Agenda item

This item includes;

a)   NHS Vale of York Clinical Commissioning Group (CCG) plans within its area footprint to provide better health, better patient care and improved efficiency.

b)   An update report on the scope and objectives of the Humber, Coast and Vale Sustainability and Transformation Plan (STP) to provide an overview of the approach that is being taken to the development and implementation of the plan.

c)   Humber, Coast and Vale STP Executive summary.

NB: Please note that the full Humber, Coast and Vale Sustainability and Transformation Plan is also attached online only due to its size. If you wish to receive a hard copy, please contact the Democracy Officer responsible for servicing this meeting.

Members considered an update report on the progress of the Humber, Coast and Vale Sustainability and Transformation Plan (HCV STP). An additional report provided by NHS Vale of York Clinical Commissioning Group providing further details on the Improvement Plan was circulated. This was attached to the online agenda, following the meeting.

The Chair expressed his disappointment at having received additional information at late notice, but was pleased to see a focus on cancer and mental health in the report.

The Accountable Officer from NHS Vale of York Clinical Commissioning Group and the Programme Director from Humber, Coast and Vale STP presented the report and informed Members that the STP was more of a programme or movement with proposals to improve services over time. It had five years to do so, but might take longer, and aimed to change the perception of health service. It was also an attempt to bring together the NHS and Local Government to plan on a broader footprint.

Members were informed about “accountable care”, which meant organisations taking responsibility for care jointly. This would be carried out through an Accountable Care Partnership, which would allow for the coherent delivery of money granted from central government to the CCG for services to be deployed on a local level. 

Mental Health was seen as a priority in the STP because there had been no forward view of integration between physical and mental health due to the NHS being distracted by the facilities in which it provided the services, when it is care that matters.

Questions and comments from Members included;

·                   What plans were in place for accessing services, particularly to GP services, as there were parts of the city where it was difficult to get an appointment.

·                   What mechanisms were there on the Joint Commissioning Committee to ensure that York’s interests were protected?

·                    What was their definition of ‘co-production’?

·                   How could the preventative and positive messages of the plan be promoted to the public, rather than the privatisation and cuts?

·                   The plan showed that 50% of hospital beds were used by those who did not need them, how would services be used differently?

In response to Members’ questions it was reported that;

·                   There would be a national strategy for urgent and emergency care. This would be part of a wider vision for primary care to be integrated with improved community care, with extended hours which would be offered into the weekend. This would dissuade people from automatically ringing A&E. It was expected that hospital consultants would become part of a locality set up.

·                   A Joint Commissioning Committee had not yet been established as relationships were still being restored between the Governing Board and GPs following a vote of no confidence in the CCG earlier in the year. It was clear that the Joint Commissioning Committee would need to be trusted by the GPs in the Vale of York CCG area, Members and York residents.

·                   Co-production was a duty to communicate, to share the vision of what the STP was about. This involved encouraging local groups, GP practices, and Members on how it might work in practice. They added that process of engaging with the public could begin before any options for plans were committed. Communication would not be presented as consultation. It was in their interest to ensure that the work was carried out correctly.

·                   It was noted that if services were delivered at the current demand levels in 2021, the deficit for the CCG would rise to £420m. Therefore, two proposed solutions were to think at a system wide level; to have different forms of contracting out services that did not reward processing greater numbers of people to generate more income, and to create a joint bank account. 

Resolved: That the update report and the additional report be noted.

Reason: So that Members are kept informed about progress of the Humber, Coast and Vale Sustainability and Transformation Plan (STP).