South Devon and Torbay Clinical Commissioning Group

A Guide to South Devon and Torbay Clinical Commissioning Group Excellent, joined-up care for everyone

The CCG’s Governing Body; see page 13 for details.

Contents1 South Devon and Torbay Clinical Commissioning Group puts doctors at the helm

2 Why South Devon and Torbay CCG?

3 Our values

4 Our vision

5 What we want to achieve

6 Our mission

7 The way our organisation works

8 Joining up services across the whole system

9 What innovation means to us

10 Involving people in their healthcare

11 What we have done so far to involve people

12 What next for our CCG?

13 Who we are

23 What we have done so far

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South Devon and Torbay Clinical Commissioning Group puts doctors at the helm.Our clinical commissioning group (CCG) is led by local senior GPs who are absolutely committed to putting the patient first.

We believe the best people to do this are those who know patients best: the doctors, nurses, and healthcare professionals who meet patients daily and know what they really need.

We are among the new clinical commissioning groups which have chosen to have a doctor as their leader, rather than a manager. But our healthcare professionals work hand in hand with a team of NHS managers who have great experience in helping run health services for a local population. This brings clinical expertise together with NHS management skills – for the benefit of patients.

South Devon and Torbay CCG became fully authorised in January 2013, ready to take over its full responsibilities on 1 April 2013. Those responsibilities mean holding a large part of the NHS budget locally. We will be planning, designing and commissioning (buying) health services for our local population. With everything we do, we will ask: “How will that feel for patients?”

Why South Devon and Torbay CCG?We are one of two clinical commissioning groups in Devon. GPs across the county voted in 2011 on how they wanted things organised, and they decided to have two CCGs instead of one big one, so that local differences could be taken into account.

Our area fits in with the catchment area of our district general hospital, Torbay Hospital. Almost all people in the CCG area use Torbay Hospital for their operations, treatment, tests, outpatient appointments and A&E if they need it.

To keep costs down, we share some of the administrative tasks with Devon’s other CCG, which is Northern, Eastern and Western (NEW) Devon CCG. We also work closely with them because we have many similar aims.

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We have agreed our values, which tell people what we think is most important and what we stand for.As a CCG we are committed to:

Engaging – because we know that without finding out what other organisations and the public think and want, we can’t provide the best services for our community

Innovating – because by doing things differently and making the most of new technologies and ideas we can improve the quality, safety and convenience of services for patients

Working in partnership – because lots of other organisations do work that overlaps with ours, and we need to be working together towards the same goals to improve people’s health, quality of life and wellbeing.

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Our vision:

Excellent, joined-up care for everyone

We have also agreed three commissioning priorities for the year ahead:

1 Promoting self-care, prevention and personal responsibility, resulting in less need for urgent care

2 Developing joined-up, patient-centred community services (including mental health) closer to home

3 Leading a sustainable health and care system, taking in the workforce, buildings and IT

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What we want to achieve We have agreed that as an organisation we want to achieve:

Excellent customer experience and effective outcomes

A proud, motivated and skilled workforce

Collaborative working for all.

The CCG as a whole wants to demonstrate honesty, openness, warmth, humility and respect, to engender pride in the organisation, to look outwards, and to stay connected.

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Our missionOur mission is to work with GPs, local NHS organisations, social care and with others such as hospices and charities to make sure people get really well coordinated care and that no-one falls through the gaps.

We want to improve ‘customer service’ so that people feel they have been treated well all the way through, and don’t have to struggle to get what they need.

We want the best quality services for patients and people who use services, and to help people be as healthy as they can be, as independent as they can be, and have the best quality of life they can have.

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The way our organisation worksPatients and people who use our services are at the centre – that’s important. We build the rest around them. We have divided our area into five localities, to make sure local needs and priorities are taken into account.

Joining up services across the whole systemWe believe that if patients are to get really well coordinated care, then all the organisations they come into contact with need to work together to ensure they receive seamless care and the support they need, from when they first need help right through to the end of their treatment.

The newly-created Joined-up Cabinet – made up of senior health and care professionals, including GPs, pharmacists, hospital leaders, community services, public health and social care – has identified joint priorities. This approach aims to avoid gaps and duplications at every step.

The cabinet members want people to have a bigger say and bigger role in managing their own health and wellbeing, so that they are supported to look after themselves well.

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What innovation means to us Innovating means not being afraid to challenge the old ways of doing things. It is about encouraging people to share their ‘lightbulb moments’ with us.

It means looking around the world to find things that work really well and not being afraid to use them ourselves. Good ideas need to be adopted and spread without delay so that patients get the benefit.

Across the CCG, a lot of work is going on to improve services, and we want to make sure that patients, families, carers, staff, suppliers and organisations get a chance to contribute their great ideas to this. We’re in the process of creating a web-based platform as one way to gather ideas, but we are also making sure we learn from industry and other parts of the NHS about new ways of doing things that are working well.

We also want to make sure that when we develop our own original ideas, we have a proper intellectual property rights framework to protect them, so the NHS can reap the benefits.

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Involving people in their healthcareWe are involving people in their healthcare, and encouraging them to take as much responsibility as they can for caring for themselves. This includes supporting people with conditions such as diabetes or epilepsy so that they know what to do to better manage their health.

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What we have done so far to involve peopleAs we came together as a CCG, we asked people to tell us how they wanted us to engage with them as individuals, groups and organisations. People told us they wanted good communication and the chance to ‘meet the CCG’ and ask questions. Our communication and engagement plan responds to this.

We asked local people to help us select the right person to be our Governing Body non-executive director for Patient and Public Involvement. Pauline Barratt was chosen and she is challenging us on how we are involving people at every stage of our business.

We also worked with others to design a Strategic Public Involvement Group, an independent group made up of representatives from across our community. It monitors and challenges how the CCG engages with the public, patients and carers.

Our clinical leaders and Pauline Barratt have met representatives from the voluntary and community sector, GP surgery Patient Participation Groups, Local Involvement Networks and Healthwatch to hear their frustrations and hopes for services. We are trying to improve how we contract with the voluntary and community sector so that our smaller local organisations can work with us to support people in our communities.

What next for our CCG?Patient safety and the experience people have when they use services will come first.

We will also be working towards making sure that:

people get fully joined-up hospital and community services, seven days a week

it’s easier for people to see a GP, in and out of hours, so they don’t need to go to hospital

community teams include mental health professionals

talking therapies and crisis services are more readily accessed, especially for children.

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Dr Derek Greatorex, chair

Derek, of Kingsteignton Medical Practice, has been involved in health service management for the past 15 years, and was behind the development of Primary Care Groups and Trusts in their various waves.

Dr Sam Barrell, chief clinical officer

Sam, a GP at Compass House Medical Centres in Galmpton and Brixham, aims to work closely with patients, colleagues from secondary care, the local authority and public health to achieve our vision of a patient-centred clinically integrated model of care.

Steve Wallwork, managing director

Steve heads the CCG’s management team in a range of functions covering finance and performance, commissioning and quality, and the corporate responsibilities required in the running of a statutory NHS organisation.

Simon Bell, director of finance (chief finance officer)

Simon leads the finance, performance and contracting team which is responsible for such things as NHS contract negotiation and management, and business case support and evaluation.

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Who we areThe following biographies tell you a little about who we are.

Dr Charlie Daniels, clinical lead, finance

Charlie has been a GP at Chilcote Surgery, Torquay, for 25 years. He has been involved in the many NHS changes since 1990 and was chairman of Devon Local Medical Committee until 2009.

Dr Jo Roberts, clinical lead, innovation, communications and engagement

Jo, a partner at Paignton’s Mayfield Medical Centre for 21 years, believes that our healthcare community is widely regarded as innovative, which is an ideal foundation to build on for the future.

Simon Tapley, director of commissioning

Simon manages and is accountable for local budgets for community and acute contracts, and for prioritisation of funds, and he engages with all partners on redesigning and improving services.

Dr Adam Morris, clinical lead, commissioning

Adam has been a GP in Dartmouth since 2004. He has a passion for joined-up working, to ensure that patients are getting the best possible healthcare available in a way that is convenient and accessible.

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Dr Nick D’Arcy, clinical lead, quality and patient safety

A GP at Kingskerswell and Ipplepen Health Centres, Nick has been Professional Executive Committee Chairman of Teignbridge Primary Care Trust and had the same role at NHS Devon from 2006 to 2011.

Dr David Greenwell, clinical lead for integration

David, a partner at Torquay’s Southover Medical Practice, has been working in Torbay since 1990, and has been involved with commissioning since the start of the Primary Care Trust in 1998/99.

Dr Simon Knowles, non-executive director

Simon is a consultant pathologist in Somerset, while also having a broader role developing quality improvement skills for staff. He believes that staff satisfaction and patient satisfaction are inextricably linked.

Pauline Barratt, non-executive director

Pauline has enjoyed a widely varied career within the NHS, having trained as a nurse before moving into hospital senior management. She is passionate about giving a voice to people’s thoughts on healthcare.

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Who we are continued...The following biographies tell you a little about who we are.

Nick Ball, non- executive director

Nick has held senior finance roles in health and education and was director of finance at Plymouth College of Further Education and South Devon College. He feels the CCG is a chance to provide the healthcare people want.

Karen Grimshaw, non-executive director

Karen has 30 years of nursing experience, with expertise in Older People and Safeguarding Adults. She combines this with a passion for improving patients’ experiences and driving up standards in all care settings.

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Gill Gant, director of quality and patient safety

Gill’s team helps develop and monitor key quality indicators within contracts for all provid-ers. They also monitor serious incidents reported by our providers, and support multi-agency incident investigations.

Louise Hardy, director of organisation development

Louise’s team touches on every area of CCG development, from the structure, make-up and development of teams and committees, to the support of individuals, leading work to reflect the aspirations of our healthcare community.

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Mark Procter, director of corporate affairs and medicines’ optimisation

Mark’s team is responsible for ensuring that the CCG has robust corporate governance, assurance and processes in place. They lead risk management and information governance, as well as managing the commissioning support agreements.

Debbie Stark, co-opted member, director of Public Health, Torbay Council

Debbie is director of Public Health for Torbay and is vice-chair of the Health and Wellbeing Board. Her post has been a joint appointment across Torbay Council and the NHS for some years.

Jo Curtis, engagement lead

Jo, who has worked for the NHS locally since 2001, has responsibility for ensuring that South Devon and Torbay CCG has clear and proper public involvement in how it commissions health services.

Who we are continued...The following biographies tell you a little about who we are.

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Our CCG locality leads are:Dr Ian Morris and Dr Ben Titford, Moor to Sea locality leads

Dr Matt Fox and Dr Paul Raby, Coastal locality leads

Dr Mike Haugh, Torquay locality lead

Dr Will Howitt, Paignton and Brixham locality lead

Dr Nick Roberts, Newton Abbot locality lead

Our clinical leads are:Dr Andy Haytread, mental health

Dr John Whitehead, primary and urgent care

Dr Ellie Rowe, planned care

Dr Rob Bromige, patient flow

Dr David Barratt, children and maternity

Dr Eileen Deakin, long-term conditions

Dr Nick Cartmell, older people’s mental health

What we have done so farWe are a new organisation, but we are already winning national awards for our innovative approach. In 2012 we won both the NHS Alliance Acorn Award and the NAPC Vision Award for integrated care, for our work on ‘virtual wards.’ These focus on those people who have long-term health conditions and are most at risk of needing to be admitted to hospital if their condition worsens. The virtual wards aim to make sure they get the treatment and care they need so that they can stay well enough to remain in their own home.

The aim of keeping people as independent as possible and having care in their own homes stretches right across the work being done in South Devon and Torbay.

For many, ‘home’ is a nursing or residential home. We are also working jointly with care homes and residential homes, to help improve medical care for residents.

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Broadsands by LHG Creative 24

Booklet design by Naomi Cudmore www.lighthousecommunications.co.uk

ContactsWebsite www.southdevonandtorbayccg.co.uk Email sdtccg@nhs.net Twitter: twitter.com/sdtccg Engagement: Jo Curtis 01803 652 475 Communications: Sallie Ecroyd 01803 652 480 Glenn Price 01803 217 231