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GHCCG as an Organisation Carol McKenna Designate Chief Officer

PCTs and CCGs – the Differences PCTs


•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


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



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


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?