GHCCG as an Organisation Carol McKenna Designate Chief Officer
PCTs and CCGs – the Differences PCTs
CCGs
•Managerially driven •Clinical engagement •Relied on influence •Disconnect with those committing resources •Limited visibility with the public
•Clinically driven •Clinical leadership •Membership model •Practices represented on Governing Body •Day to day connections with local population •Fewer functions than PCTs
Fragmented clinical voice Agenda swamped by issues elsewhere Connections with key partners mainly at managerial levels
Unified clinical commissioning structure A focus on Greater Huddersfield Clinicians making new connections
Membership • CCGs’ most important element – what sets them apart from predecessors • Governing Body must remember it acts on behalf of its members • Complex accountability arrangements • Brings huge potential to deliver improvement in quality, outcomes, and use of resources • Accountability, innovation and reward
Greater Huddersfield CCG Our Vision ‘being informed by our local
population and clinicians, we will drive improvement of healthcare services through leadership, innovation and excellence’
Our Values • Listening to health professionals, local people and those who support the CCG, in the commissioning of high quality healthcare in the most appropriate setting • Learning from other CCGs, service providers, the local authority and the NHSCB to inform a strategic , long term vision for change • Leading through enthusiasm and cohesiveness to reduce health inequalities in Greater Huddersfield • Enabling local people and clinicians to transform and improve Greater Huddersfield’s health and healthcare
Current Situation • CCGs become statutory, accountable organisations from 1 April 2013. • PCTs end on 31 March 2013 • CCG authorisation process underway – we are wave 2 • Culminates in site visit on 19 October • Final decision in December
Our Governance arrangements Changes between now and April 13 NHS CKW Cluster CCG Governing Body Clinical Commissioning Executive
Quality
Finance & Performance
Audit & Remuneration Governance Committee
Senior Management Team/Clinical Strategy Group/Organisational Development (Operational Groups)
Why does governance matter? • Gives clarity on decision making • Brings a range of perspectives to help make the right decision • Provides confidence and assurance to others eg practices and the population • Makes it easier to manage conflicts of interest
Greater Huddersfield CCG Structure Chief Officer Carol McKenna Continuing Care Team*
Governance and Corporate Manager
Head of Contracting & Commercial Strategy 8C
Medicines Management Manager* 8C
Head of Practice Support & Development
Head of Strategic Planning & Service Redesign
8C
8C
Head of Quality & Safety (Shared) 8C
8A CCG Finance team 1 x 8a, 2 x 7, 1 x 5
Performance Manager 7
Practice Pharmacists
Practice Support Officers
1.5 x 8a, 1.5 x 7 Technicians
2x 6
Programme Management & Delivery 2 x 8a, 1 x 7
Quality Manager 8A
Safeguarding Team Across 3 CCGs 3 x 8b. 1 X 7, 1 x4
0.35 x 6, 2 x 5
Senior Admin - 1 x 5
Project Support 1x5
Admin Officers – 3 x 3, 1 x 2
Green boxes within the structure represent teams or posts which will be shared with other CCGs
Financial Model – Running Costs £m Clinical Costs Management Team CSU Costs Other Costs Contingency
0.9 1.6 2.0 0.7 0.5
Running Cost Allowance
5.7
Listening to health professionals, local people and those who support the CCG, in the commissioning of high quality healthcare in the most appropriate setting GHCCG Operational Plan 2012/13 Learning from other CCGs, produced service in February 2012 providers, the local and the NHSCB to strategic Still in theauthority final year of the PCT inform a strategic , long term plan vision for change Leading through enthusiasm Now considering our own medium – longer and cohesiveness to reduce term planshealth inequalities in Greater Cannot doHuddersfield this purely on our own – HWBB Enabling local people and and strategic review are important clinicians to transform and improve Greater Huddersfield’s QIPP is integral to planning health and healthcare
Strategic Planning (ie, what, why, when and how)
• • • • •
Greater Huddersfield ‘Plan on a Page’ – 2012/13 onwards
August OD workshop
By End OCT recommend framework/ reporting templates. Update GHCCG QIPP reporting framework
Start Aug Align SR/ CCG practices options Agree themes
Nov frame the priorities/ objectives
End Nov Prioritised to support alignment of resources/ capacity/capability
Dec with CCG practices; staff; Stakeholders
Any questions?