Hampshire CCG Partnership Susanne Hasselmann, Lay Member Hampshire CCG Partnership

Our context 4 CCGs serving population of 850,000 87 member practices £1.1billion budget 2 STPs: Frimley, and Hampshire & IoW 2 New Care Model Vanguards Frimley Accountable Care System

The changing NHS landscape From: To also: Market and competition, buying and selling Winners and losers Sovereign organisations Independent assurance of providers and commissioners Building successful well led integrated systems Collective responsibility Blurring boundaries between commissioning and provision Accountable Care Evolving Accountable Care Systems & Accountable Care Organisations Systems changing at different paces, in different ways, different approaches We have been thinking through the implications for CCGs how we respond to support systems to transition successfully roles and responsibilities in the future models, and during the transition period

We embarked on a journey together in a spirit of partnership Rationale for our Partnership c90 of the 200 or so CCGs in England now share a single Accountable Officer. Why did we choose to work together? CCGs provide a strong local focus, engaging clinicians and patients to redesign services. Working together with one leadership team across our partnership we are also able to: Have greater leverage & influence Work effectively with local authorities Bring a consistent commissioning voice Share talent and skills of clinicians, managers and lay members Reduce duplication Better support System Reform We embarked on a journey together in a spirit of partnership

Partnership Priorities To deliver the agreed operational performance and quality standards for our 850,000 population within the available resources, addressing areas where current performance and quality is below acceptable levels. Priority 1: Performance & Quality Priority 2: Service Improvement To deliver the local and partnership wide programme of service transformation, to bring about sustainable improvements in health outcomes, care quality and efficiency for our populations. To enable the development of effective local care systems and the future arrangements for strategic commissioning, strategic planning and system assurance, in order to create the environment for success. Priority 3: System Reform To develop our people and member practices, our cultures and our leaders to enable innovation, excellence and high levels of staff satisfaction and productivity. Priority 4: People Development To develop the CCG Partnership to enable the four CCGs to work together and use their combined strength and influence to deliver improvements for patients Priority 5: Develop the Partnership

The future of CCGs in local care systems A crucial role for CCGs in a successful Local Care System Statutory responsibilities will remain unchanged until Brexit concluded How these responsibilities are delivered is changing Many of the functions required in a successful Accountable Care System reside in CCGs A single, consolidated commissioning voice in each local delivery system – CCGs, NHS England, local authorities. Reduce transaction costs and duplication - some single, Accountable Care System wide functions eg service redesign, quality improvement, communications, planning Delivering our duties by taking collective responsibility CCGs adding value to the work of each local care system

The future for CCGs working together at scale A vital role for CCGs working across STPs Responsibility for planning provision of services which require scale or span local systems Includes (eg) mental health and many services commissioned by NHS England Responsibility for holding local care systems to account – and eventually contracting with Accountable Care Organisations Implies a different way of working with NHS England Implies a different role and way of working with the STP(s) The partnership operating at scale across a larger patch Planning and holding to account across a number of local systems

Personal Reflections