Our vision and values


We are committed to commissioning high quality patient services which deliver:

  • the right health care;
  • at the right time;
  • by the right healthcare professional;
  • and in the right environment.

We believe in the NHS and want to help secure its future by shaping services locally that are responsive to the needs of our community and affordable. We want to see as many services as possible transferred away from a hospital environment and nearer to patients’ homes when clinically appropriate. We want our local hospital to become a centre of excellence. We believe this will result in measurable improvements in healthcare for our patients and ensure we make best use of public money.

  • People Centred
    • We all have a voice
    • Relationships are key
    • Valuing experience and contribution of others
    • Fairness in how we deal with each other
    • Giving and receiving feedback constructively
  • Partnership / Team Working
    • Transparency in how we relate
    • Shared ownership of problem solving
    • Working together to support delivery
    • Openness in how we discuss problems, issues and solutions
    • We are a team and related to a wider system
  • Integrity and honesty
    • Communicate honestly at all times
    • Accountability for own actions
    • Supportive of each other
    • Trust each other and respect contrary positions
    • Never discriminate
  • Courage and ambition
    • To take pride in the organisation and its delivery
    • To hold ourselves and our colleagues to account for delivering
    • To allow space to innovate and to nurture creativity
    • To see failure as an opportunity to learn
    • To apply ourselves with enthusiasm and passion
  • Quality
      • To work in an evidence based way to deliver transformation and business as usual 
      • Common definition of what quality is
      • To focus on organisational and system wide outcomes 
      • To conduct ourselves professionally at all times


  • To deliver high quality, patient centred services
  • To deliver our statutory responsibilities
  • To create a mature and vibrant organisation
  • To create a financially sustainable health and social care economy in our geographical system

Good corporate governance arrangements are critical to achieving the CCG's objectives.

In accordance with section 14L(2)(b) of the 2006 Act,[1] the CCG will at all times observe "such generally accepted principles of good governance as are relevant to it" in the way it conducts its business. These include:

  • the highest standards of propriety involving impartiality, integrity and objectivity in relation to the stewardship of public funds, the management of the organisation and the conduct of its business;
  • The Good Governance Standard for Public Services;[2]
  • the standards of behaviour published by the Committee on Standards in Public Life (1995) known as the 'Nolan Principles'[3]
  • the seven key principles of the NHS Constitution;[4]
  • the Equality Act 2010.[5]

The CCG will demonstrate its accountability to its members, local people, stakeholders and the NHS Commissioning Board in a number of ways, including by:

  • publishing its constitution;
  • appointing independent Lay Members and non GP clinicians to its Governing Body;
  • holding meetings of its Governing Body in public (except where the CCG considers that it would not be in the public interest in relation to all or part of a meeting);
  • publishing annually a commissioning plan;
  • complying with local authority health overview and scrutiny requirements;
  • engaging with the LMC as the local statutory representatives of the profession;
  • meeting annually in public to publish and present its annual report (which must be published);
  • producing annual accounts in respect of each financial year which must be externally audited;
  • having a published and clear complaints process;
  • complying with the Freedom of Information Act 2000;
  • providing information to the NHS Commissioning Board as required.
The Governing Body of the CCG will throughout each year have an ongoing role in reviewing the CCG's governance arrangements to ensure that it continues to reflect the principles of good governance.