Introduction to NHS Croydon CCG

Croydon Clinical
Commissioning Group
An introduction
The CCG is responsible for
overseeing the local NHS budget of,
approximately £415 million for
hospital, community and mental
health services. Our job is to make
sure it is spent on the right services
to meet the health needs of people
in Croydon.
The CCG is an autonomous statutory body
accountable to NHS England nationally
We are responsible for
planning, designing and
commissioning healthcare
services for the people of
We commission a wide range of services
across primary, community and secondary care:
Planned Hospital Care
Urgent & Emergency Care
Rehabilitation and Continuing Care
Community Health Services
Mental Health Services and Learning
Disability Services
We are an organisation led by GPs
We are a “membership”
organisation made up of all 61
GP practices in the borough of
We understand the needs of our patients because we
see them every day and we are committed to working
with our local partners in health, public health, and
social care to improve the way in which we deliver
The clinical influence of our
membership and clinical
leadership means that we have
been able to focus on quality
and clinical effectiveness this
We know that our partnerships have become even
more important:
• With providers, for example in our whole system
Transformation Board
• With Croydon Council, through our Integrated
Commissioning Unit, the Health & Wellbeing
Board, and Public Health
• With Patients, the public and other stakeholders
• With other CCGs in South West London (the South
West London Commissioning Collaborative)
Our team (Governing Body)
It has been an important year for the NHS
nationally and locally.
The population of our borough
is increasing. We also know
that people are now living
longer, and often with one or
more long-term medical
This means that there is more demand than ever on
our health services, and this demand is continuing to
increase and we know that the funds available to
spend on health services will not be able to keep pace
with this rise in demand. To continue to provide a high
quality health service, we will have to make significant
changes over the next few years - our plans must meet
the health and financial challenges and also improve
the quality of local services for the people of Croydon.
From our inception as a CCG, we commenced an
ambitious programme of change. In our first year as
an organisation, we have been bold in developing our
plans for a sustainable health service for the future –
pushing organisational, professional, contractual and
service redesign boundaries so that we can achieve
the best possible care for the people in Croydon.
Limited resources
10% increase in the
number of young
people under 20 in next
five years
Number of over 85s to
increase by over 60% by
A third of our ten year
olds are overweight.
This is higher than the
national average.
Hospital admission rates
attributable to smoking
are 16% higher than
London average
A tenth of all children in
Croydon experience
mental health problems
A fifth of men in their
50s have at least one
long-term condition
Heart disease, lung
disease and cancer are
top 3 causes of death
Health inequalities are
The CCG is underfunded by about £46m
a year
NHS England recognises that
the CCG is underfunded each
year by approximately £46m for
the needs of its local
This funding gap has existed for a number of years,
and has left the CCG with significant financial
challenges. This means that we have had to work
particularly hard to improve services in ways which
improve efficiency, effectiveness, and a reduction in
Against this backdrop we are proud of our
achievements this year. We have improved the quality
of services for people in Croydon, introduced the
rigorous financial control, and challenging
transformational plans necessary to deliver and
achieve financial balance over five years.
We are succeeding in turning around our
financial position
Considering the inherited
underfunding position,
Croydon has successfully
delivered ahead of
expectations this year, by
recording an £18.2m deficit
against the £19.9 deficit plan.
The delivery of £14m (3.5%) efficiency savings has
been a great success in the first year of operation. The
financial benefits are the product of a clinically led
initiative to improve services for patients.
The CCG is exploring new approaches to
commissioning services locally, in particular we are
developing an innovative outcomes and capitation
based approach to commissioning health and social
care services for older people in Croydon, in
collaboration with Croydon Council.
Given the indicative five year funding settlement, local
health economy forecasts, and the benchmarked
efficiency opportunities, the CCG will not be in a
position to repay the predicted accumulated deficit.
We have achieved a great deal in our
first year
It has been a challenging year
but we made significant
progress toward achieving our
vision of “longer healthier lives
for all the people in Croydon”.
In particular, over the past year we have:
• Invested in Multi-Disciplinary Teams, Rapid
Response and Single Point of access for older
people in the community
• Developed plans which will transform the way
patients receive cardiology services in Croydon.
• Developed a new integrated model of care for
people with diabetes based in the community and
supported by a consultant-led diabetes service.
• Delivered our ambitious quality improvement and
efficiency programme and kept within our
challenging financial deficit plan
• Developed, expanded and engaged our clinical
leaders and membership to drive significant
• Established our patient and public forums to get a
better understanding of local people’s concerns
In summary, we are facing up to the
• Inherited significant challenges
• Strong Leadership (Clinical & Managerial) Team
• Robust financial plans for a financial recovery that is clinically and
quality lead
• Committed to holding our providers to account to improve services
• Hugely ambitious plans are being delivered to secure better care &
improved outcomes for the people of Croydon

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