4.1.3 Clearly the plan will change and evolve asthe CCG develops and this early plan focuses onmany of the issues any high performingorganisation needs to have in place in order todeliver its business aims effectively. This isparticularly relevant for a CCG which is, ineffect, a new start-up organisation from the1st April 2013 and one which needs todemonstrate through the authorisation processthat it is fit to practice.4.2 Our OD priorities The CCG has developed the following sevenOD Priorities:1.Understand the needs of our patients andpopulation though our locality groups andmember practices2.Develop a shared vision, values and priorities 3.Promote a culture of continuousimprovement and engagement withclinicians, patients and partners 4.Plan and deliver effective change 5.Develop leaders and manage our talent6.Develop the skills and capacity of ourworkforce to deliver improved healthoutcomes7.Develop a robust infrastructure for delivery by making, buying or sharing expertise andresources4.2.1 The OD Plan outlines our implementationplan; success measures and links to other relevantstrategies and plans, where appropriate. It is adynamic and responsive document which will befurther developed over time and amended on anongoing basis in light of feedback received andthe learning obtained during the CCG’s‘Authorisation’ journey and beyond.
Healthy People, Healthy Place.5.1 Understand the needs of our patientsand population though our groups andmember practicesThe Joint Strategic Needs Assessment hasprovided the emerging CCG with a goodunderstanding of the health needs of thepopulation of Wigan both now and for the nextfive years. Health inequalities remain an issue inWigan, however, the CCG is confident that theneeds of the population will be met by currenthealth care services and providers, both nowand during the transition from PCT to CCG. Ourclinical leads have good working relationshipswith our current providers and the legacy staffwithin the PCT. In addition, the CCG has anEquality and Diversity Strategy (2012 – 2016)which outlines the health inequalities identifiedwithin the borough and a range of objectivesdesigned to reduce the inequalities identified. 5.1.1 However, we need to improve how weconsult with our stakeholders and the widerpopulation and improve how we and ourproviders communicate at a locality level withour groups and member practices. We havetherefore developed a Communication andEngagement Strategy and also assessed ourcurrent and future communications andinformation capacity / capability requirements.Consequently we have included a Head ofCommunications within the organisationstructure which will compliment the strategicsupport we are buying.