To provide an update on the timetable, progress and initial content of NHS Herefordshire’s Clinical Commissioning Group’s planning submission in relation to the NHS Everyone Counts Planning Framework for 2013/14; to outline how this aligns with and underpins the work of the Health and Wellbeing Board and Joint Health and Wellbeing strategy, and uses the Joint Strategic Needs Assessment as its key evidence base; and engage and involve the Board in the development of the CCGs plans for 2013/14 and beyond.

The Board was provided with an update on the timetable, progress and initial content of NHS Herefordshire’s Clinical Commissioning Group’s planning submission in relation to the NHS Everyone Counts Planning Framework for 2013/14.

The aim of the report and associated presentation was to outline how the submission aligned with and underpinned the work of the Health and Wellbeing Board, aligned with the Joint Health and Wellbeing strategy, used the Joint Strategic Needs Assessment (JSNA) as its key evidence base; and to engage and involve the Health and Wellbeing Board in the development of the CCG’s plans for 2013/14 and beyond.

Dr Watts, Chairman of the Herefordshire Clinical Commissioning Group, and the Chief Operating Officer gave a presentation focusing on the NHS Planning Framework: Everyone Counts, the CCG’s financial allocation for 2013/14, working with the Health and Wellbeing Board to develop a sustainable economy and identifying the Clinical Commissioning Group’s priorities.

A copy of the presentation has been placed on the Minute Book with the agenda papers.

Three additional pages were circulated: Disease Prevalence, NHS Herefordshire CCG Summary Spine Chart and “Plan on a Page”.  Dr Watts highlighted  key aspects of these pages a copy of which has also been placed on the Minute book.

In discussion the following principal points were made:

·         The CCG’s view was that the financial allocation to it for 2013/14 was a little less than had been previously available for the services within its remit.  The health funding previously provided to the single Herefordshire Primary Care Trust was now divided amongst a number of commissioners.  There had been an uplift in funding across Commissioners as a whole. However, the fragmentation made it harder for the CCG to manage commissioning.

·         The possible areas of focus for the three measurable local priorities for submission to the National Commissioning Board were discussed.

·         That it was important that the impact of the CCG’s proposals on other areas of the health system, such as public health, and their relationship to other plans and strategies was fully recognised and taken into account.  Given the multiplicity of plans further work needed to be undertaken by the Health and Wellbeing Board to seek to ensure that planning across the Herefordshire healthcare system was joined up.

·         That it was important to ensure that the CCG’s proposed submission demonstrated its alignment with the Joint Strategic Needs Assessment  and the Health and Wellbeing Board’s vision and guiding principles within the Health and Wellbeing Strategy.

·         That due weight needed to be given to public perception.  In introducing new plans and strategies  it was important to inform the public of the outcome of the previous plans, on which they may well have been consulted, why the new plans were considered necessary, and how they related to the previous plans and took account of the public’s views.

·         That the Local Area Team would expect to see detail in the planning submission on services for those with a learning disability.  It would also be important that the submission showed awareness of the expectation that evidence of the patient experience of service outcomes would be taken into account by commissioners and influence service provision.

·         Discussions had been taking place about the approach to decommissioning services and it was suggested that the proposed approach needed to be reflected in the CCG’s planning submission.

·         It was important that the evidence in the JSNA highlighting the need to improve outcomes for children was taken into account.

·         In developing the role of Healthwatch it was acknowledged that its view would need to be sought on strategies and plans.  However, it was important to recognise that the greatest public engagement could be expected on plans for the reconfiguration and transformation of services.  It would therefore be essential to involve Healthwatch in discussions on such matters as soon as possible.

·         That in developing the public engagement strategy it would be important  to ensure a clear and consistent narrative was presented to inform the public of  health and social care plans and how they were consistent with the agreed strategic direction.

RESOLVED:

That      (a)     it was important that the CCG planning submission demonstrated its alignment with the Joint Strategic Needs Assessment  and the Health and Wellbeing Board’s vision and guiding principles within the Health and Wellbeing Strategy;

              (b)     to suggest that the planning submission should explain the approach to be adopted towards decommissioning services;

(c)     to emphasise the need for the CCG and the Health and Wellbeing Board to develop the public engagement strategy and ensure a clear and consistent narrative was presented to inform the public of health and social care plans;

(d)     it be recognised that given the multiplicity of plans and strategies further work needed to be undertaken by the Health and Wellbeing Board to seek to ensure that planning across the Herefordshire healthcare system was joined up; and

(e)     the CCG be requested to submit a further report to the Board prior to its planning submission being finalised.