5.1.3 5.1.4 clinical discussions in respect of the required system changes take place. There are primary community and secondary care clinicians sitting on this board, who have been identified as the clinical leaders for the health economy. Organisational Development As 2013/14 is the first year for GCCG, formally in operation from 1st April 2013, a focus will be placed on developing the organisation both from a perspective of the internal organisation alongside the relationship with external partners. Key areas of focus include: Developing GCCG internally; ensuring staff work towards a focus of clinical leadership in a member practice driven organisation. The organisational development plan will focus on the skill set across GCCG; ensuring capability and capacity is in place to deliver the commissioning and service transformation agenda. Communication and Engagement within GCCG, across directly employed and member practices, will be developed to ensure everyone is integrated into the work plan of the organisation. The use of IM&T, such as the development of the intranet, will ensure this is approached in an efficient and effective way. The relationship with key partners will continue to strengthen, building on the good progress made whilst GCCG has been operating in shadow form. The Clinical Programme Approach, joint infrastructure governing YHYC and the Health and Well Being Board provide key mechanisms to facilitate and develop clinical and business discussions. The successful implementation of Central South Commissioning Support Unit (CS CSU) will ensure robust commissioning and contracting mechanisms are in place. GCCG have developed and are continuing to refine clear specifications for support services; promoting the joint working between CS CSU and GCCG staff for a seamless delivery of a commissioning service. Contractual Frameworks The use of the NHS Standard Contract, including incentives and levers, will be applied to ensure the contractual frameworks support the GCCG priorities for delivery. Within the contract agreements with our main providers the Service Development Improvement Plan (SDIP) schedule
Appendix D: NHS Gloucestershire Clinical Commissioning Group. 2013/14 Performance |Commitments PERFORMANCE MEASURES CONTAINED WITHIN THE EVERYONE COUNTS: PLANNING FOR PATIENTS 2013/14 DOCUMENT NHS Outcome Framework measures forming part of the Quality Premium. Preventing people from dying prematurely Measurement type In Quality premium Threshold for quality premium payment Potential years of life lost (PYLL) from causes considered amenable to healthcare Annually Yes At least 3.2% reduction between 2013/14 Enhancing quality of life for people with long term conditions
Maximum one month (31-day) wait from diagnosis to first definitive treatment for all cancers 96% Maximum 31-day wait for subsequent treatment that treatment is surgery 94% Maximum 31-day wait for subsequent treatment where that treatment is an anti-cancer drug regimen 98% Maximum 31-day wait for subsequent treatment where the treatment is a course of radiotherapy 94% Cancer – 62 days Maximum two month (62-day) wait from urgent GP referral to first definitive treatment for cancer 85% Maximum 62-day wait from referral from an NHS screening service to first definitive treatment for all cancers 90% Maximum 62-day wait for definitive treatment following a consultant’s decision to upgrade the priority of the patient (all cancers) 90% Category A ambulance Category A resulting in an emergency response arriving within 8minutes – (75% standard to be met for both Red 1 and Red 2 calls separately) 75% Category A calls resulting in an ambulance arriving at the scene within 19 minutes 95% Mixed Sex Accommodation Breaches Minimise breaches 0 Cancelled Operations