1. Being a Lay Member for the Isle of Wight CCG 16 March 2017

2. “no decision about me without me”.
Where have we come from?
White Paper: Equity and Excellence: Liberating the NHS , published in 2010, outlined reforms to the NHS including the development of Clinical Commissioning Groups (CCG’s). The paper set out a vision for the future of the NHS including:
Putting patients at the heart of everything the NHS does.
“no decision about me without me”.
Focusing on continuous improvement of things that really matter to patients - outcomes.
Empowering and liberating clinicians to innovate, and focus on improving health and wellbeing services.
These reforms were given legal status in the Health and Social Care Act and the CCG on the island was established in 2013.

3. The Isle of Wight CCG
The Isle of Wight Clinical Commissioning Group (IWCCG) is a membership organisation accountable to the 16 GP Practices on the Isle of Wight that is clinically-led and locally owned.
Is a statutory organisation that is accountable to NHS England.
Made up of Island GPs, other healthcare professionals, commissioning managers and support staff. Around 90 directly employed people.
Responsible for commissioning certain healthcare services for island residents including:
Most hospital care including planned care and emergency care
Community services
Mental health services
Ambulance and patient transport
Primary Medical Care services
Responsible for ensuring continuous improvement in the care provided by our members and those we commission
A budget of around £230m.

4. The Isle of Wight CCG (2) Is not responsible for:
Other primary care services including:
Dentistry
Opticians
Pharmacists
Specialist Care (e.g. specialist cancer care or conditions like Cystic Fibrosis)
Prison healthcare

5. Clinical Commissioning?
Commissioning is the planning and buying of healthcare services. Clinically-led commissioning, involves CCG’s as a group consisting of and led by GP’s as healthcare professionals who have the most direct contact to patients, having responsibility for commissioning healthcare.

6. Commissioning Cycle
Copyright © 2011, Re-used with the permission of The Health and Social Care Information Centre. All rights reserved.

7. Commissioning high quality, sustainable and integrated healthcare
Our Vision
Commissioning high quality, sustainable and integrated healthcare
The vision recognises the unique circumstances on the Isle of Wight where there is a small isolated and older population and where local services operate at the margins of viability

8. Our Values
Our approach to commissioning is clinically-led and patient focused
We maximise access to local services in the context of commissioning best clinical care.
We empathise with those that suffer through ill health, working hard to reduce that suffering.
We embrace change, looking for innovation and scientific advance which will benefit our providers and our community
We believe that prevention is as important as cure
We involve and listen to our communities knowing they have the capacity to understand and participate in making decisions about their healthcare.
We are accountable for the decisions we make.
We conduct ourselves with integrity, honesty, candour and fairness.
We have the courage to make difficult decisions
We are respectful to all people
We encourage efficiency and minimise bureaucracy

9. Our Aims
These are the aims against which we will measure improvements in health and wellbeing services:
Work with partners to improve health and wellbeing for patients, carers and communities.
Reduce the difference in life expectancy and burden of disease that exists between our most advantaged and most disadvantaged communities.
Ensure that when patients need healthcare, their experience is positive.
Ensure that when the need arises, our patients will access high quality, safe services.
Embed patient and public involvement in our work.
Ensure our practice members value their role within the CCG.
Ensure the healthcare we commission is effective, efficient and financially sustainable

10. Organisational Structure
CCG Membership Council
16 Members
Membership defined as all primary care contracts with registered lists
Meets 2 x per year – supporting strategy and receiving feedback from Governing Body
Makes up electoral college for election of GPs to Clinical Executive
One member one vote
May no confidence Governing Body
CCG Governing Body
GP Chair
GP Elected Member
Accountable Officer
Chief Finance Officer
Director for Commissioning
Director for Quality and Clinical Services
Lay Member (Audit and deputy chair)
Lay member – PPI
Lay member (Primary Care)
Nurse
Secondary Care Doctor
Function - to ensure arrangements are in place for CCG to fulfil functions
Clinical Executive
Accountable Officer
GP Chair
5x Elected GPs
Chief Finance Officer
Director of Commissioning
Director of Quality and Clinical Services
Director of Public Health
Function: to oversee day to day and detailed work

11. Senior Committee Structure
Governing Body
Primary Care
Committee
Audit
Committee
Remuneration
Committee
Quality
Committee
Clinical
Executive
Simple & minimal committee structure (3 statutory and 2 non-statutory)
Minimum of bureaucracy consistent with organisational approach
Maximum delegation to the Clinical Executive

12. Clinical Executive Clinical Executive North and East Locality South
West and Central
Locality

13. Governing Body
The key function of the Governing Body is to ensure that the Isle of Wight CCG exercises its functions effectively, efficiently, economically, with good governance and in accordance with the terms of the CCG constitution as agreed by its members.
The Governing Body aspires to:
Develop a culture that ensures the voice of the member practices is heard and the interests of patients and the community remain at the heart of discussions and decisions;
Act in the best interests with regard to the health of the local population at all times;
To commission the highest quality services with a view to securing the best possible outcomes for their patients within their resource allocation and maintains a consistent focus on quality, integration and innovation:
Take decisions with regard to securing the best use of public money;
Act with a view to securing that health services are provided in a way which promotes the NHS Constitution;
Responsive to the views of local people and promotes self-care and shared decision making in all aspects of its business; and
Ensure that good governance remains central at all times.

14. Lay Member: PPI Purpose of the Role:
To ensure that voice of the local population is heard and that opportunities are created and protected for patient and public empowerment in the work of the CCG.
Ensure public and patients’ views are heard and their expectations understood and met as appropriate;
Ensure that the CCG builds and maintains an effective relationship with Local Healthwatch and draws on existing patient and public engagement and involvement expertise; and
Ensure that the CCG has appropriate arrangements in place to secure public and patient involvement and responds in an effective and timely way to feedback and recommendations from patients, carers and the public.
You may be required to chair meetings and sit on Governing Body sub-committees as required.

15. Some of the Details… Remuneration: £6156.96 Per annum
Claim allowances: Travel and subsistence costs incurred necessarily on NHS business.
Time commitment: minimum of 2.5 days per month including during the working day (mainly Thursday) or occasionally the evening.
Period of appointment: 3 calendar years from appointment.
Personal development: Comprehensive induction training and other training opportunities including an annual performance review.
Standards in public life: You will be expected to demonstrate high standards of corporate and personal conduct.
Conflict of Interests: Independence from any provider of services for the CCG.
Disqualification for appointment: Must be eligible against relevant criteria at the point you take up post.

16. Applying.. If you are interested in applying for the post:
For an informal discussion please contact Helen Shields on
Send a CV with covering letter to:
Helen Shields on
Closing Date: 30 March 2017
Interview Dates: 4 April 2017

17. Any Questions?