The Board to receive a briefing paper on changes made to the plan.

http://modgov/documents/s53630/Draft%20Strategic%20Plan%20201415%20-%20201819.pdf

http://modgov/documents/s53631/Commissioning%20Framework%20Summary.pdf

Jerry Clough, Chief Operating Officer, NEW Devon CCG provided the Board with an update on the New Devon CCG 5 Year Strategic Plan.  It was reported that -

(a)        a draft of the NEW Devon CCG 5-Year  Strategic Plan would be submitted by 4 April and final draft submitted by 20 June.  During that period there would be plenty of time for engagement and further refinement of the plan;

(b)        Devon had been designated as a financially challenged health economy which means that Devon would be receiving intensive external support from 1 March to 20 June to support the 5 year plan;

(c)        5 key strategic priorities identified that resonate throughout the plan and are critical pieces of work -

·                     Partnerships to deliver improved health outcomes;

·                     Personalisation and integration;

·                     General Practice registered populations as the organising units of care;

·                     A regulated system of elective care that delivers efficient and effective care for patients;

·                     A safe and efficient urgent care system.

In response to questions from members of the Board it was reported that -

(d)        there were national drivers to make General Practice more available, open and responsive and that in itself was a tension, however, if merged and federated at scale, patients could have access to urgent care services not from a named GP but they would receive the care when needed;

(e)        the ‘Green family’ had created a lot of interest and whether the statements were ambitious enough was questioned.  The default of taking someone to hospital too quickly was still in place when there could be other options;

(f)         areas that have significant issues around health inequalities were party due to low uptake and the engagement of people with their own healthcare.  This was an issue nationally and spend was higher in communities where health inequalities were not a big issue.  There was a need to be open and transparent and CCG had applied allocation formula to each of their localities;

Agreed that the Health and Wellbeing Board note the update at the first meeting in the new municipal year would consider the final plan.