Table of Contents
Beginning in April 2013, clinical commissioning groups (CCGs), which are clinically led groups composed of general practitioners (GPs), replaced primary care trusts (PCTs). CCGs account for about % of the National Health Service (NHS) budget and will be directly managed by NHS England.
Primary Care Market Dynamics
About % of GP practices use a computerized system for managing patient information, and the adoption rate for primary care information systems (PCIS) in the United Kingdom is in the range of - %. With the formation of CCGs, there is a need for effective patient data management among practices, which provides a market opportunity for PCIS vendors.
The transition from PCTs to CCGs briefly delayed procurement processes, which had a moderate effect on revenue from new product sales of healthcare information technology (IT) applications. However, this is a short-term impact that is expected to be alleviated by end of 2014.
Research Scope and Objective
•The objective of this research service is to present an analysis of the objectives and role of CCGs and their effect on the UK healthcare market.
•The study includes qualitative analysis of the healthcare IT market in the United Kingdom in light of the introduction of CCGs in primary care.
•The scope of the study includes analysing the primary care market before and after implementation of CCGs, the budget process involved in procurement of services by CCGs, various modes of procurement of healthcare IT services in the United Kingdom, and the effect of CCGs on procurement of healthcare IT services targeted at primary care.
The NHS set up CCGs under the Health and Social Care Act 2012 to deliver NHS services in England. As of April 2013, CCGs replaced PCTs.
Organizational Structure :
CCGs are clinically led groups composed of GPs in the region they serve. They are commissioned so GPs and other clinicians can influence decisions regarding patient care and health services. CCGs will be directly managed by NHS England, including its regional offices and area teams.
Organizational Objectives :
CCGs have the following objectives:
•Improving patient outcomes at the individual and community levels by effectively prioritizing the demand and supply, and encouraging innovation.
•Empowering patients through shared approaches to care and involvement in the treatment and care regime.
•Evaluating needs, designing services, and overseeing outcomes through evidence-based practice.
•Mobilising the community to develop sustainable healthcare policies.
Role of the Organization :
The commissioning responsibilities of each CCG include assessing the needs of the local population to plan and secure healthcare services for that region or community. Each CCG must continuously monitor quality of care and make improvements if needed.
CCGs were formed to improve quality of care while taking into account local healthcare needs. They also aim to optimise transaction costs and provide uniform access to healthcare.
•Until 2012, the commissioning of NHS services for healthcare was performed by xx PCTs.
•These PCTs accounted for about xx% of the NHS budget allocation, with services covering aboutxx people per PCT.
•As per the Health and Social Care Act 2012, CCGs replaced PCTs in delivering healthcare services and are allocated real budgets by the NHS Commissioning Board.
•211 CCGs have been formed. All are held accountable by the NHS Commissioning Board for quality and care standards.
•Of the 211 CCGs, 106 were fully authorized because they met all xx criteria with respect to organizational objectives. Those that failed to meet all criteria were partially authorized to perform only criteria they have met and will be supported by the NHS in undertaking other activities.
•CCGs must plan budgets and commission healthcare services by reviewing what they have inherited from PCTs.
•In 2014 and coming years, CCGs will be required to align available resources to manage service agreements and to work with NHS as its regulator.
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