NHS Oversight Framework
Clinical commissioning groups (CCGs) were established on 1 April 2013 and are clinically-led organisations at the heart of the NHS system. NHS England has a statutory duty (under the Health and Social Care Act (2012)) to conduct an annual assessment of every CCG.
In 2020, the NHS Oversight Framework replaced the CCG Improvement and Assessment Framework (IAF), which was introduced in March 2016 to assess how well CCGs are performing and how well they work with others to improve quality and outcomes for patients.
In November 2020, Salford CCG was rated outstanding for the fifth consecutive year, making it one of only two CCGs in the country to achieve the highest rating for five years running.
As well as being rated outstanding, the CCG received full marks (15/15) and a ‘green star’ for the way in which it involves the public in planning health services in 2019/20.
|2014/15||Assured with support|
You can find out more about the data behind the ratings from the My NHS website.
Annual performance reports
The CCG produces a number of reports every year such as our annual engagement report, diversity and inclusion report and overarching CCG annual report and accounts. You can read them all via our Publications page.
In July 2020, we held our Annual General Meeting looking back at the highlights and challenges from 2019/20. The slides from the AGM are available below, along with a film summarising our latest Annual Report. This video has captions, these can be found by clicking on cc in the YouTube player functions.
Transcript of Salford CCG Annual Report 2019/20
Doctor Tom Tasker: Hello, I’m Doctor Tom Tasker and I’m a GP in Eccles. I’m also Clinical Chair of Salford Clinical Commissioning Group (CCG). The CCG or Clinical Commissioning Group alongside our colleagues at the city council, together buy the health and care services for the people of Salford.
Our Annual Report covers the period of time from April 2019 to March 2020. This of course has been an unforgettable year for all the wrong reasons really because of COVID-19, but personally, I’ve been absolutely amazed by the way this city has pulled together. From the front line clinicians who have continued to care for our residents, through to the non-clinical colleagues who have supported us, everybody has done their bit to try and beat COVID-19.
This report looks not only at how our integrated care system has pulled together in the battle against COVID-19, but also all of the other important work that we have undertaken in the past year. I do hope you enjoy the report.
Richard Whitehead: Salford CCG formally integrated with Salford City Council in April 2019.
This means we plan – together - how to spend a joint budget of £600 million for the majority of children, adults, Public Health and primary care services.
Over the last four years, the integrated care programme has used £18 million from the Greater Manchester Health and Social Care Partnership to test new ways for health and care services to work more closely together.
During this time, there has been:
- Nearly 2,000 people who called an ambulance treated at home by an urgent care team, instead of going to hospital
- 35% reduction in A&E attendances and non-elective admissions from care home residents
- 10% reduction in the number of people admitted to hospital after having a fall.
In 2019/20, as Salford Together, we continued working on ways to create local neighbourhood teams and bring more services into the community. The teams include a range of health and care professionals, like GPs, district nurses, social workers, hospital consultants, pharmacists and mental health professionals.
They will support people with long term conditions (such as mental health, diabetes and high blood pressure) and try to identify people who are at risk of developing a condition early and offer them support and preventive care.
In January, we agreed to invest an extra £3m for the next two years to move this work onto the next phase.
In July 2019, five Primary Care Networks (or PCNs) were also established. This is where GP practices within a certain area, like Broughton or Swinton, work together, meaning they can have bigger teams of staff working across the practices.
The aim is to offer more choice to patients and more specialised services closer to home so you don’t need to go to hospital.
Our GP practices continued working towards the Salford Standard. The Salford Standard describes the quality of care that all patients should expect. Since we introduced the Salford Standard, there has been an increase in:
- patients with a long term health condition having an annual review
- children with asthma having regular medication reviews
- registered carers offered health checks
- patients with serious mental illness receiving physical health checks
There have also been major developments in the provision of primary care as we began planning for a replacement Lower Broughton Health Centre.
Construction began on the new Little Hulton Health Centre, and The Quays Practice opened.
The Quays Practice is the first practice to provide a digital-focused model of care suited to the predominantly young, working population moving into Salford Quays.
97% of our GP practices are rated ‘good’ or ‘outstanding’ by the Care Quality Commission.
83% of Salford care homes are also rated ‘good’ by the CQC, an increase from 38% in 2017 and the second best improvement in the country.
With partners, we developed the Salford Integrated All-Age Carers Strategy to create a ‘carer friendly’ Salford and to recognise the value of carers.
We launched Salford Lung Health Checks. The free health checks trialled in Walkden and Little Hulton, inviting thousands of smokers and ex-smokers to have their lungs checked. Half the people invited for a check booked an appointment, which led to 13 cancers diagnosed as well as other conditions, such as emphysema.
The ‘golden thread’ through all our work is keeping the voice of Salford people at the heart of everything we do. A highlight for us in 2019/20 was our ‘green star’ rating from NHS England for Patient and Community Engagement, placing us in the top 6% of CCGs nationally. By speaking to Salford residents about what they want from their local health services, we can better understand their needs and make the right improvements.
Once again, Salford CCG was rated outstanding. This makes Salford one of only three CCGs in the country to achieve the highest accolade from NHS England for four years in a row.
These ratings are great news for Salford, but we still face challenges, like the ongoing pressures on our urgent care service.
Across Greater Manchester – and nationwide - ambulance response times were impacted by hospitals struggling with high demand for beds, meaning longer waiting times for ambulances to handover care of patients.
To address this – and improve A&E four-hour performance – we’re continuing to work with Salford Royal NHS Foundation Trust to deliver a joint urgent and emergency care improvement plan.
And of course, COVID-19 means we’re facing unparalleled challenges to the health and care system. We’re beginning to focus on recovery; how we restart services that all but stopped; how we address the potential harm to people with non-COVID conditions who have been unable to have planned surgery or diagnostics, stopped attending appointments or seeking advice from their GP.
But, amongst the challenges of COVID-19, it has also given us opportunities. COVID-19 has seen digital technology used on a scale not seen before with online patient bookings and video consultations becoming the new normal. Our primary, community and secondary care services are working together closer than ever, in partnership with our VCSE colleagues, adapting new ways of providing safe, secure services for our residents.
We can’t cram into a short film everything we, and our partners, have been working on over the last 12 months. So, if you’d like to learn more, our full Annual Report and Accounts are available on our website, www.salfordccg.nhs.uk
Mental Health Investment Standard
The planning guidance for 2018/19 stated that each CCG must meet the Mental Health Investment Standard (MHIS) by which their 2018/19 investment in mental health rises at a faster rate than their overall published programme funding.
Salford CCG considers that it has not complied with the requirements of the mental health investment standard for 2018/19 as it has recorded a reduction of £0.2m in mental health expenditure when compared to 2017/18. The required increase in mental health expenditure for 2018/19 is 2.99% , which is an expected increase of £1.5m. This reduction is not due to any intentional disinvestment in mental health but has arisen from the fact that prescribing costs were extraordinary high in 2017/18 due to external pricing and drug availability issues. These costs returned to expected levels in 2018/19, reducing expenditure by £1.2m. In addition, the CCG was able to make some additional one-off investments in mental health in 2017/18 which were not required in 2018/19. The CCG has nevertheless made investments in mental health in 2018/19 in areas required to achieve national priorities.