camden ccg corporate induction · induction schedule 9.30am–9.45am welcome and introduction...
TRANSCRIPT
Working with the people of Camdento achieve the best health for all
Camden CCG Corporate Induction
Welcome
Raksha Merai, HR Business Partner
Housekeeping
Induction schedule
9.30am – 9.45am Welcome and Introduction Sharon Wynter-Smith
9.45am – 10.05am Role of the Chair / Governing BodyCCG Mission Values and objectives
Neel GuptaSarah Mansuralli
10.05am – 10.25am Corporate Services Fran McNeil
10.25am – 10.40am Sustainable Insight Partnership Del Ford
10.40am – 10.50am Break
10.50am – 11.15am Commissioning Cycle Reena George/Sophie Morris
11.15 am – 11.30am Transformation Nicholas Ince
11.30am – 11.45am Quality and Clinical Effectiveness Jess Peck
11.55am – 12.05pm Finance Becky Booker/ Helen
12.05pm – 12. 20 pm Information Governance Dayo Adebari
12.20 pm – 12. 35pm Equality and Diversity Emdad Haque
12.35pm – 12.45pm Unison Clive Sutherland
Ice breaker
Pair up with someone you haven’t met before and find out:• Name• Job Title, Directorate• An interesting fact (that no one at work knows)
Introduce your partner to the group.
• The CCG procures health services for the London borough of Camden.
• We have an annual budget of £406 million.
• This means that the CCG influences the healthcare of around 230,000 people.
• The CCG is comprised of 34 member GP practices who work with the CCG to make decisions about how best to deliver health and care services across the borough.
About Camden CCG
Vision and aims informed by JSNA
Elderly Population
• By 2017 over 85s 35%• By 2021 25% in
dementia
Health Inequalities
• Life expectancy gap 11.6 years in men (Cardiovascular Disease/Cancer)
Population
• 250,000 due to 5% in next decade
Joint Strategic Needs Assessment:
Young People
• 50% black or minority ethnic, and many vulnerable children
• High levels of looked after and children with special educational needs
• 20% children aged 10-11 obese
Mental Illness
• 2nd prevalence of severe mental illness in England
• Alcohol misuse
Our health landscape
Royal Free London NHS Foundation Trust
University College London Hospitals NHS Foundation Trust
34 GP Practices
Central and North West London NHS Foundation Trust
Camden and Islington NHS Foundation Trust
1
2
3
4
5
Camden Council
6
7
VoluntarySector
Our vision“Working with the people of Camden to achieve the best health for all.”
Our values
Honesty Integrity Courage Patient-Sighted Competency
Our Vision and Values
Transparency Accountability Collaboration Adherence to NHS founding principles
A. Commission the delivery of NHS constitutional rights and pledges.B. Improve the quality and safety of commissioned services.C. Improve health outcomes, address inequalities and achieve parity of esteem.D. Integrate and enable local services to deliver the right care in the right setting.E. Work jointly with the people of Camden to shape the services they receive.F. Involve member practices and commissioning partners in key commissioning decisions.G. Maintain financial stability and ensure sustainability through robust planning and
commissioning of value for money services.H. Build a high performing organisation that attracts, develops and retains a skilled and
motivated workforce.
Organisational objectives
• Growing / ageing population.• Continuing to tackle health inequalities across Camden.• STP / NCL Transition.• Budgets.• Ensuring we maintain focus on positive patient outcomes.
Key challenges facing the CCG
Corporate Services
Corporate Services
Team
GP Website
PMO
Information Governance
Business Support
Governance
Communications & Engagement
HR
Business Support team
They are the most versatile and flexible team we have in the CCG – heading up our Enquiries function and responding to everyday queries they have built up a huge wealth of knowledge that they are more than happy to share.
Business Support Team
The Business Support Team provide the administration function to the Corporate Services directorate and when needed to other directorates.
The team ensures we have everything in place to do our jobs, from setting up your IT profiles, telephone extensions and security passes to ensuring there is paper in the printers.
Business Support Team
Health & Safety
Your health and safety is important to us and we try very hard to ensure your workspace is free from hazards
Incident reporting – hazards, accidents, near misses –please remember it is your responsibility to report these.
Fire safety officers – When they say evacuate, leave!
First Aiders – Who to see and what to do.
Why is communications & engagement important?
• Meet our legal duty to involve stakeholders in our plans and decisions.
• Deliver Business Plan Objectives E & F:
• Work jointly with the people and patients of Camden
• Involve member practices and partners to shape our decisions and services.
• Build awareness of, and confidence in, Camden CCG - our leaders, our plans and our results.
• Harness stakeholders’ expertise and experience to develop better services and improve outcomes
• Ensure professionals and residents are well informed about Camden services, and how to best use them
• Promote CCG successes / good news
• Anticipate and manage issues
Communications and Engagement team: Francesca McNeil, Martin Emery, Colette Smith, Nick McClelland, Tori Awani
Your role in comms and engagement
• Read the following documents (all available on the intranet):• Commissioning Cycle Communications and Engagement Guide • Brand guideline• Media Handling guidance • Social media guidance
• For the commissioning projects you lead, consider where there is a requirement to involve or inform:
• Member practices and partners • People and patients
• Share the following with the Comms & Eng team to promote:
• Good news / successes• Content for our events, newsletters, social media channels, websites etc.• Issues you are aware of that may impact the CCG reputation• Media enquiries
GP Website and Education [email protected]
Board Secretary: Tyrieana Long [email protected] and 020 3688 1719
Deputy Board Secretary: Andrew [email protected] and 020 3688 2220
NCL Governance Lead: Andrew [email protected] and 020 3688 2032
Governance team
Corporate governance is the system by which organisations are directed and controlled.The Governing Body is responsible for the governance of the CCG.The Governance Team supports and advises the Governing Body and the wider organisation in this role.
What is Corporate Governance?
Corporate Governance team
We:• empower and enable success• protect and safeguard• provide professional advice and support.
Our services include:• Governing Body secretariat• legal • corporate risk management • corporate governance • managing conflicts of interest.
Corporate Governance
team
Governance Structure
Governing Body
Camden Council Cabinet
Health and Wellbeing Board
NCL Primary Care Co-
Commissioning Committee in
Common
Camden Integrated Commissioning
Committee
NCL Joint Committee
Audit Committee
Remuneration Committee
Quality and Safety
Committee
Finance and Performance Committee
Individual Funding Requests Panel and Individual
Funding Requests Appeals Panel
x
Governing Body or Governing Body Committee
Camden Council Cabinet or Cabinet Committee
Governing Body Committee Sub-Committee- no decision making powers
Delegated authority to Camden Council representative(s)
Social care decisions remitted to Cabinet where necessary
Delegated authority to Health and Wellbeing Board to oversee Better Care Fund performance
Better Care Fund performance reporting
Dormant committee.
Medicines Management Committee
QIPP Cabinet
Procurement Committee
KEY
Sustainable Insights partnership
Sustainable Insights Partnership Structure
Assistant Director IT and SystemsHasib Aftab
Head of Performance
Richard Cartwright
Head of Sustainable InsightsDelyth Ford
Data Development Manager
Kishore Krishnamurthy
System Development Lead
Satya Bobba
GP IT Service Desk Manager
Jamie Neill
Director of Sustainable Insights PartnershipCharlotte Mullins
IT ManagerAnthony Sheritis
IT Helpdesk AnalystSteve Peoples
RA Agent Nizam Uddin
System Development & Digital Manager
Technical IT AnalystMike Williams
Project Delivery Lead
Micheál Campbell
CIDR Helpdesk AnalystGiri Babu
System Developer Katherine Nishikant
Data Quality LeadMichael Fox
Data Quality Facilitator Bethany Nelson
GP Fed Support Fixed Term
CIDR Project Manager
Julian Young
Senior Project Officer
Fixed Term
Project Support Officer
Fixed Term
CIDR Technical Lead
Mehmeh Erhan
CIDR Test LeadFixed Term
CIDR Implementation Lead Nigel Slator
Junior DBA
Insights ManagerPrasanth Pedda
Information Analyst Emma Bointon
Performance & Monitoring Analyst
Business Support LeadNoleen Duncan
Business Analyst Ode OmohwoEMIS Trainer
(External Resource)
SeniorInsights Analyst
Staff ContractorVacant
Information Analyst Selin Sagra-Clarke
Information Analyst Sridhar Somisetty
IT Helpdesk Analyst Ashok Alla
Technical IT AnalystNam Kinh Tran
Technical IT AnalystYodit Solomon
Data Quality & System Support Specialist
Judith Poncelet
CIDRAims and Objectives
• Provide a holistic view of a patients record at the point of care delivery to support integrated care model.
• Enable 24/7 access to patient records to support more coordinated and efficient care.
• Help care professionals meet patient needs more efficiently and deliver a higher quality patient experience.
• Support safer, more reliable prescribing.
• Reduce costs by eliminating unnecessary duplication and reducing administrative burden.
• Reduce the number of times patients have to tell their ‘stories’.
CIDR
• Identified 4 primary benefit categories:
Quality of Care
Efficiency of Care Delivery
Patient Safety
Improved Experience
• Work with teams and services to understand which benefits apply to them.
• Many benefits either directly or indirectly cash releasing
CIDRSuccesses• Over 1,500 users
• 6,000+ unique records accessed a month
• Excellent stakeholder buy-in and support for future developments
• Positive ICO review and independent risk assessments
• Actively used in across the health economy:
General Practice
Mental Health – C&I FT
Community Health – CNWL
Acute – RFH & UCLH
Social Care – LBC Social Care
IT & Systems
What’s the scope?• Local and national programs
• Enhanced Services• Local Care Strategy• GP Contract• NHS Digital Services (EPS, SCR, GP2GP, POL)
• Camden healthcare providers• GPs, Community, Hospitals• Focus on GP / Community
IT & Systems
How do we enable?• Systems infrastructure & configuration• Data flow / interoperability• Tool Development• Business Intelligence• Facilitation• Training• Support
IT & Systems
Example of how we enable a programme
GP IT team
GP IT teamLogging all calls for Teams
HardwareServersPC’sPrinters, Fax Machines, Phone linesScannersSwitchesCablingSmartcards
SoftwareEmis WebDocmanMcAfee - EPO EncryptionOfficeNhs.net – for GP Practices, Pharmacies and CCGActive directory – Creating accounts and resetting passwords
Insights team
Who we are and what we doThe Insights Team are a specialist informatics team that focus on providing transformational analytics to inform targeted intervention.
The team is comprised of two teams within• Data Development• Insights Analytics
Head of Sustainable Insights
Delyth Ford
Data Development Manager
Kishore Krishnamurthy
Junior DBA
Kenny Olaotan
Insights Manager
Prasanth Pedda
Information Analyst
Selin Sagra-Clarke
Senior Insights Analyst
Emma Bointon
Insights team
Camden Stories
Insights teamPopulation Health management approach
Source: SUS, Disease Register Flag
Key messages• Data available to health planners is available in aggregate
form or shared by patients with individual clinicians.• Our Population Health Management toolset describes
service utilisation as a proxy for health needs of the local population by developing groupings based on similar health needs that can influence pathway redesign.
• This helped bridge the gap between aggregate and patient level information to drive down variation in the quality of
care and costs, while improving outcomes.
• The most complex segment (most right) comprises of only 1.21% of the population for 13% of overall spend.
Performance team
The CCG uses benchmarkinginformation to compare theperformance of services over a range ofmeasures, at both local and nationallevel.
The aim is to drive improvement acrossthe health and care system – by aimingto be one of the top performingorganisations nationally and see whereservices can be improved for ourpatients.
There is an “Ofsted-style” assessment thatwill apply from 2016/17, including anassessment of the six clinical priority areasfor CCGs.
Camden CCG is top performing whencompared to other CCGs nationally fordiabetes, and performing well in dementiaand maternity services.
The areas the CCG was identified as needingimprovement in 16/17 are Cancer, LearningDisabilities and Mental Health.
As well as the six clinical priority areas, CCGs are also assessedusing the ‘Improvement & Assessment Framework’ - IAF.
The IAF is split into four domains, outlined below. Along withsome others, all of the indicators that make up the six clinicalpriority areas fall into ‘Better Care’ and ‘Better Health’.
Better HealthThis section looks at how theCCG is contributing towardsimproving the health andwellbeing of its population,and bending the demandcurve.
Better CareThis principally focuses oncare redesign, performance ofconstitutional standards, andoutcomes, including inimportant clinical areas.
SustainabilityThis section looks at how theCCG is remaining in financialbalance, and is securing goodvalue for patients and thepublic from the money itspends.
Well ledThis domain assesses thequality of the CCG’sleadership, the quality of itsplans, how the CCG workswith its partners, and thegovernance arrangementsthat the CCG has in place toensure it acts with probity forexample in managing conflictsof interest.
Jul 2016 Jan 2017
Camden England
Better Care 122a Cancers diagnosed at early stage 45.8% 45.8% 54.2% 61/ 209 H
Better Care 122b People with urgent GP referral having first definitive treatment for cancer within 62 days of referral
67.1% 78.5% 82.2% 97/ 209 H
Better Care 122c One year survival from all cancers 72.0% 72.0% 71.1% 50/ 209 H
Better Care 122d Cancer patient experience 88.6% 8.8 8.8 41/ 209 H
Better Care 126a Estimated diagnosis rate for people with dementia
68.7% 73.0% 75.4% 43/ 209 H
Better Care 126b Dementia care planning and post-diagnostic support
79.4% 80.0% 80.0% 68/ 209 H
Better Health 103a Diabetes patients that have achieved all the NICE recommended treatment targets
43.5% 43.5% 42.4% 37/ 209 H
Better Health 103b People with diabetes diagnosed less than a year who attend a structured education course
14.3% 14.3% 19.1% 17/ 209 H
Better Care 124a Reliance on specialist inpatient care for people with learning disability and/or autism
67 59 59 112/ 209 L
Better Care 124b Proportion of people with a learning disability on the GP register receiving an annual health
54.0% 54.9% 54.9% 10/ 209 H
Better Care 125a Neonatal mortality and stillbirths 4.8 4.8 7.0 117/ 209 L
Better Care 125b Women's experience of maternity services 76.4 76.4 76.4 171/ 209 H
Better Care 125c Choices in maternity services 67.7 67.7 67.7 53/ 209 H
Better Health 101a Maternal smoking at delivery 2.8% 2.1% 3.6% 11/ 209 L
Better Care 123a Improving Access to Psychological Therapies recovery rate
40.8% 41.4% 46.4% 154/ 209 H
Better Care 123b People with first episode of psychosis starting treatment with a NICE recommended package of care treated within 2 weeks of referral
81.8% 86.2% 83.6% 52/ 209 H
MATERNITY TBC
MENTAL
HEALTHGood
Better
is
DIABETES TBC
LEARNING
DISABILITIESTBC
CANCERRequires
Improvement
DEMENTIA Outstanding
CLINICAL
PRIORITY
2016/ 17
RATING
(JULY 2017)
Performing Well
Needs Improvement
Jul 2017INDICATOR
Camden
2015/ 16
RATING
(JUNE 2016)
Needs Improvement
Performing Well
Top Performing
Needs Improvement
DOMAIN
Performance team
Performance management at the CCG is about ensuring that patients are treated in a safe and timely manner. The CCG has many contracts with various providers and the CCG is responsible for ensuring that patients are treated promptly, and within the constitutional standards where they apply.
The CCG is lead commissioner for UCLH and performance manages the Trust, using the performance management framework as a guide.
Richard CartwrightHead of Performance
Framework overview
0• Commend good provider performance• Use of early warning systems/proxy measures + routine intelligence gathering (hard & soft) and reporting to ensure performance is robust and sustainable.**• Intelligence will be gathered through routine data and trend analysis, presence at operational meetings where possible, attendance at contractual meetings such as
Clinical Quality Reviews and Contract Performance meetings, CCG, GP and patient feedback, CCG clinician to Provider clinician discussions and other methods as appropriate.**
1• Discussion held with service or directorate leads in a one off meeting or through an existing meeting ,involving CCG clinical leads where
appropriate.• Exception reporting with clear action plan and milestones• Consider potential clinical harm issues with Quality Leads• CSU Briefing to CCG on escalation level and actions being taken by provider and the CSU including key milestones and timescales
2• Raise concerns at Contract Review Group meeting• Raise potential Clinical Harm Issues for management at Clinical Contract Review Group meeting• Deep dive trend or root cause analysis• Discussion held with provider senior managers and clinical leaders, with a briefing to CCG outlining actions, milestones and timescales.• Initial action plan and trajectory for recovery.
3• Contract Performance Notice issued• Provider required to submit an outcome focused Remedial Action Plan with trajectory (.i.e. clear milestones) to achieve delivery• of standard and provider instigates a programme management approach. Submitted within a reasonable timescale (to be agreed with CCG and provider.)• On advice from CCG, arrange a clinician to clinician discussion or CCG Board challenge session with provider
4• Sustained poor performance with bespoke arrangements put in place• Continued application of contract levers• Provider continues to apply a programme management approach to change
** These actions are applied at all levels of escalation
Led by CSU performance team
(MDT level)
Led by CSU performance team
(MDT level)
Led by CSU performance team
(SMT level)
Led by CCG performance leads and CSU contracts
team
Led by CCG AO + Chair and
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Sue Battams Assurance Manager
Break Time
Commissioning Cycle animation video
Commissioning Cycle Stages
Prioritisation
Case
Development
Contract
Development
Securing
Services
Contract
Monitoring
1
2
3
4
5
Agree Proposal
Approve Business Case
Sign-off Specifications
Service Go-Live
All changes to commissioned clinical services excludingcontracting round / A&E Delivery Board / minor pathway changes
Transformation team
The Local Care Strategy
• Bring together health and care organisations.
• Agree single model of delivery.• Work jointly to implement our
vision.• Deliver whole system
transformation.• Address the three gaps.• Provide coordinated, proactive,
accessible, good quality care.
Team Overview
• Maintain and update the strategy.• Monitor and report on the
strategy. • Work streams are scoped and
have supporting business cases.• Research and identify best
practice.• Support modelling of new
interventions.• Communicate and engage. • Liaise with STP work streams.• Ensure alignment.
Delivery/Monitoring
• Support and work with operational teams.
• Trouble shoot blockages and difficulties.
• Provide expertise on implementation strategies.
• Support the programme boards and project teams.
• Monitor and report on impact.• Identify key interdependencies
and to build momentum / realise efficiencies.
• To identify where progress is deteriorating.
Camden Quiz• How many people live in Camden (GP registered population)?
• 230,000• What percentage of people aged 65+ are diagnosed with a long term
condition?• 70%
• The number of people living in the borough aged 75+ is expected to increase by what percentage in the next 10 years?
• 30%• What is the life expectancy gap between the richest and poorest men
in the borough? (in years)• 11.6
Local Care Strategy
• http://www.camdenccg.nhs.uk/ourwork/local-care.htm
Where we want to beDelivering joined-up care, closer to home.
More care provided within the community. Primary care and community services working
together. Voluntary sector better integrated into the
system. Workforce is flexible to support people when
and where they need help.
Investing in prevention and supporting
people to look after themselves.
Prevention is a core part of all services. People know how to help themselves and
maintain a healthy lifestyle. Services are easy to understand and access.
Quality & Safety and Medicines Management teamsWho are the Quality & Safety Team?
• Team is staffed with clinicians and one non-clinical role.• Key contact:,Deirdre Malone (NHS CAMDEN CCG) <[email protected]> Head of
Quality & Safety generic email: [email protected]
Who are the Medicines Management team?
• Team consists of clinical staff (pharmacists/prescribing advisers) and non-clinical support staff.
• Key contact: Rachael Clark, Head of Medicines Management. Team email: [email protected]
Both teams sit within the Quality and Clinical Effectiveness Directorate Key contact: Neeshma Shah, Director of Quality & Clinical Effectiveness
Quality and Safety team’s role
• Supports the CCG in their responsibility to commission services that are: Safe Effective Caring
• Triangulation of various Quality Assurance information for health and care providers, including: – provider reporting of quality schedules– quality meetings with providers– intelligence gathering systems, e.g. quality alerts– patient and public feedback– national benchmark information and London-wide surveillance– quality visits to providers by commissioners.
Responsive Well-led
Safeguarding adults and children
CCGs as commissioners of local health services need to assure themselves that the organisations from which they commission have effective safeguarding arrangements in place.
CCGs are responsible for securing the expertise of designated professionals on behalf of the local health system. It is crucial that designated safeguarding professionals play an integral role in all parts of the commissioning cycle, from procurement to quality assurance; if appropriate services, are to be commissioned that support vulnerable adults and children as well as effectively safeguard their wellbeing.
Safeguarding adults – overview Safeguarding
Adults
Court of Protection
Deprivation of Liberty
SafeguardsPREVENT
Mental Capacity Act
Safeguarding Adult Reviews/
Domestic Homicide Reviews
Provider Safeguarding Committees
Community Safety
Partnership Board
NHSE Forums
Safeguarding Adults Board
MCA leads network
Prevent leads
network
Safeguarding adults leads
forum
National safeguarding adults CCG
network
Safeguarding adults
Any queries or concerns can be discussed with the Designated Professional for Safeguarding Adults –[email protected]
Immediate concerns and referrals can be made to the London Borough of Camden – [email protected] or [email protected]
The CCG has an adult safeguarding policy which all staff should familiarise themselves with, which can be accessed in the Governance policy section of the intranet.
Safeguarding children – overview
Safeguarding Children
Legislation Children’s Act 1989 &
2004 HM Working Together to Safeguard
Children 2015
Serious Case Reviews
FGM
Serious Crime Act
2015
Camden Safeguarding
Children s Board
S11 Assurances
NHSE Safeguarding Children Lead
Forums
National Designated Professional
Forums Provider
Safeguarding Committees &
CCCG Safeguarding
Children Quarterly &
Annual Report
Safeguarding children
Any queries or concerns can be discussed with the Designated Professionals Designated Nurse Jackie Dyer at [email protected] Doctor Dr Deborah Hodes at [email protected]
Immediate concerns and referrals can be made to the London Borough of Camden –Children & Families Contact Team (formerly the MASH) [email protected]
Telephone – 020 7974 3317
The CCG has an Children Safeguarding Policy which all staff should familiarise themselves with, which can be accessed in the Governance policy section of the intranet.
Medicines Management team role
Supports the safe, clinically effective, evidence based, cost efficient, equitable and patient focused use of medicines to enable maximum health gain for Camden residents.
We do this within a cash limited budget.
Governance for medicines is via the Medicines Management Committee.
• Can help with any medicine related query• Tel: 020 3688 1778• Email: [email protected]
Medicines Management Team
Supporting Medicines
Management and Medicines
Optimisation in Primary Care
Prescribing guidance
Pathways
Monitor medicines use and safety
Prescribing QIPP
Annual Practice
Prescribing Visit
Set Practice
Prescribing Budgets
Medicines related queries
How our teams support you
We provide support and advice to ensure Quality & Safety and Medicines Management aspects are included throughout the commissioning cycle, examples:
• service redesign• educational events • business cases to support commissioning for quality• service specifications • quality reporting schedules• quality and safety reporting into the CCG Quality and Safety Committee.
Where to find us
Contact us as early as possible to enable us to support you.
Please come and meet us – we are at the far end of the 5th Floor near the kitchen.
Quality & Safety Team
Medicines Management Team
Finance
Helen Ndlovu
Camden CCG
Information Governance Trainer: Dayo Adebari
Copyright 2017 NHS NEL Commissioning Support Unit - All Rights ReservedAny unauthorised use, copying or lending will constitute an infringement of copyright
Objectives
• What is Information Governance?
• Main areas of legislation
• Privacy Impact Assessments and its importance.
• Fines issued to NHS organisations by the Information Commissioners Office (ICO)
What is Information Governance?
• Information Governance provides a structure which brings together all the requirements, standards and best practices that apply to handling personal & corporate information in an appropriate, confidential and secure manner.
• It also helps to build patient & staff confidence in how their personal & confidential data is handled.
Legislation
Information Governance covers the areas of legislation below:
1. The Data Protection Act2. The Caldicott Principles3. The NHS Confidentiality Code of Practice.4. The Freedom of Information Act5. The NHS Records Management Code of Practice6. The NHS Information Security Code of Practice7. Common Law Duty of Confidentiality
Data Protection Principles
1. Processed fairly and lawfully2. Obtained and processed only for one or more specified and lawful
purposes3. Adequate, relevant and not excessive in relation to the purpose4. Accurate and kept up to date5. Not kept for longer that is necessary6. Processed in accordance with the rights of data subjects under this
Act7. Appropriate technical and organisational security measures in place8. Not transferred to a country or territory outside the European
Economic Area unless adequate levels of protection are in place
The DPA outlines 8 principles for handling PCD:
Caldicott Principles
1. Justify the purpose(s)2. Don’t use PCD unless it is absolutely necessary.3. Use the minimum necessary PCD4. Access to PCD should be on a strict need to know
basis.5. Everyone should be aware of their responsibilities.6. Understand and comply with the law. 7. The duty to share information can be as important as
the duty to protect patient confidentiality.
In pairs give an example or explanation for each principle
[3 minutes]
Freedom of Information Act
• It is important to be able to recognise an FOI request, they do not need to mention FOI to make it an FOI request
• It covers all recorded information held, although requests for personal data must be processed as a SAR
• Exemptions apply- Commercially sensitive- Already published (even if they would need to pay for it)- Planning to publish at a future date
• There is no exemption for 'confidential' information• Do not handle the request yourself & forward all requests
swiftly. 20 working days is legally the latest for response.• Anyone can make a request for information to any public
authority• Requests to re-use information must also be passed to the
FOI team [can I use, adapt, re-sell your document]
Subject Access Requests
The Data Protection Act gives everyone a right to see what information an organisation holds about them and who it has been shared with.• A request must be in writing• It must include adequate identification• It must identify what records are requested• There may be a charge• There are 40 calendar days in which to respond [DH best
practice says 21 days]• Exemptions can apply
Privacy Impact Assessments (PIA)
When planning projects that use personal information, all NHS organisations should complete a PIA which identifies privacy risks and addresses these risks in the final project plan.
• PIAs are mandatory throughout the NHS• Complete a PIA for all new services or systems• Complete a PIA for changes in services that use PCD• Should be completed at the beginning of a project• Contact Information Governance for an electronic template and
assistance
ICO Fines
• Basildon Borough Council were fined £150,000 when they published a planning application online that contained description of a family’s disability requirements (May 2017).
• A Powys GP Administrator was prosecuted for accessing the medical records of two patients without consent (May 2017)
• The British Pregnancy Advice Service (BPAS) was fined £200,000 when poor records security on a web server resulted in a serious breach of the Data Protection Act revealing thousands of patients’ details to a malicious hacker
• BPAS had also breached the Data Protection Act by keeping the patient details for five years longer than was necessary for its purposes
For any help or advice please contact
NELCSU IG [email protected]
IG Policies are available on SharePoint or your Intranet
Equality and Diversity
Emdad HaqueSenior Equality, Diversity and Inclusion Manager
• Introduction
• Out legal duties
• How we meet our legal duties
• Advancing equality
69
Camden Quiz
70
Diversity in Camden
White?
Bangladeshi?
Black?
Chinese? 3
Duty
71
Equality Act 2010
(Equality Duty)
Human Rights Act 1998 Health and Social Care Act 2012
NHS Constitution
• Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited under the Act.
• Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it.
• Foster good relations between persons who share a relevant protected characteristic and persons who do not share it.
S6 Human Rights Act 1998 (HRA) makes it unlawful for a public authority to act in a way that is incompatible with a person's rights under the European Convention on Human Rights.
S6(3) HRA defines a 'public authority' as including:(a) a court or tribunal, and(b) any person certain of whose functions are functions of a public nature. In other words, the definition of 'public authority' includes anyone performing a 'public function'
Each clinical commissioning group must, in the exercise of its functions, have regard to the need to—(a)reduce inequalities between patients with respect to their ability to access health services, and (b)reduce inequalities between patients with respect to the outcomes achieved for them by the provision of health services.
You have a duty not to discriminate against patients or staff and to adhere to equal opportunities and equality and human rights legislation.
How we comply
Equality Information Diversity and Inclusion Plan (Equality
Objectives) Equality Analysis
Policy based on FREDA Principles Fairness Respect Equality Dignity Autonomy
Commissioning Strategy Equality Analysis Equality Information Contracting
All functions and policies
Workforce Race Equality Standard (WRES)
A mandatory set of standard for NHS organisations to help them address race equality in the workforce, particularly at Board level.
• Mandatory since April 2015
• All NHS agencies to publish baseline by July 2015 and then annual progress report.
• 9 Metrics (4 on Workforce, 4 Linked to staff survey and 1 on Governing Body make up)
• Camden CCG’s position?
• Next report due in July 2017 based on the latest guidance published in March 2017
The snowy white peaks of
the NHS: a survey of
discrimination in
governance and leadership
and the potential impact on
patient care in London and
England
WRES and CCG’s role
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Clinical commissioning Groups (CCGs) have two roles in relation to the WRES – as commissioners of NHS services and as employers. In both roles their work is shaped by key statutory requirements and policy drivers including those arising from:
• The NHS Constitution; • The Equality Act 2010 and the public sector Equality Duty; • The NHS standard contract and associated documents; • The CCG Improvement and Assessment Framework.
Progress:• WRES Reports and Action Plan published• Assurance sought from providers
Equality Delivery System (EDS2)
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• Performance management tool for NHS organisations• 4 Goals and 18 Outcomes• Four levels- Undeveloped- Developing- Achieving- Excelling
• Grading with local interests
Progress:• EDS2 grading completed and incorporated into Diversity
and Inclusion Plan 2016-20 • Assurance sought from providers
Advancing equality- play your part
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Protect
Respect
Embrace
Celebrate
Staff Side Representatives
• Forum for discussion and to provide feedback on organisational issues, concerns and ideas raised by staff
• Exchange of views between management and staff; between directorates
• Test new ideas and approaches with staff• Provide opportunities for views to be taken into account when
making decisions likely to affect staff interest
Camden CCG Staff Representative Forum
Who sits on the Staff Forum
CCAS Corporate Services
Finance Commissioning Quality Clinical Effectiveness
SustainableInsights
Transformation
David Thorpe Marta Arias-Martinez
Helena Kutshwa
Michael Fox Sophie Whitehead (on Mat leave)
Stephanie King Olivia Waller Ey Cheung Selin Sagra-Clarke
Karen Derrick
• Chair: Ian Porter
• Representatives:
Staff Survey Action Plan
Job & Personal
Development
Your Manager
Health & Wellbeing
Your Organisation
(Patient / Service Users)