This page is a printable version of: https://www.barkingdagenhamccg.nhs.uk/About-us/
Date: 02 July 2020
Barking and Dagenham Clinical Commissioning Group (CCG) is responsible, along with other health and social care professionals and patients, for deciding how most of the local NHS budget is spent.
GPs have always had a say in developing local health services, but since 2013 have taken on much greater responsibility to commission (which means to plan, buy and monitor) NHS services. To do this, they joined together as Clinical Commissioning Groups.
All GP practices in the borough are part of the CCG. We have a governing body, or board, which meets regularly, and is chaired by Dr Jagan John, a local GP and our Managing Director is Ceri Jacob.
Our role is to commission most local health services, from cancer care to mental health, hospital operations to prescriptions. This is laid out in our Constitution which sets out how we meet our responsibilities for commissioning care for the people for whom it is responsible. It describes the governing principles, rules and procedures that we has established to ensure probity and accountability in the day to day running of the CCG; to ensure that decisions are taken in an open and transparent way and that the interests of patients and the public remain central to the goals of the CCG.
We have developed a set of values and behaviours that describe how we conduct our business and how our staff conduct themselves. These values, which are linked to equality, are reviewed annually and are the building blocks of our organisation. They are: honesty, responsibility, caring, respect, professionalism, responsive, courageous, collaborative and integrity. These values are embedded in the NHS Constitution and in the CCG’s commitment to promote equality and human rights.
We work very closely with our neighbouring CCGs in Havering and Redbridge and with Barking and Dagenham Council to join up our services as much as possible and to help improve the health of local people.
“To provide a first class health service for our residents, both as individual GPs and as commissioners. We will work in partnership with our colleagues across the entire health and care community to ensure that this service delivers quality, innovation, productivity and prevention for the people that we serve.”
Commission safe, sustainable, high quality services for the local population: Improving the quality and ensuring the safety of acute hospital, primary care, community, mental health and specialist services is of the highest priority for outer north east London
Integrate care: Enabling improvements in care provided to individuals resulting in a better experience, improved outcomes and productivity
Redesign urgent and emergency care services: Ensuring patients and the public having access to convenient, high quality, timely and cost effective urgent and emergency care services and know how to access these services effectively
Stay healthy: Taking action to reduce the need for healthcare and to optimise the health of the local population needs to underpin and be integrated into all of these priority areas
Increase productivity: Increasing productivity; high quality services are also productive services; productivity measures can improve outcomes and patient experiences
We are pleased to present our Workforce Race Equality Standard (WRES) report for 2018/19. This report outlines the CCG’s performance across the nine WRES indicators. Looking at our findings we have developed a responsive action plan to address areas for improvement.
Barking and Dagenham CCG forms part of the North East London Commissioning Alliance, which also incorporates (incorporate remainder six CCGs deleting as appropriate based on CCG referenced in beginning of the sentence – City and Hackney, Barking and Dagenham, Havering, Redbridge, Newham, Tower Hamlets, Waltham Forest) CCGs.
We are keen to use the individual CCG WRES reports to support development of our plans to establish an integrated care system across North East London and to support programmes of work to improve the diversity of our workforce and improve the opportunities for our local population.
To help with this work we will be reviewing the results and planned actions from the NELCA CCGs at a future workshop at which we aim to get a range of representatives to work up a NELCA wide WRES actions which ultimately will feed into a broader diversity and inclusion strategy. As this work develops we will be keen to engage with staff in a range or ways to get them involved in helping us address this important area of work.