Patients are at the heart of everything we do in Hillingdon CCG. Our vision is to give every child and family the best start, to support people to live healthy lives, make sure there is care and support as local to where people live as possible, and if hospital care is required we want patients to receive high quality care as quickly as possible.
Our priorities are focussed around three pillars:
NHS Long Term Plan
The NHS Long Term Plan published earlier this year, is a new plan for the NHS to improve the quality of patient care and health outcomes. The plan focuses on building an NHS fit for the future.
In North West London we will be developing our local plans to support the new NHS long term vision and engaging with local people and organisations in this process.
We will then work with our health and local authority partners, a collaboration of over 30 organisations to deliver this plan in our Health and Care system.
We are working to seven interconnected priority areas:
Case for change – commissioning reform
As part of our response to the NHS Long Term Plan, we have been looking at the implications of moving towards a single CCG.
To give you a better understanding of the entire process, (known as commissioning reform), we have published our case for change and summarised the key points below, but please read the entire document to get the full information.
Why is this happening?
- We want to align with national policy set out in the NHS Long Term Plan – that suggests that all sustainability and transformation partnerships (STPs) develop into an integrated care systems (ICS), by April 2021 typically supported by a single CCG. This will also be in line with other STP areas in London which are going through a similar process.
- Although CCGs will be aggregated into more strategic organisations, we will in parallel be developing local integrated care partnerships with our partners in the NHS, local government and the third sector.
- We have unwarranted variation in health outcomes and duplication across eight boroughs – by reducing this inefficiency we can improve quality and reduce inequalities.
- We also need to save money – the running cost reductions will make a small contribution to our savings requirement, but the more significant savings will come from reducing duplication and operating as an integrated system rather than in a competitive system under payment by results.
What will this look like?
This will mean that the eight CCGs will become one statutory organisation.
We would still need local delivery teams, i.e., we envisage we would have local teams working in the areas currently under a CCG. These delivery teams will develop and support the emerging integrated care partnerships (ICPs), which in turn support the developing primary care networks (PCNs).
We are currently engaging with our stakeholders to shape these proposals