Our corporate policies incorporate all the factors (within the organisation and outside) that can affect our CCG objectives, our day-to-day operations and our long-term plans.
The overall aims of this policy is to support a broadly based, transparent and supportive anti-fraud culture. The policy sets out the CCG’s responsibilities in terms of an integrated approach to fighting fraud including effective prevention, detection and investigation of fraud, bribery and corruption.
The policy is designed to outline the process for handling complaints generated by patients or their representatives and aims to set out clear guidelines for staff, managers and complainants about how complaints will be managed.
This document outlines a policy for the effective management of Intellectual Property.
Ensures that staff who are victims or perpetrators of domestic abuse are aware of the CCG’s role and responsibilities. It also provides information on the support that is available within the organisation as well as guidance to line managers when supporting staff who are affected by domestic abuse.
This policy sets out how as a commissioning organisation, the CCG will fulfil its duties and responsibilities effectively both within its own organisation and across the local health economy via its commissioning arrangements in relation to the Mental Capacity Act (MCA) 2005. It also includes reference to the Deprivation of Liberty Safeguards (DOLS), as commissioners must understand the implications of DOLS, and commissioned services must demonstrate as appropriate compliance with DOLS.
This policy outlines the CCG’s commitment to fulfilling its obligations under the NHS Constitution in relation to choice in order to optimise patient experience when choosing their secondary care provider. The policy also sets out the commitment to provide choice through understanding patients’ needs, monitoring and analysing the market and strengthening existing relationships whilst developing new ones
This Policy sets out the corporate approach to developing policies. It applies to all staff involved in writing, reviewing, approving and implementing policies.
This policy outlines South Tees Commissioning Group (CCG) approach to supporting the Prevent agenda. Prevent is part of the Government’s Counter-Terrorism Strategy (2011) CONTEST, which is led by the Home Office. The health sector has a non-enforcement approach to Prevent and focuses on support for vulnerable individuals and healthcare organisations in helping stop them from becoming terrorists or supporting terrorism.
This document outlines the process to ensure that procurement activity relating to clinical health services complies with relevant legislation and Department of Health guidance. It provides guidance on when to use procurement, to outline key aspects of procurement and set out key considerations to take into account when undertaking a procurement process.
This strategy sets out the CCG approach to risk and the management of risk in fulfilment of its overall objectives. In addition, the adoption and embedding within the organisation of an effective risk management framework and processes will ensure that the reputation of the CCG is maintained and enhanced, and its resources are used effectively to ensure business success, continuing financial strength and to ensure continuous quality improvement in its operating model.
The purpose of this policy is to identify what is meant by a Serious Incident (SI) and to describe the processes for the reporting and management of an SI within the CCGs and agreed NHS commissioned services and services jointly commissioned by the CCGs and Local Authorities. This policy will also describe the role of the CCGs when an SI occurs across a number of organisations. This policy aims to ensure that the CCGs as Commissioners complies with current legislation as well as national guidance, NHS England and NPSA requirements with regard to accident/incident reporting generally, but in particular reporting, notifying, and investigating SIs.
This policy provides guidance to staff on social media/networking on the internet and the external use of other online tools such as blogs, discussion forums and interactive news sites. It is intended to help to protect the CCG and staff and advises staff of potential consequences of their behaviour and any content that they might post online whether acting independently or in their capacity as a representative of the CCG.
The purpose of this Plan is to ensure localised business continuity arrangements are in place which identify and maintain critical activities of the CCG during and after any interruption, restore them to full functionality and promote recovery as quickly as possible.
This policy sets out the standards of business conduct expected by the CCG and to ensure staff are aware of their responsibilities as well as the CCG’s responsibilities as a corporate body. This includes definitions of bribery and conflicts of interest and draws attention to the consequences of non-compliance with its requirements which may include disciplinary action and/or legal action.
This guide has been developed to assist clinicians answer questions in relation to individual funding requests (IFRs). At the end of this guide you will find quick links to qualifying criteria of individual policies contained within the Value Based Clinical Commissioning Treatment Policies document.