1. Hampshire CCG Partnership
Susanne Hasselmann, Lay Member
Hampshire CCG Partnership

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. Personal Reflections