A presentation to be delivered by the Director of Adult Social Care, Health & Housing.
Minutes:
New Vision of Care (NVC), the Care Act and the Sustainability and Transformation Plan
A presentation was delivered on the New Vision of Care, the following points were made:
- NVC was a model of care for those living with complex conditions, produced in partnership with local people and professionals. The aim of the model was to create a better experience of health and care for individuals and financially sustainable services for the local population.
- The presentation summarised the model, described the approach, showed alignment to the Care Act, outlined steps for delivery and showed alignment to the Sustainability and Transformation Plan (STP).
- It was reported that the NVC was not a traditional programme but rather a social movement to value and build on what already worked well. The commitment to the programme locally had been very promising.
- The Frimley System: The Frimley health and care planning footprint would be the population of 750,000 people registered with GPs in five CCGs; Slough, Windsor, Ascot & Maidenhead, Bracknell & Ascot, Surrey Heath and North East Hampshire and Farnham.
- It was reported that the NVC would be integral to the STP.
- The five priorities for the STP were outlined, which were intended to be addressed over the next five years.
- The six STP initiatives chosen to maximise benefit over the next 12 to 18 months were outlined.
The Director of Adult Social Care, Health & Housing delivered a presentation on the System Sustainability and Transformation Plan and made the following points:
- It was anticipated that the STP would be well received. A Frimley System Wide Leadership Group had been established. The Board noted that the STP would allow collaborative working where needed.
- Overview of gap analysis: Analysis showed that the Frimley system was a good starting point. There was evidence of greater need due to demographic change. Current improvement trajectories were not sufficient to stop gaps widening or to prevent the progress being made to be reversed.
- The CCG Accountable Officer reported that the case for a Frimley based system had to be strongly argued. This had been successful as it was recognised that the Frimley footprint was successful and cogent.
- Priorities would be defined by the themes arising from underlying plans of all in the footprint and would take account of health and social care gaps. Solutions provided would be intended to provide sustainable solutions for the whole footprint.
- Finances for this work would evolve over the next few months and timescales would be challenging. The indicative budget was attractive, but it was yet uncertain how it would be distributed. The Board noted that the 2% provider efficiency could not be achieved without collaborative working.
- The Chief Executive stated that this was an important piece of work, driven by the NHS, with NHS timescales. It would be critical that challenges were shared challenges with shared outcomes. It was important when looking at whole system problems, that every component benefitted from work carried out. Managing the market would be important, as well as managing the market outside of the footprint. The Board would potentially play a role in removing any blockers to this work.
- The Board noted that local engagement would be critical and part of this would involve communicating implementation plans.
- The Involve representative reported that he was pleased to see that the voluntary sector had been referenced throughout this work, particularly in terms of work around self reliance, where the voluntary sector could play a significant role.
- The Chairman expressed disappointment that elected members had not been engaged with this process to date. Local authorities were well placed to deliver key messages to their communities but this was not possible if they were not actively involved in the process. This could not continue in future, elected members needed to be actively involved and work needed to be collaborative. All partners had ideas and innovation that they could bring to the table, collaboration needed to include local authorities and the voluntary sector and not run by the NHS alone. For example, Bracknell Forest had a bus strategy which could be linked to various strategies to ensure/improve access to various sites. The amount of work that needed to be completed by September 2016 was a concern but it was important that local authorities were included in this work and not presented with a fait au complait. The Chairman was keen to understand the implications for his local community.
- In response NHS representatives stated that all finances had been put together in conjunction with the Council’s Borough Treasurer and that various updates were being provided as well as the information provid3ed at Board meeting, however clearly there was more that could be done.
- It was reported that working from the grassroots was important and that the STP provided a great opportunity to do that.
- Board members recognised the need to develop a joint narrative and to work together to produce this.
- Healthwatch stated that a one page plain English narrative would be useful that could be accessed on all websites.
- The Board recognised that a strong and established local voluntary sector existed as well as strong patient participation groups in GP surgeries and that they would be well placed to communicate key messages.