Upload
others
View
6
Download
0
Embed Size (px)
Citation preview
Herefordshire CCG Page 2 of 39
Contents:
Page
CCG Governance Framework 3
Groups reporting to Clinical Executive 4
Executive v Scrutiny responsibilities (1) 5
Executive v Scrutiny responsibilities (2) 6
Quality and Patient Safety Committee – Terms of Reference 7
Clinical Executive – Terms of Reference 12
Finance, Performance and Resources Committee – Terms of Reference 17
Audit and Assurance Committee – Terms of Reference 22
Communications and Involvement - Terms of Reference 28
Governing Body - Terms of Reference 33
Remunerations Committee – Terms of Reference
Herefordshire CCG Page 7 of 39
OVERVIEW
Chair: Lay Member – Public and Patient Involvement and Primary
Care
Vice Chair Chief Nursing Officer
Administrator and Secretary CCG Business Support Team
CCG Executive Lead Chief Nursing Officer
Frequency of Meetings The Committee will meet bi-monthly.
Agendas and papers will be distributed at least three working
days in advance of the meeting, unless there are exceptional
circumstances for individual papers
Minutes to be distributed five working days after the meeting
Quorum Chair/Vice Chair plus at least 4 members of the committee
including 1 Governing Body GP
Membership Responsibility to cascade information to:
Governing Body Members (voting)
Lay Member – Patient & Public
Involvement or Primary Care
Lay Members
Quality and Patient Safety Committee Terms of Reference Last reviewed at Committee: 05.09.17
Approved at Governing Body:
Next Review: September 2018
Master copy saved: Q:\CCG\HCCG\1. Committees\2. a TORs\Approved TORs 2016.17
Herefordshire CCG Page 8 of 39
Lay Member – Audit & Assurance or
Primary y Care
Lay Members
Clinical Chair or Clinical Vice Chair Clinical Leads
Governing Body - GP Lead Clinical Leads
Secondary Care Lead
Chief Finance Officer SMT and Key Managers
Chief Nursing Officer SMT and Key Managers
Director of Operations SMT and Key Managers
Director of Primary Care SMT and Key Managers
HealthWatch Representative (Co-opted)
Additional members may be co-opted to contribute to specialised areas of discussion
Should a member be unavailable for a meeting, they may nominate a fully briefed deputy to attend in their
place at the agreement of the Chair.
Members of the Committee may nominate deputies as long as these are arrangements are recorded
formally in the Committees minutes
Nominated deputies include for Clinical Chair – Clinical Vice Chair; GP Leads - GP Lead; for Lay members
–Lay Member for Primary Care; Chief Finance Officer – Deputy Finance Officer, Chief Nurse – Deputy Chief
Nurse
Open invitation for attendance
Accountable Officer
Reading Membership Responsibility to cascade information where appropriate
to:
FPR Committee Members
Herefordshire CCG Page 9 of 39
1. Introduction
The Quality and Safety Committee (QPS Committee) is established in accordance with Herefordshire
Clinical Commissioning Group’s (CCG) constitution, standing orders and scheme of delegation. These
terms of reference set out the membership, remit responsibility and reporting arrangements of the QPS
Committee and shall have effect as if incorporated into the clinical commissioning group’s constitution and
standing orders.
2. Purpose of the Committee
As a sub-committee of the Governing Body, the primary role of the QPS Committee is to monitor and
review the quality of services commissioned by the CCG, and promote a culture of continuous improvement
and innovation in
The safety of treatment and care received by patients
The effectiveness of treatment and care received by patients
The experience patients and their carers have of treatment and care received
It shall provide strategic leadership and direction to support the CCG in commissioning high quality
services. It shall support the objectives of the CCG and its Governing Body, and the provision of assurance
to the Governing Body and Audit Committee.
3. Conduct of the Committee
The QPS Committee will conduct its business in accordance with any national guidance relevant
codes of conduct and good governance practice including Nolan’s seven principles of public life
The QPS Committee will, at least annually, review its own performance, membership and terms of
reference. Any resulting changes to the terms of reference will be submitted to the CCG Governing
Body for approval
4. Conflict of Interest Declaration
The Committee Chair will ask at the beginning of each meeting whether any member has a conflict
of interest to declare about any cases being discussed at the meeting
If a member has a direct or indirect connection with an issue on the agenda which may impact on
their ability to be objective they must declare an interest to the Chair. A decision will then be taken
as to whether it is appropriate or not for this member to remain involved.
If a member has been approached and offered advice on the management of a case then this must
be declared to the Chair.
5. Authority
The Committee is authorised by the HCCG Governing Body to investigate any activity within its
Terms of Reference.
Is authorised to seek any information it requires from any employee and all employees are directed
to co-operate with any requests made by the Committee.
The Committee will undertake will subsume the authority, roles and responsibilities of the Quality,
Finance and Resources Committee, in relation to quality and patient safety as defined in the CCGs
scheme of delegation and constitution.
Herefordshire CCG Page 10 of 39
6. Responsibilities and Duties
The duties of the QPS Committee are to be driven by the priorities for the Clinical Commissioning
Group and any associated risks or areas of quality improvement. In order to fulfil its role effectively,
the Committee will:
Provide assurance that commissioned services are being delivered in a high quality and safe
manner, ensuring that quality sits at the heart of everything the CCG does.
Ensure that the provision of high quality is the focus enshrined in all commissioned services and
Herefordshire CCG expectations of its providers to assess and monitor performance against the
quality standards and identify exceptions
Ensure, by the use of benchmarking and clinical evidence, that variations in clinical practice are
identified and addressed and that clinical intervention is based upon best available evidence
Oversee arrangements for managing provider performance against the Quality schedule and
Commissioning for Quality and Innovation (CQUIN) scheme
Receive assurance and provide scrutiny and challenge to all commissioned services ensuring they
meet and exceed relevant statutory and regulatory obligations for the delivery of quality
Receive assurance on behalf of Herefordshire CCG in response to reports from external agencies
relevant to the quality and performance of its commissioned services, including Care Quality
Commission, Monitor and any other relevant regulatory bodies
Receive assurance that the relevant standards in relation to safeguarding children and
safeguarding adults, infection prevention and control, information governance and research are
being complied with and that the risks associated with those items are identified and controlled
Have oversight of the process and compliance issues concerning serious incidents requiring
investigation (SIRI’s) being informed of all Never Events and informing the Governing Body of any
escalation or sensitive issues in a timely manner
Review the outcomes associated with all Serious Incidents including Never Events to ensure that
learning is shared across the CCG and its commissioned services as appropriate
Receive and scrutinise independent investigations reports relating to patient safety and agree
publication plans
Promote research and development within commissioned services and seek assurance of robust
research governance that it is accordance with the Research Governance Framework
To receive regular reports to demonstrate that patient experience obtained through quality
monitoring, patient surveys, patient and public feedback, complaints, PALs, HealthWatch, etc is
being used to drive quality improvement
Review the Risk Register and Quality Assurance Framework on behalf of Herefordshire CCG
Governing Body ensuring they are an accurate reflection of existing risks, key controls and
assurances and incorporate action plans to deliver against gaps in assurance
Review and provide commissioner response to provider annual Quality Accounts
Drive improvements, excellence and innovation in healthcare assurance across commissioned
services and ensure that best practice has been applied in the decision making processes
Support improvement in the quality of primary medical care services, working collaboratively with
NHS England where required
Agree the strategic priorities and annual work plans for quality, governance and assurance work,
linked to Herefordshire CCG strategic priorities and monitor, by exception, any deviations from plan
Lead the development and implementation of Herefordshire CCG Quality Strategy and Quality
Assurance Framework
Ensure quality is a key theme of the commissioning work undertaken via the Service
Transformation and Innovation Group (STIG)
Herefordshire CCG Page 11 of 39
Ensure that appropriate clinical governance arrangements are in place for the CCG commissioning
functions
Ensure information Governance processes and standards are compliant with national requirements
Review and agree key clinical policies or changes to medicines management prescribing guidance
and polices as appropriate
Have due regard to the public sector equality duty and the CCG’s equality objectives
7. Reporting Arrangements
This committee will:
Ensure that a Quality and Patient Safety highlight report is submitted to all Herefordshire CCG
Governing Body meetings
Provide minutes of meetings to Herefordshire CCG Governing Body and Audit Committee
Escalate any significant clinical or financial risk or quality issues to Herefordshire CCG Governing
Body
Share for information committee minutes with the Finance, Performance & Resources Committee
on a monthly basis
8. Accountability and Delegation
The QPS Committee is a committee of the Governing Body and is accountable to it. As a sub-committee of
the Governing Body it has the delegated authority to make recommendations on any matters of quality and
risk and to act where there is a pressing need. It also has the authority to approve business cases,
guidelines and polices on behalf on the Herefordshire CCG Governing Body, in line with the CCGs scheme
of delegation.
9. Review of Terms of Reference
These terms of reference will be reviewed by the committee no later than 1 year from approval of current
Terms of Reference.
Herefordshire CCG Page 12 of 39
OVERVIEW
Chair: GP Clinical Lead
Vice Chair Accountable Officer
Administrator and Secretary CCG Business Support Team
CCG Executive Lead Accountable Officer
Frequency of Meetings Once a month
Agendas and papers will be distributed at least three working
days in advance of the meeting.
Minutes to be distributed five working days after the meeting.
Quorum Chair or Deputy Chair plus 4 CCG members of the committee
Membership Responsibility to cascade information to:
Chair Governing Body GP Leads
Clinical Vice Chair GP Leads
Governing Body GP Lead
Governing Body GP Lead
Secondary Care Clinician
Practice Manager
Accountable Officer Key Managers
Clinical Executive Terms of Reference Last reviewed at Committee: Clinical Executive July 2017
Approved at Governing Body: 26th
September 2017
Next Review: March 2018
Master copy saved: Q:\CCG\HCCG\1. Committees\ToRs\2017-18
Herefordshire CCG Page 13 of 39
Chief Nursing Officer Key Managers
Chief Finance Officer Key Managers
Director of Operations Key Managers
Director of Corporate Development Key Managers
Director of Primary Care Key Managers
Director of Transformation Key Managers
Additional members may be co-opted to contribute to specialised areas of discussion
Should a member be unavailable for a meeting, they may nominate a fully briefed deputy to attend in their
place at the agreement of the Chair.
Members of the Committee may nominate deputies as long as these are arrangements are recorded
formally in the Committees minutes
Open invitation for attendance
Lay Members
Reading Membership Responsibility to cascade information where appropriate to:
Executive Leads SMT and Key Managers
Herefordshire CCG Page 14 of 39
1. Introduction
The CCG Clinical Executive is established in accordance with the CCG’s constitution, standing orders and
scheme of delegation. These terms of reference set out the membership, remit, responsibility and reporting
arrangements of the group, and shall have effect as if incorporated into the CCGs constitution and standing
orders.
2. Purpose of the Committee
The purpose of the CCG Clinical Executive is to bridge the gap between the role of the CCG Governing
Body in setting Strategy and delivering health improvements for the people of Herefordshire, and the
operational business of commissioning services and placing contracts on a daily basis.
The volume of commissioning decisions is too great for the CCG Governing Board, hence the need for a
Clinical Executive. The Clinical Executive has a critical role in ensuring that commissioning decisions are in
line with Governing Board Strategies, key responsibilities include:
Ensuring that commissioning decisions and intentions are consistent with the overall strategies set
by the CCG Governing Body within the strategic context of the Herefordshire &Worcestershire STP .
Receiving and approving outline business cases; and making recommendations to the Governing
Body, to ensure that proposals reflect agreed policies and strategies, are consistent with care
pathways agreed (or to be agreed) with providers and that procurement proposals are consistent
with the CCG Governing Body strategy.
Providing assurance to the CCG Governing Body that current service improvement initiatives are
discussed and debated, approved appropriately, prioritised against the CCG strategy and objectives
and have the appropriate governance structure surrounding them.
Acting as key project and programme gateway review point to ensure that QIPP and service
redesign projects and programmes have been sufficiently planned, scoped, costed and resourced,
and potential benefits, outcomes and risks have been identified.
Coordinating all elements of the CCG Portfolio related to QIPP, service transformation and
redesign, in order to realise continuous improvement of commissioned services and ensure value
for money is delivered for Herefordshire citizens and patients.
Ensuring the CCG understands and, where appropriate, aligns its work programme with its key
partners and interdependencies. Offer advice to the CCG Governing Body on the content and
direction of strategies.
3. Conduct of the Clinical Executive
The CCG Clinical Executive will conduct its business in accordance with any national guidance and
relevant codes of conduct and good governance practice including Nolan’s seven principles of
public life.
The Clinical Executive will work in accordance with the CCGs constitution, scheme of delegation
and conflict of interest policy and procedures.
Herefordshire CCG Page 15 of 39
The Clinical Executive will, at least once annually, review its own performance, membership and
terms of reference. Any resulting changes to the terms of reference will be submitted to the CCG
Governing Body for approval.
4. Conflict of Interest Declaration
The Group Chair will ask at the beginning of each meeting for declarations of conflicts of interest
relating to agenda items.
If a member has a direct or indirect connection with an item on the agenda which may impact on
their ability to discuss and reach decisions objectively they must declare a conflict of interest to the
Chair. A decision will be reached as to whether it is appropriate for the member to be involved in
discussions and/or Decision making
If a member has been approached and offered advice on an agenda item then this must be
declared to the Chair
5. Authority
In order to facilitate the achievement of good portfolio management the Clinical Executive is
authorised by the Governing Body to investigate any activity within its terms of reference.
Minutes of the Clinical Executive will be provided for information to the CCG Governing Body.
Matters for consideration by the Clinical Executive may be nominated by any member of the Team
or the CCG Governing Body.
The Clinical Executive is authorised by the CCG Governing Body to obtain outside legal or other
independent professional advice and to secure the attendance of advisers with relevant experience
and expertise if it considers this necessary
The Clinical Executive is authorised by the CCG Governing Body to commission any reports or
surveys it deems necessary to help it fulfil its obligations.
The Clinical Executive will undertake will subsume the authority, roles and responsibilities of the
Service Improvement and Transformation Group as defined in the CCGs scheme of delegation
6. Further Responsibilities and Duties
To fulfil its role effectively, the Clinical Executive will have specific responsibilities. It will:
Identify and prioritise areas for QIPP, service improvement and transformation initiatives in line with
CCG Strategy and Objectives, CCG Clinical Outcomes, patient feedback, the Joint Strategic Needs
Assessment, and in response to issues raised by CCG Governing Body and other stakeholders
Oversee and support the development of ideas and concepts into formal service improvement and
transformation proposals, Evaluating business cases, against a set of criteria, and agree business
cases on behalf of the CCG Board in line with the scheme of delegation
Provide a forum to engage partners and stakeholders, in both CCG and partners/stakeholders work
programmes
Oversee and monitor the implementation of all service improvement and transformation projects and
provide assurance to the CCG Governing Body
Act as an escalation point for current service improvement and transformation programme
implementation, authorise corrective action if QIPP, service improvement and transformation
programmes are behind schedule or not delivering improvement
Herefordshire CCG Page 16 of 39
Assess the impact of programmes in terms of patient outcomes and experience, quality of care,
financial impact and contribution to health outcomes and other targets, ensuring all service
improvement and transformation projects are designed to improve clinical outcomes, promote equality
and diversity, and reduce inequalities
Oversee and monitor the implementation and effectiveness of the CCGs Operating Model and
supporting policies
Oversee the development of the CCGs QIPP plans, assessing the potential impact on patient
outcomes, value for money and contribution to transformation plans
Ensuring risks to delivery are identified, and mitigating actions are in place and implemented
Ensuring appropriate advice and review, including clinical advice and input, has been undertaken and
taking advise from and by Clinical Reference groups and Programme boards in the development of
the CCGs commissioning strategy, commissioning intentions and in the developments business cases
Establish appropriately skilled and resourced task and finish projects as required from time to time.
7. Reporting Arrangements
This committee will:
Receive Action notes and reports from the following committees:
Information, Management and Technology; Medicines Optimisation Group; Service Redesign and
transformation Programme Boards and QIPP workstreams.
Work with the Programme Management Office Function to create, review and update a monthly
Programme Dashboard of all current implementations
Provide minutes of meetings and key activities to the CCG Governing Body
Escalate any significant clinical or financial risk or quality issues to either the CCG Governing Body,
the CCG Quality and Patient Safety Committee or the CCG Finance and Performance Committee
as appropriate.
8. Accountability and Delegation
This is a committee of the CCG Governing Body. As such the committee has delegated authority from the
CCG Governing Body to make recommendations on any matters relating to service improvement and
transformation. It also has the authority to approve business cases, service improvement and
transformation projects, guidelines and polices on behalf of the HCCG Governing Body, in line with the
CCGs scheme of delegation.
9. Review of Terms of Reference
These terms of reference will be reviewed by the committee no later than 1 year from approval of current
Terms of Reference.
Herefordshire CCG Page 17 of 39
OVERVIEW
Chair: Clinical Vice Chair
Vice Chair Lay Member for Audit and Assurance
Administrator and Secretary CCG Business Support Team
CCG Executive Lead Chief Finance Officer
Frequency of Meetings The Committee will meet every month
Agendas and papers will be distributed at least three working
days in advance of the meeting, unless there are exceptional
circumstances for individual papers
Minutes to be distributed five working days after the meeting
Quorum Chair/Vice Chair plus at least 4 members of the committee;
with at least 1 Governing Body GP in attendance
If quoracy is not met: where it is known before a meeting or
due to exceptional circumstances at the start of a meeting that
quoracy requirements cannot be met the Chair of the meeting
in liaison with the Accountable Officer, will decide to
either formally postpone the meeting or hold the meeting as
an informal briefing
If the latter takes place no formal decisions can be taken or
minutes of previous meeting be approved. However the
Finance, Performance and Resources
Committee Terms of Reference Last reviewed at Committee: 15/08/17
Approved at Governing Body:
Next Review: March 2018
Master copy saved: Q:\CCG\HCCG\1. Committees\2. a TORs\Approved TORs 2017.18
Herefordshire CCG Page 18 of 39
meeting may continue to meet to allow those present to be
briefed and discuss key items but no decisions can be taken.
If there is a time-limited decision that was due to be made at
the committee, and due to exceptional circumstances quoracy
requirements are not made, then an e-vote can be undertaken,
as permitted under the CCGs constitution, with Committee and
Governing Body members.
Membership Responsibility to cascade information to:
Governing Body Members (voting)
Clinical Vice Chair (Chair)
Lay Member – Audit and Assurance Lay Members
Lay Member – Patient & Public
Involvement or Primary Care
Lay Members
GP Lead Clinical Lead
Practice Manager Lead Practice Manager
Chief Finance Officer SMT and Key Managers
Chief Nursing Officer SMT and Key Managers
Director of Operations SMT and Key Managers
Director of Corporate Development SMT and Key Managers
Additional members may be co-opted to contribute to specialised areas of discussion
Should a member be unavailable for a meeting, they may nominate a fully briefed deputy to attend in their
place at the agreement of the Chair.
Members of the Committee may nominate deputies as long as these are arrangements are recorded
formally in the Committees minutes.
Nominated deputies include for GP GB Leads - fellow GP Leads; for Lay members –Lay Member for
Primary Care/PPI; Chief Finance Officer – Deputy Finance Officer; Chief Nursing Officer – Deputy Chief
Nursing Officer
Open invitation for attendance
Herefordshire CCG Page 19 of 39
Accountable Officer
Clinical Chair or Clinical Vice Chair
Reading Membership Responsibility to cascade information where appropriate to:
Executive Leads SMT and Key Managers
QPS Committee Members
1. Introduction
The Committee is established in accordance with Herefordshire Clinical Commissioning Group’s (CCG)
constitution, standing orders and scheme of delegation. These terms of reference set out the membership,
remit responsibility and reporting arrangements of the Committee and shall have effect as if incorporated
into the clinical commissioning group’s constitution and standing orders.
2. Purpose of the Committee
This Committee ensures full consideration of:
Financial performance and associated planning issues
Performance of key providers against key contact standards and associated targets and
performance measures
Performance against HCCG Key Performance Indicators and Targets
Key financial and corporate policies and processes
3. Conduct of the Committee
The Finance, Performance & Resources will conduct its business in accordance with any national
guidance relevant codes of conduct and good governance practice including Nolan’s seven
principles of public life. It will work in accordance with the CCG’s Constitution, Scheme of
Delegation and Conflict of Interest Policy and Procedures.
The Committee will, at least once annually, review its own performance, membership and Terms of
Reference. Any resulting changes to the terms of reference will be submitted to the HCCG
Governing Body for approval.
4. Conflict of Interest Declaration
The Group Chair will ask at the beginning of each meeting for declarations of conflicts of interest
relating to agenda items.
Herefordshire CCG Page 20 of 39
If a member has a direct or indirect connection with an item on the agenda which may impact on
their ability to discuss and reach decisions objectively they must declare a conflict of interest to the
Chair. A decision will be reached as to whether it is appropriate for the member to be involved in
discussions and/or Decision making
If a member has been approached and offered advice on an agenda item then this must be
declared to the Chair
5. Authority
The Committee is authorised by the HCCG Governing Body to investigate any activity within its
Terms of Reference.
Is authorised to seek any information it requires from any employee and all employees are directed
to co-operate with any requests made by the Committee.
The Committee is authorised by the Governing Body to obtain outside legal or other independent
professional advice and to secure the attendance of external representation with relevant
experience and expertise if it considers this necessary.
The Committee will undertake will subsume the authority, roles and responsibilities of the Quality,
Finance and Resources Committee, in relation to finance and performance issues as defined in the
CCGs scheme of delegation and constitution.
6. Responsibilities and Duties
The Finance, Performance and Resources Committee shall act on behalf of the CCG in accordance with
powers delegated by the Governing Body as follows:
To receive and consider detailed monthly monitoring reports and year-end forecasts of performance
against financial and contractual performance targets.
Review plans for overview the QIPP delivery plans and delivery of QIPP initiatives.
To make recommendations, as necessary, to the HCCG Governing Body on the actions to be taken
with regard to finance and contractual performance issues
To consider draft annual revenue and capital budgets and to make recommendations to the HCCG
Governing Board.
To consider and agree, where appropriate in-year changes to budgets in line with Standing
Financial Instructions and budget approval policies.
To consider and agree the delegated budgetary limits to responsible officers.
To consider the HCCGs annual performance targets and to recommend action plans to the
Governing Body for their achievement.
To monitor the use of any HCCGs Charitable Funds.
The Committee shall also consider and where appropriate make recommendations on issues
specifically referred to it by the HCCG.
To approve, review and agree HCCGs financial and corporate policies and procedures
To monitor the HCCG’s cash limit and resource limit.
To monitor and review performance of key providers against contract standards and targets and
agree remedial actions or performance notices where relevant
Herefordshire CCG Page 21 of 39
To receive and monitor performance of Commissioning Support Unit against contract standards and
targets and agree remedial actions or performance notices where relevant
To monitor the work programme of the Information Management Technology Group and review how
IM&T resource commitments are proposed to be utilised
To monitor and act as Information Governance Committee to ensure Information Governance
policies and procedures are in place and enacted
To have oversight of , and to review, key corporate policies and procedures including emergency
planning and information governance
To monitor receipt of any pharmaceutical rebates
7. Reporting Arrangements
This committee will;
Ensure that a Finance, Performance and Resources report is submitted to each HCCG Governing
Body.
Provide minutes of meetings to HCCG Governing Body, Quality and Patient Safety and Audit &
Assurance Committee.
Escalate any significant clinical or financial risk or quality issues to HCCG Governing Body and
Quality and Patient Safety Committee.
8. Accountability and Delegation
This is a Committee of the HCCG Governing Body As such the Committee has delegated authority from
the HCCG Governing Body to make recommendations on any matters of quality and risk and to act where
there is a pressing need. It also has the authority to approve business cases, guidelines and polices on
behalf on the HCCG Governing Body, in line with the HCCG’s Scheme of Delegation.
9. Review of Terms of Reference
These terms of reference will be reviewed by the committee no later than 1 year from approval of current
Terms of Reference.
Herefordshire CCG Page 22 of 39
OVERVIEW
Chair: Lay Member for Audit & Assurance
Vice Chair Lay Member for Patient & Public Involvement
Administrator and Secretary CCG Business Support Team
CCG Executive Lead Chief Finance Officer
Frequency of Meetings The Committee will meet at a minimum of quarterly intervals or
to facilitate end of year discussions or at the request of
auditors.
Papers to be received at least seven working days prior to
meeting date.
Agendas and papers will be distributed at least five working
days in advance of the meeting, unless there are exceptional
circumstances for individual papers.
Minutes to be distributed five working days after the meeting.
Quorum 2 members of the Committee
Membership Responsibility to cascade information to:
Lay Member for Audit & Assurance
Lay Member for Patient & Public
Involvement
Lay Member for Primary Care
Audit & Assurance Committee Terms of Reference Last reviewed at Committee: 24
October 2017
Approved at Governing Body: (28 November 2017 tbc)
Next Review: March 2018
Master copy saved: Q:\CCG\HCCG\1. Committees\2. a TORs\Approved TORs 2017.18
Herefordshire CCG Page 23 of 39
Independent Chair for Remunerations &
Appointments
Open invitation for attendance
CCG Accountable Officer
CCG Chief Finance Officer
CCG Director of Operations
CCG Director of Corporate Development
CCG Executive Lead Nurse
CSU Financial Controller
CCG Practice Manager Lead
External Audit – Grant Thornton
Internal Audit – RSM
Head of Counter Fraud
Additional members may be co-opted to contribute to specialised areas of discussion.
Should an invitee be unavailable for a meeting, they may nominate a fully briefed deputy to attend in their
place at the agreement of the Chair.
The Chair of the Governing Body will also be invited to attend one meeting each year in order to form a view
on, and understanding of, the Committee’s operations.
Regardless of attendance, external audit, internal audit, local counter fraud and security management (NHS
Protect) providers will have full and unrestricted rights of access to the Audit & Assurance Committee.
Reading Membership Responsibility to cascade information where appropriate
to:
Finance Director – NHS England Regional Team
Herefordshire CCG Page 24 of 39
1. Introduction
The Audit & Assurance Committee is established in accordance with Herefordshire Clinical
Commissioning Group’s (CCG) constitution, standing orders and scheme of delegation. These terms of
reference set out the membership, remit responsibility and reporting arrangements of the Audit &
Assurance Committee and shall have effect as if incorporated into the Clinical Commissioning Group’s
constitution and standing orders.
2. Purpose of the Committee
As a committee of the Governing Body, the primary role of the Audit & Assurance Committee is to
critically review the CCG’s financial reporting and internal control principles, and ensure an appropriate
relationship with both internal and external auditors is maintained. The duties of the Committee are
driven by the priorities identified by the CCG and the associated risks.
3. Remit and Responsibilities of the Committee
The duties of the Audit & Assurance Committee are to be driven by the priorities for the Clinical
Commissioning Group and any associated risks or areas of quality improvement. In order to fulfil its role
effectively, the Committee will:
Integrated Governance, Risk Management and Internal Control
The Committee shall review the establishment and maintenance of an effective system of integrated
governance, risk management and internal control, across the whole of the Clinical Commissioning
Group’s activities that support the achievement of the Clinical Commissioning Group’s objectives. Its
work will dovetail with that of any committee, which the Clinical Commissioning Group could establish to
seek assurance that robust internal controls including clinical quality is in place. In particular, the
Committee will review the adequacy and effectiveness of:
All risk and control related disclosure statements (in particular the governance statement), together
with any appropriate independent assurances, prior to endorsement by the Clinical Commissioning
Group.
The underlying assurance processes that indicate the degree of achievement of Clinical
Commissioning Group objectives, the effectiveness of the management of principal risks and the
appropriateness of the above disclosure statements.
The policies for ensuring compliance with relevant regulatory, legal and code of conduct
requirements, and related reporting and self-certification.
The policies and procedures for all work related to fraud and corruption as set out in Secretary of
State Directions and as required by the NHS Counter Fraud and Security Management Service.
In carrying out this work the Committee will primarily utilise the work of internal audit, external audit and
other assurance functions, but will not be limited to these sources. It will also seek reports and
assurances from officers as appropriate, concentrating on the over-arching systems of integrated
governance, risk management and internal control, together with indicators of their effectiveness. This
will be evidenced through the Committee’s use of an effective assurance framework to guide its work
and that of the audit and assurance functions that report to it.
Herefordshire CCG Page 25 of 39
Internal audit
The Committee shall ensure that there is an effective internal audit function that meets mandatory NHS
Internal Audit Standards and provides appropriate independent assurance to the Audit & Assurance
Committee, Accountable Officer and Clinical Commissioning Group. This will be achieved by:
Consideration of the provision of the internal audit service, the cost of the audit and any questions of
resignation and dismissal.
The Committee will tender and retender internal audit services at its discretion.
Review and approval of the internal audit strategy, operational plan and more detailed programme
of work, ensuring that this is consistent with the audit needs of the organisation, as identified in the
assurance framework.
Considering the major findings of internal audit work (and management’s response) and ensuring
co-ordination between the internal and external auditors to optimise audit resources.
Ensuring that the internal audit function is adequately resourced and has appropriate standing within
the Clinical Commissioning Group.
An annual review of the effectiveness of internal audit.
External audit
The Committee shall review the work and findings of the external auditors and consider the implications
and management’s responses to their work. This will be achieved by:
Consideration of the performance of the external auditors, as far as the rules governing the
appointment permit.
Discussion and agreement with the external auditors, before the audit commences, on the nature
and scope of the audit as set out in the annual plan, and ensuring co-ordination, as appropriate,
with other external auditors in the local health economy.
Discussion with the external auditors of their local evaluation of audit risks and assessment of the
Clinical Commissioning Group and associated impact on the audit fee.
Review of all external audit reports, including the report to those charged with governance,
agreement of the Annual Audit Letter before submission to the Clinical Commissioning Groups
Governing Body and any work undertaken outside the annual audit plan, together with the
appropriateness of management responses.
Other Assurance Functions
The Audit & Assurance Committee shall review the findings of other significant assurance functions,
both internal and external and consider the implications for the governance of the Clinical
Commissioning Group. These will include, but will not be limited to, any reviews by Department of
Health arm’s length bodies or regulators/inspectors (for example, the Care Quality Commission and
NHS Litigation Authority) and professional bodies with responsibility for the performance of staff or
functions (for example, Royal Colleges and accreditation bodies).
Counter fraud
The Committee shall satisfy itself that the Clinical Commissioning Group has adequate arrangements in
place for countering fraud and shall review the outcomes of counter fraud work. It shall also approve the
counter fraud work programme.
Herefordshire CCG Page 26 of 39
Management
The Committee shall request and review reports and positive assurances from officers on the overall
arrangements for governance, risk management and internal control. The Committee may also request
specific reports from individual functions within the Clinical Commissioning Group as they may be
appropriate to the overall arrangements.
Financial Statements
The Audit & Assurance Committee shall monitor the integrity of the financial statements of the Clinical
Commissioning Group and any formal announcements relating to the Clinical Commissioning Group’s
financial statements (Statutory annual accounts).
The Committee shall ensure that the systems of financial control reporting to the Clinical Commissioning
Group, are subject to review as to ensure completeness.
The Audit & Assurance Committee shall review the annual report and financial statements before
submission to the governing body and GP Parliament, focusing particularly on:
The wording in the governance statement and other disclosures relevant to the terms of reference
of the Committee;
Changes in, and compliance with, accounting policies, practices and estimation techniques;
Unadjusted mis-statements in the financial statements;
Significant judgements in preparing of the financial statements;
Significant adjustments resulting from the audit;
Letter of representation; and
Qualitative aspects of financial reporting.
4. Conduct of the Audit & Assurance Committee
The Audit & Assurance Committee will conduct its business in accordance with any national
guidance relevant codes of conduct and good governance practice including Nolan’s seven
principles of public life.
The Audit & Assurance Committee will, at least annually, review its own performance, membership
and terms of reference. Any resulting changes to the terms of reference will be submitted to the
CCG Governing Body for approval.
Conflict of Interest Declaration
The committee Chair will ask at the beginning of each meeting whether any member has a conflict
of interest to declare about any cases being discussed at the meeting.
If a member has a direct or indirect connection with an issue on the agenda which may impact on
their ability to be objective they must declare an interest to the Chair. A decision will then be taken
as to whether it is appropriate or not for this member to remain involved.
If a member has been approached and offered advice on the management of a case then this must be
declared to the Chair.
Herefordshire CCG Page 27 of 39
5. Relationship to the Governing Body
The Committee is authorised by Herefordshire CCG Governing Body to investigate any activity
within its terms of reference.
It is authorised to seek any information it requires from any employee and all employees are
directed to co-operate with any requests made by the Committee.
The Committee is authorised by the Governing Body to obtain outside legal or other independent
professional advice and to secure the attendance of outsiders with relevant experience and
expertise if it considers this necessary.
6. Reporting Arrangements
This Committee will;
Ensure that an Audit highlight report is submitted to all Herefordshire CCG Governing Body
meetings.
Provide minutes of meetings to Herefordshire CCG Governing Body .
Escalate any significant clinical or financial risk or quality issues to Herefordshire CCG Governing
Body.
The Committee will report to the Governing Body annually on its work in support of the Annual
Governance Statement, specifically commenting on the fitness for purpose of the Assurance
Framework, the completeness and embeddedness of risk management in the organisation, the
integration of governance arrangements and the appropriateness of the self-assessment against the
Care Quality Commission Standards.
7. Accountability and Delegation
The Audit & Assurance Committee is a committee of the Governing Body and is accountable to it. As a
committee of the Governing Body it has the delegated authority to make recommendations on any
matters of audit and to act where there is a pressing need. It also has the authority to approve
business cases, guidelines and polices on behalf on the Herefordshire CCG Governing Body, in line
with the CCGs scheme of delegation.
8. Policy and Practice
The Committee will apply best practice in the decision making processes it uses in its work.
The Committee will have full authority to commission any reports or surveys it deems necessary to help
it fulfil its obligations.
9. Review of Terms of Reference
These Terms of Reference supersede all previously issued versions; they shall be reviewed by the
Committee annually as part of the Audit & Assurance Committee’s planning process.
These Terms, and any subsequent amendment, shall be subject to approval by the Governing Body.
Herefordshire CCG Page 28 of 39
OVERVIEW
Chair: Lay Member – Public and Patient Involvement
Vice Chair Director of Corporate Development
Administrator and Secretary CCG Business Support Team
CCG Executive Lead Director of Corporate Development
Frequency of Meetings The Committee will meet every other month
Agendas and papers will be distributed at least three working
days in advance of the meeting, unless there are exceptional
circumstances for individual papers
Minutes to be distributed five working days after the meeting
Quorum Chair/Vice Chair plus at least 3 CCG members of the
Committee
Membership Responsibility to cascade information to:
Lay Member – PPI (Chair)
Director of Corporate Development
CSU Communications Lead (Co-opted)
CSU PPI Local Communications Lead
(Co-opted)
Communications & Involvement Committee Terms of Reference Last reviewed at Committee: 03 March 2016
Approved at Governing Body: 24th
January 2017
Next Review: March 2017
Master copy saved: Q:\CCG\HCCG\1. Committees\2. a TORs\Approved TORs 2016.17
Herefordshire CCG Page 29 of 39
Public Health Representative (Co-opted)
Practice Manager Board Representative
Chief Nurse or Deputy
Director of Primary Care
Open invitation for attendance
HCCG GP Clinical Leads as appointed from time to time
HCCG COST Team programme managers/Medicines Optimisation Team
HCCG GP practices: clinicians and practice managers
Additional members may be co-opted to contribute to specialised areas of discussion
Should a member be unavailable for a meeting, they may nominate a fully briefed deputy to attend in their
place at the agreement of the Chair.
Reading Membership Responsibility to cascade information where appropriate
to:
Herefordshire CCG Page 30 of 39
1. Introduction
The Herefordshire CCG Communications & Involvement Committee (C&I) is established in accordance with
the CCG’s constitution, standing orders and scheme of delegation. These terms of reference set out the
membership, remit, responsibility and reporting arrangements of the group, and shall have effect as if
incorporated into the CCGs constitution and standing orders.
2. Purpose of the Committee
NHS Herefordshire CCG is intent on ensuring that it has effective communications and engagement
channels in place with a range of stakeholders in order to ensure that the organisation can receive and use
intelligence to inform commissioning decisions. This will help the CCG make sure that health services in
Herefordshire are shaped to meet patient and service user needs, both now and in the future. The
Committees role is to ensure and seek assurance that this principle is central to the CCGs service resign,
transformation and planning work. It will do this by:
Ensuring the CCG Governing Body receives, hear and considers the patients and public view
Monitoring and evaluating the success of the CCG’s Patient and Public engagement and
Communication work
Review and consider how patient and public feedback should be used and employed by the CCG to
inform its plans
This Committee also ensures that the CCG has a regular and systematic focus on external
Communications and this Committee will receive Communication policies/procedure notes etc for
consideration
Ensuring the CCG’s Commissioning Plan is considered and takes account of stakeholders and
residents views
3. Conduct of the Communications & Involvement Committee
The Communication and Involvement Committee will conduct its business in accordance with any
national guidance relevant codes of conduct and good governance practice including Nolan’s seven
principles of public life
The Communication and Involvement Committee will, at least annually, review its own performance,
membership and terms of reference. Any resulting changes to the terms of reference will be
submitted to Herefordshire CCG Governing Body for approval
4. Conflict of Interest Declaration
The Committee Chair will ask at the beginning of each meeting whether any member has a conflict
of interest to declare about any cases being discussed at the meeting
If a member has a direct or indirect connection with an issue on the agenda which may impact on
their ability to be objective they must declare an interest to the Chair. A decision will then be taken
as to whether it is appropriate or not for this member to remain involved
If a member has been approached and offered advice on the management of a case then this must
be declared to the Chair
Herefordshire CCG Page 31 of 39
5. Authority
In order to facilitate the achievement of good portfolio management the group is authorised by the
governing Body to investigate any activity within its terms of reference.
Minutes of the Communications & Involvement Committee will be provided for information to the
HCCG board
Matters for consideration by the Communications and Involvements Committee may be nominated
by any member of the group or HCCG Governing Body.
The Communications & Involvement Committee is authorised by the HCCG Board to obtain outside
legal or other independent professional advice and to secure the attendance of advisers with
relevant experience and expertise if it considers this necessary.
The Communications & Involvement Committee is authorised by the HCCG board to commission
any reports or surveys it deems necessary to help it fulfil its obligations.
6. Responsibilities and Duties
The Communications and Involvement Committee shall act on behalf of Herefordshire CCG in
accordance with powers delegated by Herefordshire CCG Governing Body as follows:
To receive and consider the CCGs Communications and Involvement strategy and plans and
monitor delivery of the plan
Review and assesses Patient and Public feedback and ensure that the CCG takes appropriate
account of this within its planning and service transformation work, and feedback is systematic
Seek assurance that significant change or service improvement projects that could impact on health
outcomes or changes to service levels are properly consulted on/involve public and patients
appropriately
Promote the principle of co-production in the design and delivery of commissioning plans and
strategies
Ensure that Patient and Public Involvement and communications capacity and capability provided
internally or externally is of a quality that will support delivery of the CCGs strategic objectives
Review Communications mechanisms and process designed to engage stakeholders and
Herefordshire CCG members and evaluate their success, to provide assurance to the Governing
Body of the robustness of these systems
Horizon scan to promote best practice and innovation across commissioned services
Review and provide assurance to the Governing Body that Equality & Diversity is embedded into the
CCG and ensure we provide equality of opportunity to all our patients, their families and carers to
proactively eliminate direct or indirect discrimination of any kind.
7. Relationship with Providers
The Communication and Involvement Committee will facilitate Herefordshire CCG to establish and link
into provider organisations:
Herefordshire CCG Page 32 of 39
Wherever possible the committee will aim to work with existing networks of providers in gathering
their views and the views of their service users. This will include co-hosting events and being more
visible within the provider network.
The committee will work with providers in the co-production of engagement exercises and plans to
maximise the feedback and its value.
The committee will use social media to link in to and share the communications of providers
8. Reporting Arrangements
This committee will;
Ensure that a Communication and Involvement highlight report is submitted to all Herefordshire
CCG Governing Body meetings
Provide minutes of meetings to Herefordshire CCG Governing Body and Audit Committee
Escalate any significant clinical or financial risk or quality issues to Herefordshire CCG Governing
Body
9. Accountability and Delegation
This is Committee of the HCCG Governing Body. As such the Committee has delegated authority from
the HCCG Governing Body to make recommendations on any matters relating to service improvement
and transformation. It also has the authority to approve business cases, service improvement and
transformation projects, guidelines and polices on behalf of the HCCG Governing Body, in line with the
CCGs scheme of delegation.
10. Policy and Practice
The Committee will apply best practice in the decision making processes it uses in its work.
11. Review of Terms of Reference
These terms of reference will be reviewed by the committee no later than 1 year from approval of
current Terms of Reference.
Herefordshire CCG Page 33 of 39
OVERVIEW
Chair: GP Clinical Lead
Vice Chair Lay Member – Audit & Governance
Administrator and Secretary CCG Business Support Team
CCG Executive Lead Accountable Officer
Frequency of Meetings Minimum of 6 meetings a year to be held in public
Agendas and papers will be distributed at least five working days
in advance of the meeting.
Minutes to be distributed seven working days after the meeting.
Quorum Meetings of the Governing Body will be quorate when there are
a minimum of six voting members present, which must include
representation from the following groups:
o the chair or deputy chair;
o two GPs from the membership (which may include the
Chair of the Governing Body);
o one of either the chief officer or the chief financial officer;
and
o two of the following:
lay members
secondary care clinician
registered lead nurse (Chief Nursing Officer)
practice manager representative
Quorum with declared conflicts of interest: in situations where
the four GP representatives (including the chair) have conflicts
of interest the chair or deputy chair (if the chair is conflicted) will
decide whether they can take part in discussions prior to being
Herefordshire CCG Governing Body Terms of Reference Last reviewed at Committee:
Approved at Governing Body: Nov 17
Next Review: May 2018
Master copy saved:
Herefordshire CCG Page 34 of 39
excluded for voting. In the case of these four members being
excluded because of conflict of interest the quorum is five, which
must include the Deputy Chair, AO (or nominated deputy) or
CFO (or nominated deputy), a lay member (in addition to the
deputy chair), the secondary care clinician or the practice
manager (if not conflicted).
If quoaracy is not met: where it is known before a meeting or
due to exceptional circumstances at the start of a meeting that
quoracy requirements cannot be met the Chair of the meeting in
liaison with the Accountable Officer, will decide to
either formally postpone the meeting or hold the meeting as an
informal briefing
If the latter takes place no formal decisions can be taken or
minutes of previous meeting be approved. However the meeting
may continue to meet to allow those present to be briefed and
discuss key items but no decisions can be taken.
If there is a time-limited decision that was due to be made at the
committee, and due to exceptional circumstances quoracy
requirements are not made, then an e-vote can be undertaken,
as permitted under the CCGs constitution, with Committee and
Governing Body members.
Membership Responsibility to cascade
information to:
Voting Members
Chair Governing Body (Elected Member Representative) GP Leads
Clinical Vice Chair (Elected Member Representative) GP Leads
Governing Body GP Lead (Elected Member Representative)
Governing Body GP Lead (Elected Member Representative)
Practice Manager (Elected Member Representative)
Secondary Care Clinician
Lay member – Audit & Governance (Deputy Chair)
Lay member – Patient and Public Involvement
Lay member – Primary Care
Herefordshire CCG Page 35 of 39
Accountable Officer Key Managers
Chief Nursing Officer (registered lead nurse) Key Managers
Chief Finance Officer Key Managers
Non-Voting Key Managers
Director of Public Health (Herefordshire Council) Key Managers
Additional members may be co-opted to contribute to specialised areas of discussion
Should a member be unavailable for a meeting, they may nominate a fully briefed deputy to attend in their
place at the agreement of the Chair. Members of the Committee may nominate deputies as long as these
are arrangements are recorded formally in the Committees minutes
The following Executive member of the CCG will also be represented at the meeting to aid and support
decision-making:
o Director of Operations
o Director of Corporate Development
o Director of Primary Care
o Director of Transformation
Open invitation for attendance
Public (for Public Meetings)
Local Authority Councillors
Reading Membership Responsibility to cascade information where appropriate to:
Executive Leads SMT and Key Managers
Herefordshire CCG Page 36 of 39
3. Introduction
The CCG Governing Body is established in accordance with NHS Herefordshire Clinical Commissioning
Group’s (the CCG) Constitution, Standing Orders and Scheme of Delegation. These terms of reference set
out the membership, remit responsibilities and reporting arrangements of the Governing Body and shall
have affect as incorporated into the Constitution and Standing Orders.
The Governing Body members will be active leaders of change, promoting a compelling vision for health
improvement for its local community. The purpose of the Governing Body will be to embed clinical
leadership at the heart of commissioning in Herefordshire and drive transformation and service redesign by
putting people and patients of Herefordshire at the heart of everything the CCG does and commissions.
The Governing Body will put patient safety at the forefront of its work, whilst also ensuring prudent financial
management is at the core of its commissioning strategies and plans.
4. Purpose of the Governing Body
The Governing Body has been delegated all decision making by the CCGs members council (‘GP
Parliament), accept those exceptions as outline din the constitution. Its role and purpose includes:
to lead the development and delivery of the CCGs vision, strategy and plans;
to act as the body that will discharge its commissioning responsibility on behalf of its constituent
members ensuring local health services meet the needs of its resident population and offer best
value for money in spending NHS resources;
improve and develop the principles and practices of good safe quality care to its patients and local
community;
foster and improve collaborative working between CCGs, secondary care and the local authority to
meet the health needs of patients;
lead the development and delivery of commissioning and be accountable for decisions and actions
within the power and authority delegated to it by the Secretary of State for Health;
lead on all governance assurance, openness and transparency matters which will include managing
conflicts of interest, corporate governance, integrated risk management and assurance,
be responsible for demonstrating the delivery of the CCGs financial plans;
be responsible for ensuring a programme engagement of all of its constituent practices to support
the delivery of commissioning plans;
use the power it derives from its clinical leadership to lead and communicate with clinicians across
the health community;
use effective communication methods to involve and share its business to all stakeholders and
partners involved in the local health system; and
work closely with the health and wellbeing arrangements to ensure service design and development
is pooled and aligned effectively.
continue meaningful engagement with our patients, their carer’s and the community;
ensure there is proper constitutional and governance arrangements, with the capacity and capability
to deliver all our duties and responsibilities including financial control, as well as effectively
commission all the services for which we are responsible;
Herefordshire CCG Page 37 of 39
put in place collaborative arrangements for commissioning with other CCG’s, local authorities and
the NHS England; and
have great leaders who individually and collectively will make a real difference
3. Conduct of the Governing Body
The CCG Governing Body will conduct its business in accordance with any national guidance and
relevant codes of conduct and good governance practice including Nolan’s seven principles of
public life.
The Governing Body will work in accordance with the CCGs constitution, scheme of delegation and
conflict of interest policy and procedures.
The Governing Body will, at least once annually, review its own performance, membership and
terms of reference. Any resulting changes to the terms of reference will be submitted to the CCG
Governing Body for approval.
The Governing body will meet in public at least 6 times a year, press and members of the public will
only be excluded where publicity would be prejudicial to the public interest.
4. Conflict of Interest Declaration
The Group Chair will ask at the beginning of each meeting for declarations of conflicts of interest
relating to agenda items.
If a member has a direct or indirect connection with an item on the agenda which may impact on
their ability to discuss and reach decisions objectively they must declare a conflict of interest to the
Chair. A decision will be reached as to whether it is appropriate for the member to be involved in
discussions and/or Decision making
If a member has been approached and offered advice on an agenda item then this must be
declared to the Chair
in situations where the four GP representatives (including the chair) have conflicts of interest the
chair or vice chair (if the chair is conflicted) will decide whether they can take part in discussions
prior to being excluded for voting. In the case of these four members being excluded because of
conflict of interest the quorum is four, which must include the chief officer or formally nominated
representative, and the chief financial officer or formally nominated representative, and a lay
member.
5. Authority and delegation (as outlined in the CCGs constitution)
The GP Parliament has delegated all decision making to the Governing Body with the following exceptions:
Discussions and recommendations to change the Constitution
Electing the GP Members to the Governing Body, including the Chair
Expanding the geographical area of the CCG
Final approval of annual commissioning plans and CCG Annual report
Those matters reserved for joint committees established by the group
The Governing Body has responsibility for:
Herefordshire CCG Page 38 of 39
ensuring that the group has appropriate arrangements in place to exercise its functions effectively,
efficiently and economically and in accordance with the groups principles of good governance (its
main function);
determining the remuneration, fees and other allowances payable to employees or other persons
providing services to the group and the allowances payable under any pension scheme it may
establish under paragraph 11(4) of Schedule 1A of the 2006 Act, inserted by Schedule 2 of the 2012
Act;
approving any functions of the group that are specified in regulations;
ensuring that the register of interests is reviewed regularly, and updated as necessary;
ensuring that all conflicts of interest or potential conflicts of interest are declared;
overseeing the discharge of the public sector equality duty as delegated under section 5.2.;
the Governing Body shall have the authority to delegate any of its activities to a committee or sub-
committee of the Governing Body. Such committee or sub-committee shall be made up of members,
employees, members of the Governing Body or any other person approved by the Governing Body.
That means a committee or sub-committee of the Governing Body may have people on it who are
not members or employees of the group.
Additionally the Governing Body also has authority to
obtain outside legal or other independent professional advice and to secure the attendance
of advisers with relevant experience and expertise if it considers this necessary
to commission any reports or surveys it deems necessary to help it fulfil its obligations
Matters for consideration by the Governing Body may be nominated by any member of the Team or the
CCG Governing Body.
7. Reporting Arrangements
The Governing Body will:
Receive updates and reports from the following committees:
Finance, Resources and Performance
Quality and Patient Safety
Communications and Involvement
Joint Commissioning Board
Audit & Assurance
Remuneration Committee
Minutes of the Governing Body will be made publically available in the CCG’s website
9. Review of Terms of Reference
These terms of reference will be reviewed by the Governing Body no later than 1 year from approval of
current Terms of Reference.