CCG Functions Benchmarking – Pilot findings published

The Clinical Commissioning Group (CCG) Functions benchmarking pilot project is a new project for the Network, and focuses on the running and back office functions of CCGs. This pilot project uses publicly available data and information from a short questionnaire to show key metrics with regards to the running of CCGs. Due to the variation in sizes of CCGs, there is a wide variance in how they are run.

The Network would like to thank all CCGs, both members and non-members, that submitted data. Data contributions were made by 93 CCGs for this round of the project. The data that has been collected has been used in conjunction with publicly available data, a full list of which is available in the report.

Participants to the project have received a bespoke report showing their CCG’s position compared with their regional STP footprint. The report attempts to take a step in the direction of acknowledging CCGs as a key element of the current health system in England and to promote the use of benchmarking as an economic and simple method of supporting them.

Highlights from the pilot project include:

  • There is more than a tenfold variation in the size of the population served by CCGs, however this reduces to a six-fold variation when comparting STP population sizes.
  • Population density (and transport infrastructure) have a significant impact on how services can best be commissioned to be accessible to the full population.
  • Almost a third of CCGs have significant shared resources/ management team with another body. The small size of many CCGs provides the opportunity for close working relationships with health and social care partners, supporting the development of locally commissioned services.
  • How CCGs are integrated vary from one to the next, some share management structures, accountable officers and are co-located.
  • Over 50% of CCGs are not aligned with their local authority boundary, however most participating CCG’s are working towards a more integrated relationship with social care.
  • There is a wide variation in staffing levels across CCGs, in part due to the significant outsourcing of services to CSUs.
  • The mandatory funding going into the Better Care Fund pooled budgets is primarily from health. On average 91% of funding is from health with 9% from social care.
  • The levels of patients eligible for continuing healthcare varies more than twentyfold between CCG. Unlike social care packages, continuing healthcare packages are not means tested and the combination of an ageing population and rise of patients with comorbidities make this a financially high risk area for CCGs.

A review of the pilot will shortly commence in preparation for a second round of data collection in the Autumn.

For more information on this work please contact:

Chris McAuley
Project Co-ordinator

David Hughes

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