance targets NHS Clinical Commissioning Group has a number of financial duties under the NHS Act 2006 (as amended). South Manchester Clinical Commissioning Group performance against those duties was as follows:

2015-16 2015-16 2014-15 2014-15

Target Performance Target Performan

ce

£000 £000 £000 £000

Expenditure not to exceed income 237,298 234,154 218,678 216,063 Capital resource use does not exceed the amount specified in Directions 0 0 0 0 Revenue resource use does not exceed the amount specified in Directions 234,145 231,001 216,070 213,455 Capital resource use on specified matter(s) does not exceed the amount specified in Directions 0 0 0 0 Revenue resource use on specified matter(s) does not exceed the amount specified in Directions 0 0 0 0 Revenue administration resource use does not exceed the amount specified in Directions 3,688 3,416 4,131 3,811

For the purposes of "expenditure not to exceed income", expenditure is defined as the aggregate of gross expenditure on revenue and capital in the financial year; and, income is defined as the aggregate of the notified maximum revenue resource, notified capital resource and all other amounts accounted as received in the financial year (whether under the provision of the Act or from other sources and included here on a gross basis). For the purposes of "Capital resource use does not exceed the amount specified in Directions" and "Capital resource used on specified matter(s) does not exceed the amount specified in Directions" are not applicable as the Clinical Commissioning Group has no capital resources in 2015-16.

For the purposes of "Revenue resource use does not exceed the amount specified in Directions", income is defined as the notified maximum revenue resource limit, compared to revenue expenditure.

For the purposes of "Revenue administration resource use does not exceed the amount specified in Directions", the revenue administration resource has been identified as the notified allocation and all other amounts accounted as received in the financial year (whether under the provision of the Act or from other sources and included here on a gross basis).

All performance targets were met in 2015-16, 2014-15 and 2013-14.

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