Airedale, Wharfedale and Craven; Bradford City; and Bradford Districts Clinical Commissioning Groups (CCGs)

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1 FACT SHEET Airedale, Wharfedale and Craven; Bradford City; and Bradford Districts Clinical Commissioning Groups (CCGs) Examples of engagement across the three CCGs Patients and public Patient participation groups in practices Bespoke projects e.g. mental health service consultation and long term conditions Health and wellbeing hubs Governing body meeting in public planned throughout the year Council Health and Wellbeing Board - we are committed to working together in the development of the HWB and our strategy will deliver accordingly Health and Wellbeing Hubs Overview and scrutiny committees Individual officer relationships System wide (eg councils, commissioners, providers, voluntary sector, patient groups) Transformational change board Integrated care pilots Transformation and integration groups Communications and engagement reference group (shared vision and priorities, development of strategy) In Touch newsletter Practice newsletter Websites in development Healthwatch Providers Routine contract based meetings Transformational and integration groups (see above) Member practices Clinical commissioning forums or groups Council of representatives/members Practice newsletter Examples of outcomes from engagement Insight, intelligence and influence to ensure our plans and priorities for the future meet the needs of our communities Relationship building Organisational development

2 Further development of plans and priorities Ongoing process Joint hub meeting with range of stakeholders to influence plans and priorities Engagement work to establish commissioning intentions The leadership teams NHS Airedale, Wharfedale and Craven Clinical Commissioning Group Dr Philip Pue, chief clinical officer Dr Colin Renwick, GP clinical chair Dr Brendan Kennedy, elected GP Dr Graeme Summers, elected GP Dr Gordon Wallace, elected GP Dr Paul Bolton, elected GP Neil Smurthwaite, chief financial officer (from 1 November) Sue Pitkethly, chief operating officer Pam Essler, lay member Vacancy, lay member Peter Brunskill, secondary care consultant Barbara Cox, nurse NHS Bradford City Clinical Commissioning Group Dr Akram Khan, GP chair Helen Hirst, chief officer Dr Ishtiaq Gilkar, elected GP Dr Muhammed Iqbal, elected GP Dr Aamer Khan, elected GP Dr Rafaqut Rashid, elected GP Dr Waheed Hussain, elected GP Jane Hazelgrave, chief finance officer Max Mclean, lay member Mohammed Iqbal, lay member Pat Drake, nurse Vacancy, secondary care consultant NHS Bradford Districts Clinical Commissioning Group Dr Andy Withers, GP chair Helen Hirst, chief officer Dr Chris Harris, elected GP Dr Mathew Fay, elected GP Dr Bridget Pitcairn, elected GP Dr Richard Falls, elected GP Vacancy, elected GP Jane Hazelgrave, chief finance officer Colin Philpott, lay member Tim Ratcliffe, lay member Perviz Iqbal, secondary care consultant Angie Clegg, nurse The role of the Chief Officer The Chief Officer is responsible for ensuring that the CCG fulfils its duties to exercise its

3 functions effectively, efficiently and economically thus ensuring improvement in the quality of services and the health of the local population whilst maintaining value for money.

4 The role of the Chair The Chair will have specific responsibility for leading the governing body, ensuring it remains continuously able to discharge its duties and responsibilities as set out in the CCG s constitution. Roles in CCG governing bodies A CCG governing body must comprise of at least six people and has to include: An accountable officer An employee of the group with a professional qualification in accountancy and the expertise or experience to lead the financial management of the group ie chief financial officer A registered nurse A secondary care specialist A lay member with qualifications, expertise or experience to express informed views about financial management A lay person who has knowledge about the area specified in the group s constitution. CCG statistics CCG AWC Bradford Bradford City Population 155, , ,115 Practices Likely Circa 207M Circa 125M Circa 465M commissioning spend CCG funding 25 per head running costs A commissioning budget see table above Commissioning support It has been decided nationally that some functions can be done more efficiently than they would be in an individual CCG. These are called commissioning support services. Decision making will stay in the CCG and the CSU will be there to provide information and specialist support to help us do this effectively and efficiently, ensuring value for money. Key changes from the NHS reforms Clinically led health services commissioning Greater patient voice Changes to public health Changes to Local Authority responsibilities Provider regulation Streamlined arms length bodies

5 Accountability The CCGs have three-way accountability: Patients and the public Practice members The NHS England (NHSE) Conflicts of interest Code of conduct guidance has been produced by the NHSE for managing conflicts of interest where GP practices are potential providers of CCG commissioned services and CCGs commissioning community based services, including primary care services, will need to be able to demonstrate that those services: clearly meet local health needs and have been planned appropriately go beyond the scope of the GP contract the appropriate procurement approach is used Joint commissioning and collaboration One of the things tested in authorisation was joint commissioning and collaboration between CCGs and with other organisations, such as the local authority. We have a programme of work to make sure that this is really strong and builds on our past experience and the legacy of the previous organisation, which was based on a strategy of improving health and reducing health inequalities. We have some examples of where collaboration is working well such as integrated care pilots and tackling alcohol related issues. The three CCGs have a monthly collaborative forum whose purpose is to share intelligence, shape collaborative strategies and provide a collective commissioning voice. Safeguarding children and adults We are a key health partner and fulfil the statutory requirements as outlined in 'Working Together to Safeguard Children' which includes the duty to co-operate with the local authority and other agencies in all relevant aspects of child safeguarding. We provide senior representation on the Bradford Safeguarding Children Board, its committees and working groups. These arrangements are believed to be appropriate and indeed the strength of partnership working was commended in the recent Ofsted / CQC inspection as 'outstanding' Ultimately the responsibility for safeguarding will sit with the Accountable Officer but it is expected that this responsibility will be delegated to a senior member of the CCG who has a lead role for quality since this encompasses effectiveness, patient experience and safety (and safeguarding in turn is an element of the latter.) The designated professionals (doctors and nurses) will continue to fulfil their statutory roles on behalf of the CCGs beyond authorisation and establishment Quality, Innovation, Productivity and Prevention (QIPP) The QIPP programme is key for CCGs in the delivery of efficiency and productivity, continuing to meet the expectations of the public, continuing to deliver and improve services and increasing the focus on avoidance of ill health and a reduction in health inequalities. The CCGs are taking a proactive approach with NHS and other partners to deliver a comprehensive and jointly agreed QIPP programme which is tracked and performance managed. The QIPP programme 2012/15 is informed by the plan on a page, commissioning intentions, financial position and best use of resource and outcomes.