Vision, mission, strategies and objectives
- Take joint ownership with partners and the public for creating sustainable health and care services
- Implement systems that make the best use of valuable health resources, every time
- Commission to prevent ill health, promote wellbeing and help people with long-term conditions to live well.
The objectives below represent the key deliverables for the CCG for 2016/17. They are designed to describe the priority areas that it is vital we deliver on for 2016/17 rather than the organisations overall work-plan.
The CCG executive members take corporate and personal accountability for driving and enabling achievement of these objectives through their leadership roles.
By 2019 we will:
- Be financially sustainable;
- Have matched resources explicitly to local need;
- Deliver integrated, personalised responses;
- Be focussed on quality and outcomes - namely care that is safe, that is clinically and cost-effective and provides a good experience for individuals accessing services;
- Deliver measurable results;
- Make clear the roles and responsibilities of people in maintaining and improving their own wellbeing; and
- Maximise CCG effectiveness by harnessing our most important asset – our staff.
1. Be financially sustainable – ‘turnaround and success regime’
Develop and deliver our approved financial plan for 2016/17 (CCG lives within our approved control total);
Through the Sustainability and Transformation Plan for Devon, we will develop more detailed proposals to deliver safe, financially sustainable and integrated services provided to the population of NEW Devon between 2016/17 and 2020/21.
2. Match resources explicitly to local need – ‘Strategic Systems Leadership’
Review CCG structure for post-turnaround and future proof for NHS England’s Five Year Forward View review;
Lead on the development of a Sustainability and Transformation Plan for the NEW Devon system, integrating with success regime where appropriate;
Develop a comprehensive commissioning strategy;
Begin to improve the equity of resource distribution across the CCG during 2016/17;
Proactively support the development of primary care;
Finalise the Transforming Community Services procurement in a way that shifts care towards services closer to home; and
Develop solutions to the workforce challenges inherent in the sustainability and transformation agenda. Working in partnership with Health Education England
Explore and begin to:
- Develop financial allocations and co-commissioning processes that incorporate primary care and specialised commissioning into our place-based approach; and
- Develop an outcomes-based commissioning, capitation funding approach to incentivise the provision system to actively progress the CCG commissioning strategy.
3. Deliver integrated, personalised responses - ‘Progress Partnership Working and Integration’
Build further on integration work with Plymouth City Council – demonstrate added value through implementation of commissioning strategies;
Progress the integration agenda with Devon County Council. Building on the Integrated Care for Exeter (ICE) project and the Transforming Community Services (TCS) procurement outcome.
Contribute to the Heart of the South West Devolution programme - Maximising the economic and integration opportunities it offers;
Complete TCS procurement processes:
- Provision of Northern and Eastern adult complex care;
- Out of hospital Urgent care (including 111 service);
- Preventive and Personalised care; and
- Specialty services.
Evaluate Better Care Fund outcomes and develop 2016/17 agreements;
Progress Integrated Person Centred Commissioning through:
- Personal Health Budgets (PHB); and
- Transforming Care Partnership (TCP).
4. Be focused on quality of outcomes - namely care that is safe, that is clinically and cost-effective and provides a positive experience for individuals accessing services – ‘Improve Performance’
Deliver NHS Constitution targets;
Ensure effective functioning of urgent care systems;
Achieve movement towards top quintile on NHS RightCare benchmarks;
Begin to improve the equity of resource distribution across the CCG during 2016/17; and
Retain emphasis on parity of esteem, crisis care concordat (acute care pathway), improving child and adolescent mental health services (CAMHS) pathway through more local responses.
5. Deliver measurable results – ‘CCG Assurance Status restored’
NHS Constitution performance;
NHS RightCare benchmarking;
Better Care Fund (BCF) Metrics;
Integration success criteria;
360-degree stakeholder feedback; and
CCG operating model embedded.
6. Make clear the roles and responsibilities of people in maintaining and improving their own wellbeing – ‘Progress the Prevention Agenda’
Implementation of NHS RightCare pathways;
Develop an outcomes-based commissioning, capitation funding approach to incentivise the provision system to actively progress the CCG commissioning strategy;
Ensure Public Health Core Offer aligns with commissioning strategy;
Ensure active engagement in Health and Wellbeing boards;
Progress personal health budgets and TCS ‘preventive & personalised’ procurement;
Facilitate expanded role for voluntary sector through commissioning approach; and
System-wide prevention work-stream incorporated into sustainability & transformation plan.
7. Maximise CCG effectiveness by harnessing our most important asset – our staff
Ensure all staff are clear about what is expected of them, understand how they contribute to the success of the organisation and have a clear set of measurable performance objectives;
Ensure effective communication and engagement with staff to create a golden thread of information through the organisation and all new staff have a robust induction;
Ensure that success is celebrated as part of the routine of working life;
360-degree feedback for all managers and leaders through the organisation undertaken three-yearly through NHS Leadership Academy;
Performance appraisals undertaken annually with six monthly reviews and at least 10 meaningful conversations undertaken on a one-to-one basis with all staff to review, measure and manage performance robustly;
All staff have the opportunity to review their development needs at least six monthly and any essential development opportunities is provided including mandatory training;
Succession plans are created to ensure business continuity and talent in the organisation is effectively managed; and
Ensure robust and business like financial planning and monitoring.