Corporate Objectives 2019/2020

Our vision for improving the health and wellbeing of people in Walsall will be achieved by following clear corporate objectives. These objectives reflect where we are now as a CCG, where we want to be in the future and our obligation to fulfil our statutory duties. In our latest Corporate Objectives update, we have divided them to fall under 3 broader aims.

Aim 1: To effectively commission services which will improve the health and wellbeing for our population

Corporate Objective 1 – Create a local health and care service with our partners

Through patient and public involvement, we wish that by year-end there is an understanding of the important role that people and communities play in the future local place-based arrangements. We wish to deliver on:

  • Organisational Development for Multidisciplinary Teams (MDT) and Walsall Together working arrangements
  • Development of the Single Point of Access (SPA), urgent community response and recovery support
  • Integrated governance between primary and community services
  • Defining CCG activities and future contracting as part of Walsall Together
  • Overall co-ordination of CCG activities in preparation for becoming part of Walsall Together
  • Development of effective Primary Care Networks (PCNs) made up of local GP practices and community teams
  • Supporting people living in care homes by implementing the Enhanced Health in Care Homes (EHCH) care model
  • Supporting people to age well
  • Reducing pressure on emergency hospital services
  • The choice and control of the personalised care model
  • The digital-first primary care delivery
  • Management of long term condition pathways
  • Develop local place-based assurance
  • Overall commissioning oversight of Walsall Together.


Aim 2: To comply with our statutory duties and responsibilities and keep people safe

Corporate Objective 2 – Make sure that the services we buy are of good quality, delivered safely and perform well

Through patient and public involvement, we want to ensure the experiences of people are used to shape improvements in care in the priority areas, and that future services are designed through the involvement of those using them. We’re aiming to have the CCGs bringing together integrated assurance into a single committee, and also improve the assurance to the Governing Body on the delivery of quality and safety. Also, there is a priority on making positive improvements in primary care as a basis for the local care model.

Focus on key areas for improvement:

  1. The urgent care system
  2. End of life (EOL) care and mortality in Emergency Departments
  3. Maternity services
  4. Transforming Care Partnership (TCP), Learning Disability (LD)and Autism agenda including individual case management, community care and the wider scope of access to services for people with LD and autism.
  5. Children and young person’s agenda – case management for the complex cases, Continuing Healthcare (CHC), Child and Adolescent Mental Health Services (CAMHs) children’s mental health.

We wish to deliver on:

  • The Improvement and Assessment Framework (IAF) measures where we need to see significant improvement
  • 9 must dos – all Operational Plan deliverables in place
  • Health inequalities

Corporate Objective 3 – Manage the money well

Through patient and public involvement, we aim to ensure that the Quality Innovation Productivity and Prevention (QIPP) plans are communicated and engaged upon and that no decisions are made without adequate involvement. We aim to establish plans to meet statutory financial duties, and also to establish effective financial risk management protocols. Finally, we want to recurrently deliver the QIPP programme.

Corporate Objective 4 – Ensure effective delivery of our statutory duties

In terms of our patient and public involvement, no decisions are to be made without adequate involvement, and we also aim to deliver on the duties which we directly manage now, and understand how we will quantify the delivery of this then they eventually become part of the placed-based care model. We will provide clear reporting for assurance to the Governing Body on how we deliver on:

  1. Continuing Healthcare (CHC)
  2. Medicines Management
  3. Safeguarding
  4. Individual case management
  5. The functions overseen by Audit and Governance or Remuneration, Human Resources –  General Data Protection Regulation, Health and Safety, Emergency Preparedness, Resilience and Response, Equality and Diversity

Aim 3: To ensure strong leadership and governance arrangements

Corporate Objective 5 – Make sure the CCG is the best we can be

Staff and member practices will feel engaged with and will continue to be given the opportunity to influence change, and feel supported throughout this process. We wish to deliver on:

  • Developing our vision for the Long Term Plan
  • Improving collaboration between Walsall and Dudley CCGs
  • Collaboration with partner CCGs across the STP
  • Moving towards a single CCG team across the STP
  • Achieving the 20% management cost reduction
  • Establishing a single management of change process
  • Building CCG resilience and maintaining business continuity
  • Reviewing Commissioning Support Unit (CSU) support requirements
  • Staff engagement process
  • Develop and deliver the Organisational Development plan
  • Improving our relationships with primary care practices
  • Our resilience, effectiveness and preparations for change
  • Continued improvement of our governance arrangements.

Corporate Objective 6 – Work well with the Local Authority

Through our Stakeholder involvement, the Local Authority (LA) sees us as partners in commissioning services to improve health outcomes for local residents, and they also understand our plans and why they are in place. LAs see a role for them in future place-based arrangements. The role of the CCG will continue to be understood:

  1. the local system for placed-based care
  2. the economic regeneration with the local authority
  3. the joint statutory arrangements with the LA
  4. working with the Office of Public Health (OPH)

Also, we will ensure the effective governance and delivery of statutory responsibilities, particularly with the local council. Furthermore, we want to develop our local Estates strategy.

Corporate Objective 7 – Work with the other Black Country CCGs and providers to provide joined-up health services where it is best for the public

We want people to see the benefits of collaboration across the Black Country through patient and stakeholder involvement. We want to ensure the CCG makes a fair and appropriate contribution to:

  • the system in readiness for moving towards an Integrated Care System (ICS)
  • service review programmes and the clinical leadership group agenda
  • evaluating risks and opportunities for acute and mental health/Learning Disabilities provider collaboration
  • ensuring alignment between CCG commissioning of services which form part of the horizontal integration agenda
  • increase our contribution to the Clinical Leadership Group for effective influence for clinical priorities across the Black Country

Corporate Objective 8 – Develop the IT systems to make a real difference to patient care

By year-end, we aim to see an increase in understanding and usage of online/digital services to deliver safe care through patient and stakeholder involvement. We want to ensure appropriate digital considerations are made when making commissioning decisions, and also to ensure the requirements of the NHS Long Term Plan (LTP) are included in CCG digital strategies and the Black Country Local Digital Roadmap. We aim to manage the performance of IT providers, and finally, ensure compliance with the GP IT operating model.