South Tyneside CCG

South Tyneside CCG CCG authorisation 360o stakeholder survey report

Background and objectives • In April 2012 the NHS Commissioning Board Authority (NHSCBA) published Clinical commissioning group authorisation: a draft guide for applicants which sets out the thresholds for authorisation that CCGs must meet. • The vision for CCGs is rooted in three principles: giving patients more power; focusing on healthcare outcomes, quality and reducing inequalities; and giving frontline professionals greater freedoms and a strong leadership role. For CCGs to fulfill these principles successfully, they will need to form strong relationships with a range of stakeholders, including patients, clinical colleagues both within and outside their CCG, colleagues in local authorities and health and wellbeing board(s), providers, other commissioners and those who will provide commissioning support for the CCG (where appropriate). The potential of CCGs will only be realised if these relationships are in place. • Therefore, a key part of the authorisation process is the CCG authorisation 360o stakeholder survey, which has been conducted with a broad range of stakeholders connected to each CCG. In a system where much will be achieved through relationships that harness the expertise of different stakeholders, the survey is an essential part of understanding how those relationships are developing and therefore the CCG’s readiness for authorisation. The survey allows the NHSCB to learn more about the aspiring CCG’s relationships with its stakeholders and therefore to assess whether the relationships forged during transition are likely to provide sufficient basis for effective commissioning by CCGs.

Methodology and technical details • The applicant CCG provided the list of stakeholders for the CCG authorisation 360o stakeholder survey as specified by the stakeholder framework which was provided to them. The following stakeholder groups were included in the survey: • The survey was conducted primarily online. Nominated stakeholders were initially invited to participate via email. Those stakeholders who did not respond to the email invitation were telephoned by an Ipsos MORI interviewer who encouraged response and offered the opportunity to complete the survey by telephone. • Within the survey, stakeholders were asked a series of questions about their working relationships with the CCG. In addition, as each stakeholder group has different areas of experience and knowledge, they were presented with a short, personalised section of questions that was specific to the stakeholder group they represent. Each question is linked to one of the six domains of authorisation set out in Clinical commissioning group authorisation: a draft guide for applicants.

Methodology and technical details • Fieldwork was conducted between 13 August and 7 September 2012. • 45 of South Tyneside CCG’s stakeholders completed the survey. The overall response rate was 92% which varied across the stakeholder groups as follows:

Interpreting the results • Results for each question are shown in percentages (%) and the number of stakeholders giving a certain answer (n). • In the tables, the number of stakeholders giving a certain answer are included in brackets. • For questions with fewer than 30 stakeholders answering, we strongly recommend that you look at the number of stakeholders giving each answer rather than the percentage, as the percentage can be misleading when based on so few stakeholders. • The number of stakeholders answering (the base size) is stated for each question in this report. • The base size is shown at the bottom of each chart and in every table. • In some cases, percentages have been rounded up or down to ensure that the figures in a pie chart sum to 100%. • Where the results for net scores (e.g. strongly/tend to agree) do not match the results you obtain from adding percentages in the chart, this is due to rounding. This work was carried out in accordance with the requirements of the international quality standard for market research, ISO 20252:2006 and with the Ipsos MORI Terms and Conditions which can be found here

Engagement and relationships

Engagement and relationships: Summary

Engagement and relationships: Summary • Stakeholders are very positive about the engagement that has taken place so far with South Tyneside CCG. • All stakeholders say they have been engaged by the CCG at least a fair amount and the vast majority are satisfied with the way in which this has been done so far. • Working relationships also appear to be very strong, with all except two describing them as good. • The CCG performs above the average across Wave 3 CCGs here. • The leadership of the CCG is also rated very highly by stakeholders and again results tend to be more positive than the average for this wave. • Views are relatively consistent across the different stakeholder groups, with a few individual instances of lower engagement or satisfaction.

Domain 1: A strong clinical and multi-professional focus which brings real added value

Domain 1: Summary

Domain 1: Summary • Views on the arrangements toensure that the clinical perspective is represented within South Tyneside CCG are positive. • A majority of member practices say they were involved in discussions about the proposed configuration, structure and governance arrangements, and think that the structures in place for them to be involved in decision making are effective. • Both findings are in line with the Wave 3 average. • While two clinical colleagues outside the CCG are satisfied with arrangements for them to input into discussions about local healthcare services, the other two are ambivalent. • The Health and Wellbeing Board members and LINks/HealthWatch/patient group stakeholders are all positive about the clinical leadership of the CCG.

Domain 2: Meaningful engagement with patients, carers and their communities

Domain 2: Summary • Among the four local authority stakeholders, two were involved in discussions about the geographic area that the CCG would cover. • However, all are satisfied with the boundaries.

Domain 3: Clear and credible plans which continue to deliver the QIPP (quality, innovation, productivity and prevention) challenge within financial resources, in line with national requirements (including excellent outcomes) and local joint health and wellbeing strategies.

Domain 3: Summary • Awareness and understanding of the CCG’s QIPP plans and priorities is strong; almost all stakeholders have some awareness of South Tyneside CCG’s QIPP plans and priorities. • Among those who are aware of the plans, over nine in ten consider them to be clear and three quarters are confident they will deliver continuous improvements in quality within the available resources. • These views are ahead of the average for Wave 3 aspiring CCGs. • The three NHS provider stakeholders believe the CCG is fairly committed to helping them deliver their own QIPP plans.

Domain 5: Collaborative arrangements for commissioning with other CCGs, local authorities and the NHSCB as well as the appropriate commissioning support

Domain 5: Summary • Stakeholders are largely satisfied that collaborative arrangements are in place and working well within South Tyneside CCG. • All local authority stakeholders feel that they are working well with the CCG to develop shared plans where a need for integrated commissioning has been identified. • There do seem to be arrangements in place with the local authority to safeguard both children and adults, and those local authority stakeholders who are aware of these arrangements all think they are appropriate. • Reflecting this clarity, accountability also seems transparent, and for both children and adults stakeholders know who would be accountable, or at least how to contact them.

Domain 6: Great leaders who individually and collectively can make a real difference

Domain 6: Summary • Views of governance structures within South Tyneside CCG are positive. • All but two member practices report a good understanding of their own responsibilities under the CCG’s constitution and a majority understand the responsibilities of the governing body towards them. • Similarly, most are confident in the systems to sustain two-way accountability. • These findings are broadly in line with the Wave 3 norms, if not slightly better. • However, member practices are a little less likely than average to say there are arrangements in place for the delegation of functions within the CCG. • More typically, the majority of practices are satisfied with these arrangements. • All except four members are confident in the in the Designate Chair of the CCG’s governing body. This work was carried out in accordance with the requirements of the international quality standard for market research, ISO 20252:2006 and with the Ipsos MORI Terms and Conditions which can be found here

South Tyneside CCG