Each year the CCG agrees a set of corporate objectives that set out our aims for the coming year. This year we are monitored under a new NHS England assurance regime with a greater focus on quality, finance and governance. We will be assessed on how well we are doing in terms of local people’s health outcomes compared to similar areas and will be expected to deliver on all nationally set and locally agreed targets.
We need to transform the way that we deliver services, particularly given our local challenged health economy. Our objectives for 2015/16 are:
- Primary care and integrated services: We want primary care transformation to move up the agenda as our number one focus given its impact on everything else. We also want to build on what we have started in creating fully integrated care services closer to patients.
- Urgent care: Transforming the urgent care pathway and developing a system wide urgent care strategy is also critical – so we want to shift the emphasis from A&E to a wider whole-system change.
- Quality: We know we must continue to focus on quality improvements and outcomes across all our providers – we feel that the objective should be widened to make it very clear that this is not just about our acute trusts.
- Mental health: Nationally mental health has been highlighted as an important area where services need to improve and be put on a par with other health services – through ‘parity of esteem’. Previously we had wrapped up mental health services and community services into one objective, but we believe that this year it is an area that deserves a separate objective given there is much to do.
- Planned care: this is a new objective. Given issues such as referral to treatment (RTT) delays and cancer waits we need to ensure that planned care services are appropriate, timely and deliver a high quality of care and experience.
- Developing our organisation: we now have a detailed work programme for the OD plan and need to ensure that we implement it so that we are fit for purpose and able to deliver on all of the above.
A brief summary of each objective can be found in the download section of this page.
Quality, Innovation, Productivity and Prevention Programme
QIPP – Quality, Innovation, Productivity and Prevention – is a large scale transformational programme for the NHS, involving all NHS staff, clinicians, patients and the voluntary sector. It will improve the quality of care the NHS delivers while making efficiency savings so that money can be reinvested in frontline care.
The national QIPP workstreams fit into three key areas identified in order to deliver the quality and productivity challenge.
1. Commissioning and pathways
- Safe care
- Right care
- Long term conditions
- Urgent care
- End of life care
2. Provider efficiency
- Back office efficiency and optimal management
- Productive care
- Medicines use and procurement
3. System enablers
- Primary care contracting and primary care commissioning
- Technology and digital vision
At each CCG governing body meeting, a finance report is presented which covers:
- Acute revenue – which includes a report on how our local hospitals are performing and what their costs are
- Non- acute revenue – which includes a report on how our local primary care services are performing and what their costs are
- A report on the Quality, Innovation, Productivity and Performance programme (QIPP) show where efficiency savings have been made
- Capital expenditure includes estates and infrastructure
- A statement of financial position and cash flow
You can see the latest governing body papers here.
Clinical commissioning Groups need to procure and locally appoint their own auditors for the year 2017-18 and subsequent financial years; as well as managing the contracts going forward. This notice relates to the appointment of External Auditors for the following clinical commissioning groups (CCGs): The East London (WEL/BHR) CCGs collaborated to procure External Audit Services (EAS) to start from 1 April 2017 up until 31 March 2020. More information on this can be found here.