Brighton and Hove CCG
Vision, Values, Corporate
Aims and Corporate
Objectives
March 2017
Brighton and Hove CCG Vision, Values and Corporate Objectives 2017 -2019
1. Background
Brighton and Hove CCG did not fomalise the use of corporate objectives for 2016/17 and as
such the Chief Accountable Officer provided a draft set for discussion and consultation with
key partners, members and staff.
The drafts were reviewed and consultation took place with the Governing Body, the Senior
Management Team and then more broadly with staff. The Accountable Officer spoke to all
staff at a Staff Briefing ensuring that all CCG staff knew how to contribute their views.
In order to ensure that all staff were able to provide input into this work, each directorate met
to discuss Vison, Values and Corporate Aims and Objectives. After these initial meetings,
each CCG manager had a 30 minute meeting with individuals in their teams and a template
was completed to capture feedback on the draft versions. Staff who did not wish to have
these meetings, or wished to remain anonymous, could do so by speaking with the CCG staffside representative. Feedback from all CCG staff was successfully obtained with
encouragement and support from our Accountable Officer through this coordinated exercise.
Once all the feedback had been collected, the information was made anonymous and
reviewed by a group of staff and managers in order to draw out key themes and make
amendments to the draft versions – based on what staff had expressed.
This paper describes what the Vison, Values and Corporate Aims and Objectives are now
these have been updated to reflect the feedback provided.
The CCG Vision and Values, Corporate Aims and Objectives, together with the National NHS
Staff Survey results and 360◦ Stakeholder Survey results, are the foundations for developing
a meaningful and deliverable OD Plan.
2. Re-developed CCG Vision, Values and Corporate Aims and Objectives
Through the mandate from NHSE to the CCG a number of key corporate aims have been
developed for 2017–2019 which focus on the delivery of strategic plans, financial plans, future
models of care, and organisational form and structure aligned to the commissioning
landscape.
CCG organisational developments must be intrinsically linked to the scale of transformational
change required in the Caring Together programme. CCG organisational identity, strategy,
systems and culture will also support the vision.
This final set of Vision, Values and Corporate Aims and Objectives, below, will go to the
Governing Body for approval on 28 March 2017.
Vision and Values
Vision – To work with, and for, the people of Brighton and Hove to improve their health and
well-being by commissioning services that are high quality, sustainable and value for money.
Values – The CCG will ensure, through good governance and appropriate stewardship of
public resources, a culture of delivering transformational change that improves patient and
public experience. Local clinical leadership, as part of a broader system, will ensure that
decisions for the Brighton and Hove locality will be clinically led and feed into our wider
geographical area.
The final six values are:
1. Making decisions openly – Transparency and clarity in our decision making
2. Listening and Respecting – Valuing staff, stakeholders and partners
3. Innovation and excellence – Promoting innovation and adopting best practice
4. Patients and families at the centre – Engaging with our populations in a clear and open
way
5. Being Accountable – Clear accountability to each other and our community
6. Recognising Achievements – To actively acknowledge when things go well
Corporate Aims
Through the mandate from NHSE to the CCG a number key corporate aims have been
developed for 2017 – 2019.
The CCG corporate aims of the CCG for 2017 – 2019 are as follows:
1. To deliver strategic plans which address the needs of local populations and involve
patients, public, member practices and partners
2. To ensure that the CCG is clear what services the organisation is able to commission in a
manner that demonstrates robust value for money as well as quality
3. To use effective clinical leadership to influence the commissioning landscape, ensuring
that models of care meet the health needs of local people and reduce inequality
4. To ensure that our organisational structure and capacity meets the needs of an evolving
commissioning landscape
The Corporate Objectives, shown in the table overleaf, have been updated to reflect staff
feedback and are broadly aligned to Caring Together which is the delivery programme for the
CCG’s Operating Plan 2017-19. Each of the corporate objectives has been aligned to an
executive leader within the organisation.
The Chief Accountable Officer takes overall responsibility for the delivery of these objectives.
Once agreed by the Governing Body, the objectives will be restated in the Board Assurance
Framework to ensure that the Governing Body is enabled to gain assurance against the key
objectives of the organisation and to ensure that risk to the delivery of these objectives is
done in an effective and well-governed fashion.
A deep-dive into each of these corporate objectives is planned for the Governing Body
meeting cycle throughout 2017/18.
Corporate Objectives
Strategic
Programme
Corporate Objective
Prevention
and
Community
Care
Implementing the Brighton
and Hove Caring Together
Programme
Step change action
Implementation plan action – 2017/18
Create genuinely aligned and,
where practicable, integrated
community health and social care
functions that support admission
avoidance and timely discharges
from acute care, thereby
reducing acute activity and
Community services operating efficiently in
increasing positive patient and
service user experience metrics. aligned team structures within clusters and/or
localities, reducing hand-offs and improving the
patient and service user pathway and
Redesign pathways and
experience.
processes around frailty,
Corporate
Implementation
Owner
Timescales
(Executive
Lead)
Q1
2017/18
Chief
Operating
Officer
including the implementation of a .
community frailty consultant
service.
Commission and implement a
new structure of community bedbased services to support stepup and step-down services and
prevent unnecessary hospital
admissions
Measurable reduction in delayed discharges due
to efficient use of step-down beds for discharge
to assess activity.
Measurable reduction in avoidable admissions to
acute care, including A&E referrals and
conveyances by SECAmb as a result of the
implementation of a community frailty service
and improved pathways and use of assessment
step-up beds
Q2
2017/18
Chief
Operating
Officer
Strategic
Programme
Corporate Objective
Step change action
Implementation plan action – 2017/18
Improved efficiency through the system and
Implement new ways of working
reduced hand-offs through integrated single
with teams, clusters, localities
point of access functionality.
and City-wide to reduce handovers and to increase the positive
patient and service user
experience, including
implementing efficient single
point of access functionality.
Implementing the Brighton
and Hove Caring Together
Programme
Implement new ways of working
around community equipment.
Implement new ways of working
within Continuing Health Care.
Measurable improvement in customer
experience and financial impact through
improved management of the community
equipment service.
Integrate local authority and
potentially all Occupational
Therapy services.
Community services operating efficiently in
aligned team structures and improving the
patient and service user pathway and
experience.
To review accommodation
strategies, particularly in respect
of rough sleepers.
Measurable improvement in homelessness
activity through reviewed accommodation
strategy, particularly in respect of rough
sleepers.
Corporate
Implementation
Owner
Timescales
(Executive
Lead)
Q2/3
2017/18
Q3/Q4
2017/18
Q3/Q4
2017/18
Chief
Operating
Officer
Chief
Operating
Officer
Chief
Operating
Officer
Access to
Primary Care
and Urgent
Care
Commission extended access to
general practice through
additional funding, to include
‘Practice Assist’.
Leading the development of
high quality primary care
services in Brighton and
Hove, and supporting
member practices to meet
relevant challenges, both as
providers and
commissioners of services.
Commission primary care
facilities at the ‘front door of the
acute hospital as a component of
24/7 access to primary care and
to support the hospital to achieve
its improvement plan to meet
national standards.
Deliver a local and sub-regional response to GP
out-of-hours facilities through effective reprocurement of NHS 111 and the development
of a local clinical decision hub resulting in
measurable activity shift from acute activity,
notably A&E attendance and waiting times.
To play an active and influential part in the
Sussex-wide NHS111 reprocurement.
Deliver a resilient primary care presence at the
front door of the acute hospital resulting in
activity shift away from primary care and
supporting the Trust’s Quality Improvement Plan
to reduce RTT times.
Commission resilient GP out-ofhours services, including using a
clinical navigation hub model.
Meaningful and measurable additional access to
GP services resulting in a significant, positive
impact on the sustainability of general practice in
the City.
Review and develop the
commissioned ‘Roving GP’
service
Deliver an effective ‘Roving GP’ service
supporting general practice to operate more
efficiently and to support the development of
cluster and locality working.
Q1
Chief
Operating
Officer
2017/18
Q3/4
2017/18
Q3/4
2017/18
Q3/4
2017/18
Chief
Operating
Officer
Chief
Operating
Officer
Chief
Operating
Officer
Planned
Care
services
To redesign and support
services to reduce demand
across Planned Care
Deliver pathway redesign to
support development of a
Community Cardiology Service
Reducing unnecessary interventions through
community Anti- coagulation.
Develop a better quality of care
across Planned Care services
Implement service redesign around
neurology services
Q2 – Q4
2017/18
Q1
2017/18
Chief Operating
Officer
Chief Operating
Officer
Implement a programme to meet the NG-12
requirements in cancer care
Review ENT and Ophthalmology
and Community Endoscopy
activity
Increase activity within the Community
Endoscopy service and promote activity shift
Chief Operating
Officer
Q1 – Q3
Chief Operating
Officer
201/18
Implement and enhance referral
management services through developing
processes and redesigning pathways
Align clinical thresholds for service referral in
the MSk Service
Develop a community diagnostic
hub
201/18
Implement programmes of activity shift from
acute to community settings
Implement Urology in Primary Care Implement a stable service for Prostate
contract
Specific Antigen (PSA) testing
Review Referral Management
process
Q1 – Q2
Align with Central Sussex East Surrey
Alliance activity
2018/19
Chief Operating
Officer
Medicines
Optimisation
Expand number of Non-medical
Develop pharmacists as non-medical
prescribers in Primary Care prescribers
freeing up time in General Practice
Deliver a meaningful education,
support and development
programme for primary care
practitioners to support better
medicines outcomes.
Reduce medicine wastage
Establishing unified
medicines optimisation
support to general practice
Align and embed community
pharmacy as an integrated
component of the primary care
offering by aiming to transfer the
various components within a
single, contracted vehicle.
Deliver a meaningful education, support and
development programme within general
practice
Q1
2017/18
Q1
2017/18
Chief Operating
Officer
Chief Operating
Officer
Deliver community education to reduce
wastage and cost of prescribing
Chief Operating
Officer
Formalise the Better Care Pharmacy
process
Q2 – Q4
Improve medicine safety.
Future
Models for
Acute Care
Ensuring that the acute
services that are
commissioned are in the best
shape for the population
Develop and implement Pharmacy
support to discharge
Reduce delayed discharges, especially
residential and nursing homes caused by
medicines issues
Deliver a Paediatric formulary
Improve efficiency in prescription practices in
respect of children’s conditions
Oversee the relationship with the
acute trusts, as they affect the
Brighton & Hove health and care
economy.
Improved financial prospect and outcomes
for patients as a result of partnership
arrangements.
Support BSUH in its site
redevelopment.
BSUH meeting is project plan targets in
respect of site redevelopment.
Q3
2017/18
Q2
2017/18
Chief Operating
Officer
Chief Operating
Officer
Throughout
Chief Operating
2017/18 -2019
Officer
Throughout Chief Operating
2017/18 -2019
Officer
Support BSUH in implementing its
Quality Improvement Plan.
Ensuring that the acute
services that are
commissioned are in the best
shape for the population
Equality of
Access to
Mental
Health
services
Transforming Mental Health
services to meet the needs of
our diverse population,
through commissioning
integrated, personalised and
responsive mental health &
well-being services.
Support other workstreams in
respect of hospital processes.
Measured, improved performance towards
achieving Referral to Treatment national
targets and standards.
Manage issues as they relate to
SECAmb.
Relationship and issues with SECAmb at
satisfactory levels.
Deliver increased access to IAPT
services.
Agreed measures delivered for increasing
IAPT referrals.
Work closely with Housing and
Homelessness Services.
All practices are signed up to SMI LCS
Deliver a measurable reduction in
suicide rates.
Director of
Clinical Quality
Throughout
and Patient
2017/18 -2019
Safety
Throughout Chief Operating
2017/18 -2019
Officer
. Q1
2017/18
Q1
Chief Operating
Officer
Chief Operating
Officer
2017/18
Deliver increased and enhanced
CAMHS services.
Increased and measurable referrals and
outputs from CAMHS Service.
Agree new pathways for autism
diagnosis and treatment.
Implementation of new autism pathways
Implement the detail of the
Maternity Five Year Forward View.
Implementation of the detail of the Maternity
Five Year Forward View.
Eliminate out-of-area placements
for non-specialist acute care
(QIPP). Reduce the number of
specialist out-of-area placements
Agreed reduction of the number of specialist
out-of-area placements.
Q2
2017/18
Q2
Elimination of out of area non-specialist
acute placements.
Chief Operating
Officer
Chief Operating
Officer
2017/18
Q3
2017/18
Chief Operating
Officer
Enabling
Supporting our objectives
through developing a strong
culture of enabling patients,
carers and the public, our
members and our staff to
deliver and realise the benefits
of transformation.
Empowering staff and members to
deliver our statutory and
organisational duties
Maintain organisational and statutory duties
through improved focus on core activities
while simplifying delivery through good
governance and implementing the outcome
of the CCG governance review
Support Governing Body members and
management team with targeted and
focused development
Maintain Financial Accountability
and Transparency
Develop an action orientated response to
staff survey and 360 degree stakeholder
feedback to create stakeholder engagement
plan.
Produce a clear investment and
disinvestment programme to be embedded
within the organization
Update and refresh the Patient and Develop PPE Strategy with clear structures
Public Engagement Strategy for
to support local people to have a greater
Brighton and Hove
influence on services we commission by
engaging with them in an open and honest
way, including annual engagement plans
and priorities.
Use local knowledge to ensure we listen to
all local people, including those from the
protected characteristics, to improve access
to services.
Development and implementation of
transformational plans.
Support PPG development to enable patient
voice at practice level.
Q1 – Q4
2017/18
Director of
Finance
Q1 – Q4
2017/18
CCG Chair
Q1
Chief
Operating
Officer
2017/18
Q1 – Q2
2017/18
Chief
Operating
Officer/Director
of Finance
Q1
Chief
Operating
Officer
2017/18
Q2
2017/18
Chief
Operating
Officer
Supporting our objectives
through developing a strong
culture of enabling patients,
members and staff to deliver
and realise the benefits of
transformation
Embedding the PPE toolkit to highlight and
evidence the impact on service change and
redesign for patients. In order to enable
patients to be part of service change and
redesign.
Supporting integrated working
through improved information
technology that supports patient
care and good clinical
commissioning
Support delivery of the shared patient
records
Develop business intelligence to support
commissioning
Q2
2017/18
Chief
Operating
Officer
Q3
2017/18
Director of
Delivery and
Performance
Develop interoperability of system across
providers
To ensure that the CCG’s
operating structure and
organisational form are fit for
the future
Workforce Development; CCG to
take a view in 2017.18 about
whether further commissioning
structures are robust and meet the
needs of a changing health and
care commissioning landscape
Chief Accountable Officer to take the
Governing Body through high level plans by
end of quarter 1 2017/18
Delivered by
end Q1
2017/18
Chief
Accountable
Officer
3. Benefits and Risks
The level and depth of the staff consultation will create an on-going engagement,
ownership and accountability of the CCG vision, its core values and corporate
objectives. It will therefore support the delivery of the overarching OD Plan.
The resulting Corporate Objectives will support our strategic objectives in terms of
culture and commitment at the CCG.
There are risks to the delivery of cultural change and strategic objectives if these
are not successfully embedded through the CCG through our management,
governance and communications practices. Measures promoting the ongoing
cultural changes required will be articulated in the final OD Plan.
Engagement and communication with staff will be strengthened by the introduction
of a new Staff Forum, which gives staff an opportunity to take an active part in
feeding back, finding solutions and suggesting improvements. Facilitated by staffside, the forums will provide a safe space for staff comment.
4. Next Steps
The next steps will be to launch our Vision and Values, Corporate Aims and
Objectives at the Staff Conference on 04 April and incorporate them into CCG
branding, as well as the CCG working environment. They will be re-visited
throughout the year by managers and staff through the Accountable Officer’s Staff
Briefings and Staff Forums and also through Appraisals and Supervisions.
On-going embedding of our core values and objectives by management,
governance and communications practices will be an important part of keeping staff
engaged and invested in the CCG vison as an organsation and for the population of
Brighton and Hove.
5. Conclusion
The agreed Vision and Values, Corporate Aims and Objectives will support the
CCG to adapt to the changing healthcare landscape by delivering organisational
change and integration.
The CCG Vision and Values, Corporate Aims and Objectives will underpin the
development of a robust OD Plan to be developed and implemented later this
spring.
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