Meetings and Publications

Our plans, reports and strategies

This page highlights our key plans, reports and strategies – all of which are available to download from this page.

The Annual Report and Accounts include the following information:

  • The Nature, Objectives and Strategies of the CCG – the population that we serve, our vision and key performance indicators
  • The Development and Performance of the CCG and plans for the future – the progress made against NHS targets, our financial targets and our stakeholder engagement and relationships
  • The Members Report – information about our leadership team, our workforce, and governance
  • The Remuneration Report – Governing Body Biographies, Salary and Declarations of Interest
  • Governance Statements signed by the Acting Accountable Officer
  • Annual Accounts
  • Independent Auditors’ Report

Five year plan

What we want to do by 2019…

There are six targets for our five year plan that we want to achieve by 2019. These targets include, reducing health inequalities, improving the quality of life for people with long term and complex health conditions and promoting wellbeing and mental health.

NHS Swale CCG 5 Year Plan


Our prospectus explains how we are working to commission better healthcare for the people of Swale, our priorities and how you can get involved.

NHS Swale CCG Prospectus


This Constitution lays the foundations on which NHS Swale Clinical Commissioning Group will build. It defines the rights and responsibilities of its Members and establishes the system of governance, which will ensure that we will make the right decisions.

NHS Swale CCG Constitution

Commissioning Strategy and Two Year Operating Plan

This Strategy and Operational Plan indicates what the key priorities are from 2014 to 2019. It incorporates the views of the public and our providers, and is in line with the Health and Wellbeing Strategy to which we have contributed with our key local authority partners.

NHS Swale CCG Strategy and Two Year Operating Plan

Joint Strategic Needs Assessment (JSNA)

Through the Health and Social Care Act the Government has established the Joint Strategic Needs Assessment (JSNA) as a fundamental part of the planning and commissioning cycle at a local level.

Download the Kent and Medway JSNA (via the Kent and Medway Public Health Observatory website).

NHS Swale CCG Health Needs Assessment

Joint Health and Wellbeing Strategy (JHWS)

This strategy aims to confront that challenge, to improve the areas in which – despite generally good levels of health – Kent lags behind the country as a whole, and to tackle the significant differences in people’s health and wellbeing across the county.

Kent Local Transformation Plan for Children, Young People and Young Adults' Emotional Wellbeing and Mental Health

Over the last two years children, young people, professionals and partners have been working locally and across CCGs to grapple with the complex and challenging issues of mental health and wellbeing.


We have looked at local and county-wide needs, provision and good practice and have developed and designed a new whole-system for Kent which puts children, young people and young adults at the heart of services. We are delighted that the testimony we had gathered from Kent children and young people was considered in the drafting of the Department of Health and NHS England publication of ‘Future in Mind’.


As part of transforming mental health and wellbeing services for the future, Kent partners have developed the Kent Transformation Plan for Children, Young People and Young Adults’ Emotional Wellbeing and Mental Health. The plan draws on the voice the child, parents, professional and families and articulates how we will move towards a future which is transformed with how we see and how we respond to mental health and wellbeing for our whole population.


Since publishing our first version in December 2015, we have been required by NHS England to produce an annual refresh. We refreshed our plan in October 2016 and again in October 2017. Our Transformation Plan sets out how we will meet the challenge and commits to systemic and cross-cutting solutions across organisational and geographic boundaries. The key areas of transformation within our plans are to:


  • Increase the role of universal services to challenge stigma and deliver good emotional wellbeing at every opportunity. We will invest in schools, school nursing, health visitors, voluntary sector, families and children to build resilience and parenting skills. We will deliver evidence-based programmes across Kent designed to reduce self-harm and risk-taking behaviour in targeted groups of young people following a successful local pilot.


  • Invest in early intervention to ensure that children and young people are able to access the right service at the right time. We will be investing new money into a Kent-wide resource of mental health practitioners within early help services to support children and young people who do not have a medical diagnosis.


  • Deliver services and support from birth to 25, ensuring that support is no longer shaped by a cliff-face at age of 18 but responds to the individual needs of a young person as they follow their own unique path to adulthood. We will be working towards moving existing resource and contracting arrangements over the next five years to achieve true 0 – 25 services.


  • Meet the needs of our vulnerable populations, ensuring evidence based and effective interventions for our looked after children, care leavers, disabled children, young offenders and those with complex needs. This year, we will invest in supporting our significantly expanded unaccompanied asylum-seeking children population.


  • Improve access. Research is increasingly showing the long-term effects of emotional and mental health problems occurring during childhood and adolescence, and the cost-effectiveness of good access to appropriate support. We will develop streamlined access for children and young people with emotional wellbeing and mental health needs and their family/carer by introducing a single point of access.

Here is the 2015 version (published December 2015)

Here is the 2016 version (published October 2016)

Here is the 2017 version (published October 2017)

Here is the 2018 version (published October 2018)

Here is a summary version (published December 2015)

Patient and Public Involvement (PPI) and Engagement Report 2017/18

Communications and Engagement Strategy (2018)

This Communication and Engagement strategy was written in 2018.

We reviewed similar strategies from other CCGs for best practice and involved the Dartford, Gravesham and Swanley Patient Participation Group Chairs and Swale Patient Liaison Group in its creation.
The strategy was ratified by the Governing Body of both NHS Dartford, Gravesham and Swanley CCG, and NHS Swale CCG.
The Governing Body includes lay members for patient engagement and a patient representative who were also engaged in this process.
The strategy will be revised in 2020.


Communications and Engagement Framework

This Helping us shape health CE framework was written in 2018.
It builds on our Communications and Engagement Strategy and was devised with input from our lay members for patient involvement, our Staff Forum, and Dartford, Gravesham and Swanley Patient Participation Group Chairs and Swale Patient Liaison Group.
The framework will be revised in 2020.

Communications and Engagement Toolkit

It builds on our Communications and Engagement Strategy and Communications and Engagement Framework which were devised with input from our lay members for patient involvement, our Staff Forum, and Dartford, Gravesham and Swanley Patient Participation Group Chairs and Swale Patient Liaison Group.
The toolkit will be revised in 2020.

Engagement and consultation advice for commissioners

This document has been created for our commissioners to enable them to involve patients and the public in changes to services.
It was written in 2017.
Commissioners have a duty to involve the public and the communications and engagement team also provides support to the commissioning staff to meet help them meet their obligations and to ensure the public can play a part in shaping health services.
The advice will be reviewed in 2020.

GP Forward View Plan