.

Our plans

Understanding and meeting the needs of our population

In order to commission services for our population, we need to understand their health needs, and put in place strategies and plans to meet those needs.

The Joint Strategic Needs Assessment (JSNA) is how CCGs and Local Authorities identify and describe the health, care and well-being needs of their population. This assessment is then used to prioritise and plan services to meet those needs.

The JSNA is a continuous process and is updated as additional information becomes available, as gaps are identified and in response to feedback received. The current version of the JSNA has been produced using Surrey-i where all the data used in the chapters are available to download and reuse

http://www.surreyi.gov.uk

East Surrey CCG work closely with the Local Authority and, through the Joint Health and Well Being Board, contribute to the JSNA and co- produce Health and Well Being and Equality and Diversity Strategies.

These strategies in turn (alongside valuable feedback from our communities) contribute to our operating plan, and determine what services we commission from our hospitals, community services, mental health services and other providers such as the voluntary sector.

http://www.healthysurrey.org.uk/about-us/

Deliver recognised best practice to ensure a consistently high qual​​ity National Health Service 

We will focus on measuring outcomes and services from a patient perspective by looking at how effective the service is, what patients think and whether it is a safe. We want to continue to engage our local population so that they understand the challenges of improving the quality of services whilst staying within budget. 

Transform local services through collaborative and integrated commissioning of health services

Informed by the public view, and working in an increasingly integrated way with social care, we will design a simplified system with fewer access points, greater coordination across pathways and providers, supported by more effective information sharing and increased investment in community services. We will work together to create a single care system, providing an accessible, coordinated and simplified experience for citizens.

This will be achieved through a move towards;

  • A streamlined integrated system
  • Increased investment in community services
  • A clear single point of access for urgent and emergency care
  • Consistent triage to ensure people with physical and mental health needs are supported in to the best part of the system to meet their needs, ensuring physical and mental health services provide integrated support
  • Moving specialist care out of hospitals into the community (‘Multispecialty Community Providers’ or ‘MCPs’)

 

Improve patient experience

In order to shape a shared vision for the future of local healthcare, we must listen to, understand and act on what really matters to patients and people in our communities. It is also essential to ensure the best use of public funds to deliver services that respond to patients’ needs and offer the best possible experience. 

Meaningful patient and public involvement supports the development of targeted interventions, increases patient satisfaction and leads to a more effective use of resources. We therefore need to be proactive in seeking out the views and experiences of our local community, patients and carers, and especially of those less able to speak for themselves. These views and experiences are already helping to inform and shape future planning. 

The NHS constitution and the Equality Delivery System set out a series of expectations and principles that are required from health and care commissioners: to spend public money in the best possible way, and to ensure that patients and the public inform decisions – using opinion, experience and an understanding of need and behaviour.

We believe firmly that putting patients at the heart of decision making will create a supportive climate for local change and empower us to invest in services that reflect the needs, priorities and aspirations of the local population. 

We use feedback gathered through engagement activities, views, comments and opinions to inform our work at all stages of the Engagement Cycle. 

Increase efficiency and productivity with all of our providers through robust contract management

We hold contracts with all of the organisations that provide health services in East Surrey. These contracts lay out what the service is, its cost, and how we will measure whether it is delivering what has been bought. 

We will make better use of the information in these contracts to make sure that we are getting good value for money across all providers. We will work with all of our partners to agree monitoring targets, and produce regular reports to show what we have achieved.

Drive the use of innovative technology to improve commissioning, quality of care and patient experience 

We are keen to make technology work for us and our patients, particularly where we can use it to improve the patient experience. We want to look at ways of improving how patient information is shared across different NHS organisations. This might include virtual clinics between consultants and GPs or online support for queries.

We want to improve systems so that we can put patients in control of their care by; providing a simple way for them to access their healthcare information and details about their care.

Develop a culture based upon ambition and delivery that all staff are proud to be a part of

We want to equip our staff so that they can develop our long term plans and bring our vision to life. 

For our GP members we want to promote a learning culture. We will encourage all of our members to work together as one CCG rather than 18 individual practices. 

​​​​We want to use communications to promote our vision and culture. Success will be evidenced using patient stories to show improvements and how they have impacted our patients and their experience of local services.

This transformation plan highlights how the improvement of children's health and wellbeing is essential to give every child the best start in life and support them in achieving the best health and wellbeing outcomes possible.

Surrey NHS Clinical Commissioning Groups (CCG) and our commissioning partners work collaboratively on this joint child and adolescent mental health (CAMH) Transformation Plan. NHS Guildford and Waverley CCG currently lead the commissioning of CAMH services for the associated CCGs across Surrey, working in partnership with Surrey County Council.

We will continue to work in partnership with the children and young people of Surrey and their families to ensure the services we provide meet their needs and deliver the outcomes they have identified.

CAMHS Child and Adolescent Mental Health Services Transformation Plan.pdf

The Sussex and East Surrey Sustainability and Transformation Partnership (STP) outlines how the NHS and social care will work together to improve and join-up services to meet the changing needs of all of the people who live in our area. 

The STP aims make practical improvements – like making it easier to see a GP, speeding up the diagnosis of cancer, and offering help faster to people with a mental illness. It also aims to support people to take more responsibility for their own health and wellbeing. 

Read more about the partnership and view the plan >

This document sets out the initial commissioning intentions from East Surrey CCG for commissioning services from our provider organisations. The appendix provides a high level perspective only, with further work and discussion required over the coming weeks to finalise plans and approaches for 2018/19 and 2019/20.