Our Vision and Values

“Creating a Healthier Hull”

Our values

The CCG Board has developed the following values:

  • To listen – We will listen to all communities.
  • To value – We will value, respect and respond to all (contributions).
  • To challenge – We are ready to challenge and be challenged.
  • To innovate – We will strive for excellence.

In July 2015 our Board agreed to adopt a Behavioural Framework for the CCG. Adoption of the Framework will provide clarity as to the behaviours required within the CCG to support and encourage leadership at all levels of the organisation. You can view this here.

Our overall CCG strategic aims

  • To improve life expectancy and reduce health inequalities.
  • To work with partners to ensure services are integrated with those of the voluntary sector, community sector and the local authority in order to address the wider causes of poor health.
  • To commission health care that delivers quality outcomes that are focused on the need of the individual and that treats people with compassion and dignity and is delivered in the most appropriate setting.
  • To work with our partners to address the prevalence of smoking, obesity and substance misuse.
  • To reduce the variation in the quality of care.
  • To lead sustainable change to transform healthcare provision in Hull.

NHS Hull CCG will deliver its aims through achievement of the following objectives.

Principles on public involvement

NHS Hull CCG continues to meet its duty under section 14Z2 of the Health and Social Care Act and can demonstrate how the public voice is at the heart of everything we do and is truly embedded within the commissioning cycle. The CCG was rated ‘Good’ under the NHS England Assurance Rating Patient and Community Engagement (2016-17).

The CCG has a strong record of local engagement and partnership working and continues to build on its well established links with local communities, specialist interest groups, voluntary sector organisations, local businesses and our wider stakeholders and partners.  The introduction new robust equality impact assessment process further strengthens the engagement process and ensures that we identify and speak to the right people, at the right time and in an inclusive and accessible way.

The organisation reflects its commitment within two of its strategic aims for 2017-18, which specifically relate to public engagement and patient experience, namely:

  • Ensure that patient and public views contribute to the integrated commissioning process through a rolling programme of engagement
  • Local services respond to patient insight and experience to improve services

There are a number of established programmes and mechanisms that the CCG utilises as part of its ongoing approach to participation and engagement.

Our overall CCG objectives

2020/2021 Clinical Commissioning Group Strategic Objectives

Outcomes that will indicate success

1 – Facilitate strategic Humber-wide planning and transformation, focusing on quality outcomes and patient experience as the catalysts for clinically-led change

I) Delivery of Phase 1 of the Humber Acute Services Review

II) Formal establishment and functioning of the Humber Strategic Commissioning Board

III) Development of an integrated approach to quality improvement and assurance

IV) Ensure that patient and public views contribute to the integrated commissioning process through a rolling programme of engagement

2 – Advance at system-level the delivery of the commissioning priorities set out in the NHS Long Term Plan

I) A revised operating model across Hull, East Riding and North Lincolnshire CCGs, with clearly defined lead functions, roles and responsibilities

II) Work with the LMC and PCNs to develop specifications for the network DES from 2020

III) Working with the three main local providers to develop engagement and capability to optimise integrated delivery and partnerships

3 – Support the delivery of financial strategies and actions as enablers to system-wide transformation

I) System-wide 2020/2021 financial envelope achieved

4 – Successfully and effectively commissioning health services to meet the reasonable health needs of the people of Hull

I) Achievement of NHS Constitutional targets

II) Reduction in the growth in demand by commissioning for integration and prevention

III) Ensure that patient and public views contribute to the integrated commissioning process through a rolling programme of engagement

5 – Work in partnership with Hull City Council and others to implement a population driven approach to improving health outcomes and reduce health inequalities, targeting in particular the most disadvantaged in local communities

I) Delivery of Health & Wellbeing Board and Hull Place-Based Board Strategies

II) Delivery of the Integrated Financial Plan

III) Development and progression of strategies and services to narrow the health inequality gap and co-create models of care based on improving safety, patient experience and outcomes

6 – Develop an agreed out of hospital strategy for Hull, supporting local Primary Care Networks to determine models for transition to integrated provision

I) Integrated primary- care led out of hospital model in operation

7 – Focus on care and services for children in Hull, improving performance against statutory responsibilities and achieve better outcomes as measured by experience and engagement

I) Delivery of the SEND Accelerated Progress Plan to the satisfaction of the Department for Education

II) LAC / general CYP

8 – Delivery of Statutory Duties

I) Approval of unqualified annual accounts and positive VFM assessment at year-end

II)  Substantial assurance from Head of Internal Audit Opinion Statement at year-end

III) Achievement of the requirements of Section 14Z2 of the Health and Social Care Act 2012

9 – Maintain support for the effective local planning and response to the Coronavirus Pandemic, ensuring that positive innovations are retained, improved and generalised.

I) An effective ongoing CCG response to the Coronavirus pandemic, including steps to maximise the safety of staff and the local population

II) Assessment and management of the COVID related changes to clinical Pathways and ways of working, with retention of positive adjustments where these are beneficial to patients and staff

III)Clear and effective demarcation between Covid and non-Covid services in order to maximise access to safe and efficient non-COVID services according to clinical need

Our mission statements:

  1. We will aspire to transform the health of our community.
  2. We will strive to commission high quality, safe and acceptable services.
  3. We will conduct ourselves with dignity, and show respect and tolerance to all members of our community.
  4. We will be transparent and democratic in our decision making.
  5. We will promote effective communication at all levels.
  6. We will engage with, and attempt to inspire, all stakeholders.
  7. We will be innovative in our approach and radical should situation demand.
  8. We will promote health education amongst professionals and the general public.
  9. We will endeavour to reduce health inequalities in Hull.
  10. We will be accountable for all decisions made and be open to scrutiny to demonstrate sound corporate governance.
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