2019/20 Quality Innovation Productivity and Prevention (QIPP) Programme Update Report

Governing Body meeting

4 July 2019

FAuthor(s) Sandie Buchan, Deputy Director of Commissioning & Performance,

Jackie Mills, Director of Finance Sponsor Director Brian Hughes, Director of Commissioning & Performance Purpose of Paper

NHS Sheffield Clinical Commissioning Group (SCCG) has an agreed QIPP target of £15.24m for 2019/20. This paper provides the Governing Body with an overview of the position as at month 2 and an update on the progress of delivery by year end.

Key Issues

At month 2, we are reporting delivery of £2.31m against a year to date target of £2.31m, therefore achieving 100% of plan at this point.

In relation to year end delivery, we have risk rated seven programmes as red as well as 17 programmes as amber, therefore there is an identified risk of £2.189m. These programmes will be monitored on a monthly basis to assist in the achievement of savings. However, even with this risk identified, the forecast for year end is reported to fully achieve the target and plan of £15.24m.

Is your report for Approval / Consideration / Noting

Consideration

Recommendations / Action Required by Governing Body

The Governing Body is asked to consider the reported month 2 QIPP position and the year end forecast position.

What assurance does this report provide to the Governing Body in relation to Governing Body Assurance Framework (GBAF) objectives?

Which of the CCG’s Objectives does this paper support?

To ensure there is a sustainable, affordable healthcare system in Sheffield.

Description of Assurances for Governing Body

Principle Risk 4.3: Unable to deliver the QIPP (efficiency) savings plan due to lack of internal capacity and lack of engagement by key partners.

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Assurances in place:

Monthly monitoring and review of programme plans and delivery by the Integrated QIPP Working Group. Monthly reports to Governing Body and more in depth reporting to Integrated QIPP Working Group. (Internal)

Are there any Resource Implications (including Financial, Staffing etc)?

Yes, there is a focus of clinical and managerial time on priority projects.

Have you carried out an Equality Impact Assessment and is it attached?

Not required. Individual programmes and projects will undertake assessment as part of their implementation process as appropriate.

Have you involved patients, carers and the public in the preparation of the report?

Increased clinical engagement and listening to our members has been agreed as a priority. Therefore, the Governing Body meetings should include not just communication and information on the QIPP plan, but an opportunity for members to voice their ideas and experiences of where system improvements could bring about improved patient care within a reduced cash envelope.

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2019/20 Quality Innovation Productivity and Prevention (QIPP) Programme Update Report

Governing Body meeting

4 July 2019

1. Introduction

1.1. The NHS Sheffield CCG (SCCG) QIPP programme for 2019/20 has a gross savings target of £15.24m as part of delivering the CCG’s overall commissioning and financial plans for the current year. This paper provides the Governing Body with an overview of the position as at month 2 and an update on the progress of delivery by year end.

2. Current Position

2.1. Table 1 below provides an overall summary of the 2019/20 QIPP Programme by commissioning portfolio as at month 2. It shows a plan to achieve the total £15.24m target.

2.2. In terms of the year to date position, we are reporting delivery of £2.31m against the year to date target of £2.31m and so 100% delivery has been achieved at month 2.

2.3. Appendix 1 details the QIPP programme. There are currently seven programmes risk rated as red at month 2, as well as 17 rated as amber. The financial risk at year end of the potential non delivery/slippage has been estimated at £2.189m. Whilst in isolation, this level of financial risk could be managed through utilisation of CCG contingency reserves; this would leave limited flexibility to manage other risks which may emerge in year. These programmes will continue to be monitored on a monthly basis to assist in the achievement of savings, in addition to the review of options to identify additional schemes/actions that may be available to offset any under-delivery against the current QIPP programme.

Table 1: 2019/20 QIPP Plan by Commissioning Portfolio

Portfolio Annual Gross

Savings Plan (£'000) % QIPP Plan

(£'000) Care Outside of Hospital  ‐2,460 16.14% Children & Young People  ‐375 2.46% Elective Care  ‐1,894 12.43% Medicines Optimisation  ‐4,861 31.90% Mental Health  ‐1,532 10.05% Ongoing Care  ‐1,718 11.27% Other Commissioning  ‐800 5.25% Running Costs  ‐1,000 6.56% Urgent and Emergency Care  ‐600 3.94% Grand Total ‐15,240 100.00%

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3. 2020/21 QIPP Programme

3.1. As part of the newly developed business planning process, work has now commenced on the development of the 2020/21 QIPP programme with CCG departments and portfolios. The aim is to use the commissioning cycle and timetable as detailed in Appendix 2 to develop the commissioning intentions, contracting intentions and QIPP programme for 2020/21. The QIPP target for 2020/21 is yet to be determined however as a working assumption we are using a figure similar to 2019/20 as the target.

3.2. The Integrated QIPP Working Group will continue to act as a critical friend in reviewing not only current programme delivery and performance but also looking at the plans for the 2020/21 QIPP programme.

4. Recommendations

4.1 The Governing Body is asked to consider the reported month 2 QIPP position and the year end forecast position.

Paper prepared by: Sandie Buchan, Deputy Director of Commissioning & Performance Jackie Mills, Director of Finance

On behalf of: Brian Hughes, Director of Commissioning and Performance

June 2019

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Appendix 1: 2019/20 QIPP Programme

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Appendix 2: 2020/21 Commissioning Cycle & Timetable

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