Strategies and plans

Current strategies and plans

Business Continuity Plan

West Leicestershire CCG has a Business Continuity Plan in place which is used to assist in the continuity and recovery of the CCG in the event of an unplanned disruption. A disruption could be any event which threatens personnel, buildings or operational capacity and requires special measures to be taken to restore normal service. The plan sets out the roles, responsibilities and actions to be taken by the CCG to enable continuity and recovery of the key parts of the service following a significant disruption.

Operational Plan 2017/18 - 2018/19

This Operational Plan for 2017/18 and 2018/19 sets out how Leicester City CCG; East Leicestershire and Rutland CCG; and West Leicestershire CCG will work together with provider and local authority partners to deliver the next two years of the STP. View the document.

West Leicestershire CCG  Operational Plan on a Page 2017/19

West Leicestershire CCG has developed an operational plan on a page, aligned with the LLR Sustainability and Transformation Plan.

Delivering the Five Year Forward View for General Practice

Primary medical care is the foundation of a high performing health care system and as such is critical to the successful implementation of the LLR Sustainability and Transformation Plan. Working with the other CCGs in the area, we developed a plan which explains how we will work together to jointly tackle the challenges facing primary care and deliver the Five Year Forward View for General Practice. Download our blueprint for general practice which details the work we have done and download the delivery plan.

Community Services Plan

In response to the NHS Five Year Forward View and our local landscape, this plan sets out how community services are to be redesigned within the context of the Better Care Together Plan, and the sister strategy, the Primary Medical Care Plan, which you can find below. View the document.

Future in Mind Transformation Plan 2015 - 2020

The Department of Health’s Task Force Report, “Future in Mind: Promoting and improving our children and young people’s mental health and wellbeing” (Feb 2015) looked at how to make it easier for children and young people to access help and support when needed and to improve how children and young people’s mental health services are organised, commissioned and provided.  As a result they published a national ambition for how to transform children and young people’s services.

In 2015 health and care organisations in Leicester, Leicestershire and Rutland set out on a five year journey to improve and transform the mental health and wellbeing services for local children and young people.

Year one, 2015: Leicester, Leicestershire and Rutland’s  Transformational Plan was produced, setting out a  multi-agency approach to improve mental health and wellbeing in children and young people  up to the age of 25. Future in Mind Transformational Plan Nov 2015

Year two, 2016:  In keeping with national requirements, this is the next edition of our local plan which describes the direction of travel for 2017- 2018 and the next phase of the transformation journey. Transformation Refresh Plan 2016

Year three, 2017: The next phase of the transformation journey is to build on what has already been achieved, and ensure that all of the service providers work together to ensure children and young people have smooth access to the right care to meet their needs. Transformation plan 2018

Years four to seven, 2018-2020:

In 2018-2020, we are focussed on ensuring that all of our service providers work together to make it easy for our children and young people to access a range of services. We will deliver a new triage and navigation service to ensure that children and young people reach the right service to meet their needs more quickly. We will also work with our service providers, through our new monthly Provider Network meetings, to improve the way that different agencies work together, so that children and young people can move easily from one service to another in response to their changing needs.

We continue to explore opportunities to improve our services and to use resources efficiently. Future in Mind Transformation Plan 2018-2020.

*November 2019: An updated version of this strategy will be published here soon*

Primary Medical Care Plan

In 2014 we worked with our practices and stakeholders to develop a Primary Medical Care Plan that clearly set out the CCG’s ambition for the development of general practice over the next five years. View the Primary Medical Care Plan from 2014.

LLR Carers Strategy 2018 - 2021

What is a carer?

A carer provides ongoing support to a relative, friend or neighbour who, due to ill health, long term condition or disability cannot manage without their help. Carers can be any age or sex, from all backgrounds and communities

For some, taking on a caring role can be sudden: someone in your family has an accident or your child is born with a disability. For others, caring responsibilities can grow gradually over time: your parents can’t manage on their own any longer or your partner’s mental or physical health gradually worsens.

The amount and type of support that carers provide varies considerably. It can range from a few hours a week, such as picking up prescriptions and preparing meals, to providing emotional support or personal care day and night.

Caring will touch each and every one of us in our lifetime, whether we become a carer or need care ourselves. While caring can be a rewarding experience, it can also have a huge impact on a person’s health, finances and relationships.

Joint Carers Strategy 2018 - 2021

For further information on the Joint Carers Strategy 2018-2021 visit:

Past strategies and plans

Investment of retained funds

Details of our plans for investment of retained funds for 2015/16. View these records.

Operational Plan 2014/15 and 2015/16

Our CCG is the patients’ advocate, here to secure high quality health and social care services for people in need. In 2014 we launched our Operational Plan 2014/15 and 2015/16 which set out our plans for those two years.