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Corporate Objectives


CCG’s are required to set objectives that are capable of some degree of measurement using the approach set out in their risk management strategy and policy. Risks throughout the organisation can then be aligned to these objectives.

This forms part of the system of internal controls which are audited on an annual basis and which need to be accounted for by the CCGs in their annual governance statements using the template in the Department of Health and Social Care Manual of Accounts Guidance.

 

Corporate Objectives for the Surrey Heartlands CCGs 2019/20

 

Objective 1: Continue to work towards achieving Sustainable Systems

 

  1. Continue to develop the necessary system architecture, controls and innovation for achieving system wide financial balance and high quality of services within the commensurate level of resources available.
  2. Continue working with the Surrey Heartlands Academy to achieve models of sustainable and evidence based service transformation.
  3. Support integration at all levels of the system to ensure appropriate care at the appropriate time and place, both in Surrey Heartlands and with neighbouring commissioners where patient flows cross hospital and county boundaries.

 

Objective 2: Develop collaborative working and organisational change, at both place and scale

 

  1. Develop and support effective and well governed forums for collaboration at all levels of the health and social care system - Surrey-wide, in the Surrey Heartlands Integrated Care System, and at Integrated Care Partnership and Primary Care Network level ensuring the release of resources (efficiencies) into wider system developments for the benefit of local populations and people.
  2. Prepare for formal organisational changes commencing April 2020, including East Surrey coming in to the Surrey Heartlands Health and Care Partnership, ensuring member support and stakeholder engagement and benefits realisation for the development of ICPs, the membership, the population and patients.

 

Objective 3: Support the development of integrated care

 

  1. As part of an ICP, develop and implement integrated services to improve the outcomes of the local population, using population health management approaches to balance between preventive and interventional care and support.
  2. Actively engage in the ICP and hold partners to account for delivery of objectives and good governance within agreed ICP framework.
  3. Actively engage in and support a locally agreed development plan that supports estates, digital transformation etc within an at-scale context.

 

Objective 4: Support Primary Care Development in line with the NHS Long Term Plan

 

  1. Continue implementation of primary care networks to bring general practices together to work at scale as a key building block of the NHS Long Term Plan.  In effect, support the trust and relationships needed for successful collaboration, so practices are enabled to be resilient and sustainable to deliver the significant ambitions of providing a wider range of services to patients and integrating more easily with the wider health and care system.
  2. Ensure the success of the (now Surrey Heartlands wide) devolved responsibilities for primary care commissioning from NHS England and ensure that these are consistent with wider system development.

 

Objective 5: Safe, effective care providing the best possible health and care outcomes and patient experience

 

  1. Ensure health and care and best outcomes for all the people in Surrey Heartlands.
  2. Eliminate avoidable harm and reduce unwarranted variation in healthcare.
  3. Consistently commission evidence based practice.

 

Objective 6: Enabling children and young people to access the right help and services at the right time

 

  1. Working in collaboration with system partners on a range of evidence based approaches to transform current children’s services.
  2. Ensure learning from the transformation themes are applied in the design and procurement of the new Emotional Wellbeing and Mental Health services.

 


Page updated:8 July 2019
Next review due:7 July 2020
Model Publication Scheme:Class 1 - Who we are and what we do
 
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