Folder Performance

Performance Monitoring

The CCG tracks the progress of its service providers (e.g. local hospitals, community services) against a number of national outcomes indicators, and ensures that patients’ rights within the NHS Constitution are maintained. Additionally, Telford & Wrekin CCG is itself monitored against the CCG Improvement and Assessment Framework (IAF).

The CCG IAF Indicators are grouped into 4 main headings:

  1. Better Health (Health & wellbeing gap): this section looks at how the CCG is contributing towards the better health of its population. Areas include child obesity, diabetes, falls, personalisation and choice and health inequalities.
  2. Better Care (Care & Quality gap): this principally focuses on important clinical areas, to ensure that patients are accessing high quality, timely services. Areas include cancer, mental health, learning disability, maternity and primary medical care.
  3. Sustainability (Finance & efficiency gap): this section looks at how the CCG is commissioning sustainable services, ensuring that it remains in financial balance and is securing good value for patients and the public from the money it spends. Areas include CCG financial balance, new models of care and estates strategy.
  4. Leadership: this assesses the quality of the CCG’s leadership, the quality of its plans, how the CCG works with its partners, and the governance arrangements that the CCG has in place to ensure it acts with probity. Areas include quality of leadership, workforce engagement and estates strategy.

The NHS Constitution gives patients specific rights, and these include:

  • The right to begin treatment within 18 weeks of a GP referral (or within 62 days if the referral is for cancer);
  • The right to be seen at A&E within 4 hours of arrival;
  • In urgent cases, the right to an ambulance within 19 minutes of 999 call;
  • Where an operation is cancelled at the last minute for non-clinical reasons, the right to an operation within 28 days of the cancellation.

Telford & Wrekin CCG also has local objectives, some of which overlap with national outcomes and some of which include indicators specific to the region. Within these, a number of indicators are used to monitor progress of the following:

  • To improve commissioning of effective, safe and sustainable services, which deliver the best possible outcomes, based upon best available evidence (e.g. by reducing healthcare-acquired infections and pressure ulcers);
  • To increase life expectancy and reduce health inequalities (e.g. by reducing hospital admissions for patients with long term conditions);
  • To encourage healthier lifestyles (e.g. by reducing smoking and obesity, and increasing breastfeeding rates);
  • To support vulnerable people (e.g. by increasing rehabilitation rates for the elderly following discharge from hospital); and
  • In meeting the objectives above, to exercise CCG functions effectively, efficiently and economically, and in accordance with generally accepted principles of good governance and as an employer of choice.

Progress against the above indicators is presented to the CCG Governance Board on a monthly basis in a Performance Report.

Commissioner Performance Monitoring

The CCG is monitored by NHS England in Quarterly Assurance meetings, and is required to demonstrate progress against the 4 sections of the Improvement and Assessment Framework:

  1. Better Health (Health & wellbeing gap): this section looks at how the CCG is contributing towards the better health of its population. Areas include child obesity, diabetes, falls, personalisation and choice and health inequalities.
  2. Better Care (Care & Quality gap): this principally focuses on important clinical areas, to ensure that patients are accessing high quality, timely services. Areas include cancer, mental health, learning disability, maternity and primary medical care.
  3. Sustainability (Finance & efficiency gap): this section looks at how the CCG is commissioning sustainable services, ensuring that it remains in financial balance and is securing good value for patients and the public from the money it spends. Areas include CCG financial balance, new models of care and estates strategy.
  4. Leadership: this assesses the quality of the CCG’s leadership, the quality of its plans, how the CCG works with its partners, and the governance arrangements that the CCG has in place to ensure it acts with probity. Areas include quality of leadership, workforce engagement and estates strategy.

Further information about this monitoring can be found on the NHS England website.

Benchmarking against other CCGs is shown within the “My NHS” site.

Latest progress, and feedback from NHSE, can be found at the following links:

  pdf IAF Summary (264 KB)

Quarterly letters and action plans

pdf Q1 CCG IAF Letter Joint Telford Shropshire CCG (442 KB)

pdf Q2 CCG IAF letter Telford and Wrekin Outcome Letter (210 KB)

pdf Q3 CCG IAF Outcome Letter (213 KB)

Folder Improvement Assessment Framework (IAF)
Folder Quarterly Assurance
Folder Report