Introduction to joint strategies
The Health and Social Care Act 2012 and the Care Act 2014 set out the expectation of deepening integration of health and social care, where everyone experiences truly joined up service provision and commissioning.A mental health commissioning strategy for Devon, Plymouth and Torbay 2014-2017Living well with dementia in Devon – making progress 2014-2016Carers in Devon: Joint Strategy 2014-2019Living well with a learning disability in Devon 2014-2017: draft strategyAutism strategy - in development
We are committed to working together to put individuals, families and communities at the heart of everything we do. We want to build on their strengths and ambition and to reduce reliance on services, whilst offering the best possible response when people are in need of our support.
We want to convey our ambition to be the best we can and to deliver to the highest possible standard in all that we do. We want to celebrate health and care in Devon so that our citizens can be proud of what we offer and are confident in its safety and quality.
To achieve this we need to clearly set out what we are trying to achieve and how we are going to move forward together as a health and social care community and with our partners.
Over the last year the two CCGs and the three Councils of Devon, Plymouth and Torbay have been developing and refreshing a suite of joint strategies that set out our ambition in a number of areas.
We have worked closely with partners and the public to ensure that our strategies reflect their advice and concerns.
Taken together, these strategies represent a significant shift in the way we are working.
They are underpinned by the “Journey to I”, our plan for integration and the Better Care Fund.
And a set of unifying principles – The “I Statements”.
They are concise documents that set out the direction of travel. Taken together, they represent a significant expression of our intent. The strategies are largely focused on adults and young people in transition to adulthood but they relate closely to strategies relating to children and families, in particular Early Help, Emotional Health and Well-Being and Maternity.
In so doing, their intent is to think about people not just as individuals but as members of families and communities.
Transforming Care Partnership
In Devon the Transforming Care Partnership has been formed between the NEW Devon CCG, Torbay and Southern Devon CCG and NHSE who have worked closely with people living in our area to produce the plan.Devon Transforming Care Partnership Plan - May 2016Click here to download this file
The plan aim is to achieve three things:
This will mean that nobody stays longer in hospital than they need to. We also need to make sure that people have good plans to enable them to live within the community they know well, with the right support.
Click the links below for the Devon Transforming Care Partnership Plan. An Easy Read version is also available below.
Add this document to cartDevon Transforming Care Partnership Plan - May 2016 (EASY READ)Click here to download this file
Add this document to cart
Links to other strategies and plans
Our understanding of need is derived from the Joint Strategic Needs Assessment (JSNA) and related needs assessments for specific groups.
These strategies, as part of the integration plan, are intended to support the delivery of the Joint Health and Well Being Strategy.
They are influential in guiding the intent to jointly commission integrated health and care services whilst shifting focus and resources to community services and prevention.
They align with the vision and strategic plans of each of the partners.
A common set of themes runs through the strategies:
Strategies are only as good as the action that is taken to make them a reality.
Work is already taking place to deliver the objectives set out in the strategies and a series of implementation plans are being developed to co-ordinate and further develop that work.
In so doing, we will aim for consistent outcomes across Devon, whilst respecting the variations in approach that may be needed in different geographical areas of the county.
These plans will set out the accountabilities, timeframes and performance monitoring frameworks that will deliver our objectives and on which we will report on progress.
Each June, we will publish a report of progress to celebrate achievements and to set out our priorities for the coming year.
The strategies are published at a time of enormous pressure on resources and this means that we have to focus on the things that are most important, to innovate and to use our still considerable resources in the most effective way possible.
In so doing we will take opportunities to work together across geographic and organisational boundaries so that we share skills and resources to achieve economies of scale and achieve greatest impact.
The strategies are supported and facilitated by the Devon Health and Social Care Development Group. This high level group is an informal meeting of decision makers involving Devon County Council, NHS NEW Devon CCG and South Devon and Torbay CCG - rather than a decision making group.
It is designed to facilitate the setting of the direction, set out the parameters of the shared health and social care agenda, enable partnership arrangements, and resolve obstacles to progress through an approach characterised by trust, honesty and “no surprises” in our shared journey to integration.
They have been endorsed by the three Devon Health and Wellbeing Boards as supporting the delivery of the joint Health and Wellbeing Strategies. We will regularly report to the Health and Wellbeing Boards to enable them to provide oversight of progress and to engage partners in delivery of the strategies.
Their detailed delivery will be overseen by the Joint Commissioning Co-Ordinating Group (JCCG), which also provides leadership for the Better Care Fund. The JCCG will monitor progress, resolve any barriers to progress and measure impact.
Each strategy has a designated lead, responsible for developing the strategy and ensuring that accountability for its implementation is clear, that performance is reported and that any barriers to progress are resolved. Each lead works with a delivery partnership, although the nature of these varies.
The lead and relevant delivery partnership are set out below: