Agenda and minutes

Venue: Rochdale Town Hall, The Esplanade, Rochdale, OL16 1AB. View directions

Contact: Peter Thompson  01706 924715

Items
No. Item

36.

Apologies

    To receive any apologies for absence.

    Minutes:

    Apologies for absence were received from RBC - Councillor Martin (Portfolio Holder for Children’s Services), Steve Rumbelow (Chief Executive), Sally McIvor (Joint Director of Commissioning), Gail Hopper (Director of Children’s Services) and David Wilcock (Assistant Director – Legal, Governance and Workforce); HMR CCG - Dr Sanjay Kotegaonkar (Clinical Lead), Paul Rowen (Lay Member) and Simon Wootton (Chief Officer).

37.

Declarations of Interest

    Members are required to declare any disclosable pecuniary, personal or personal and prejudicial interests they may have and the nature of those interests relating to items on this agenda and/or indicate if S106 of the Local Government Finance Act 1992 applies to them.   

    Minutes:

    There were no declarations of interests.

38.

Minutes pdf icon PDF 66 KB

39.

Better Care Fund 2017 - 2019 pdf icon PDF 193 KB

     

     Better Care Fund plan for regional assurance – Letter from NHS England attached for information.

    Minutes:

    The Board was advised of the contents of a letter received by the Joint Director of Commissioning regarding the Borough’s Better Care Fund (BCF) plan for regional assurance. The letter acknowledged that the BCF had again presented challenges in preparing plans at pace. The Better Care Fund was the only mandatory policy to facilitate integration of health and social care and the continuation of the BCF itself. It brings together health and social care funding, with a major injection of social care money that had been announced during the Chancellor of the Exchequer’s Spring Budget 2017. For the first time, the policy framework for the Fund covered two financial years to align with NHS planning timetables and to give areas the opportunity to plan more strategically.

     

    Rochdale’s plan had been assessed in accordance with the process set out in the Better Care Fund 2017-19: Guide to Assurance of Plans.

     

    Decision:

    That the contents of the letter be noted.

40.

Rochdale BCF Performance Report Q1 2017/18 pdf icon PDF 232 KB

    To receive a report updating the Board on issues relating to the Better Care Fund.

    Minutes:

    The Assistant Director (Adult Care Commissioning) presented a report that detailed the performance of the Better Care Fund (BCF) in the first quarter of 2017/18 (April – June). There were a number of prescribed performance indicators in the BCF that were included in the annual Better Care Fund plan. This report provided information on how the Borough was performing against specified targets for these indicators during the first quarter of 2017/18. The report identified that the Borough was on target for three out of the four indicators and gave an explanation as to why the Borough was not meeting the non-elective admissions target and the mitigating actions that were being taken to address this issue.

     

    Decision:

    That the report be noted.

41.

Six Month Review of Single Commissioning pdf icon PDF 1 MB

    A report that covers Function Development, Local Care Organisation Development and Transformation.

    Minutes:

    The Programme Director submitted a report that reviewed the single commissioning programme over the last six months. In July 2017 the Integrated Commissioning Board, CCG Governing Body and the Council’s

    Cabinet received a report that outlined the progress to date on the journey to a single commissioning function, Local Care Organisation development and transformation. The submitted report therefore sought to inform the Integrated Commissioning Board of the further progress made in the Rochdale Borough, highlighting the local successes and challenges in delivering this agenda in support of “Taking Charge of our Health and Social Care in Greater Manchester”.

     

    The report focused on key milestones achieved in the last six months including:

    a.    Development of the Single Commissioning Function

    b.    Establishment of a new ICB, including the appointment of an Independent Chair

    c.     Development of the Integrated Commissioning Team including Public Health

    d.    Agreement of pooled budget arrangements

    e.    Development of the Local Care Organisation

    f.     Agreement on the potential Host Provider

    g.    Establishment of an Interim Chief Officer

    h.    Successful Organisational Development programme

    i.      Delivery of Transformation

    j.      Approval of Transformation Bid and associated finance

    k.    GM theme approvals and allocation

    l.      Establishment of transformation assurance and delivery systems

     

    The Chief Executive (RBC) and the Chief Officer (CCG) have both sought and received agreement from both the CCG’s Chair and the Council Leader to a planned transition during 2018 concluding in spring 2018. The Chief Executive is in discussion with Jon Rouse at GMHSCP regarding National Health Service England approval processes for new Chief Officers to support the transition. A joint staff briefing was held in September 2017 to inform the workforce of plans and ensure their engagement in the process. Joint staff briefings are in place going forward.

     

    Over the last three months a Greater Manchester led piece of work has concluded that outlines the commissioning requirements for each locality:

    i.              Strategic Commissioning should be undertaken by a Strategic Commissioning

    ii.            Function at a local level to provide system leadership, public service reform and transform existing provider/commissioner relationships

    iii.           Tactical Commissioning to be undertaken by Local Care Organisations to enable whole person outcomes based provision.

     

    These requirements had been used to inform our developments in the locality.

    The CCG currently contracts with the Greater Manchester Shared Service to deliver a number of its ‘back office’ functions. During August 2017 some initial scoping work was carried which determined that notice should be served on the following functions with a view to these being delivered in as an integrated function between the Council and the CCG.

     

    In addition, the CCG and Council were committed to continuing to develop integrated teams and services as appropriate and certainly to promote more shared ways of working. The Communications and Engagement teams across the two organisations have started to work closely and are currently developing a joint Communications and Engagement Strategy and Plan. Performance and Business Intelligence is another key area of joint working with teams working closely to develop Neighbourhood Profiles and the Performance  ...  view the full minutes text for item 41.

42.

The Local Care Organisation and the Family Services Model pdf icon PDF 151 KB

    A report exploring the future direction of travel in relation to the connectivity between the Local Care Organisation and the Family Services Model.

    Minutes:

    The Integrated Commissioning Board considered a report of the Associate Director (Children’s Services) that explored the future direction of travel in relation to the connectivity between the Local Care Organisation (LCO) and the Family Services Model (FSM). The report shared the outcomes of discussion at the LCO Board on 25 November 2017, and a recommendation from the LCO Board and Children’s Services for ICB to consider.

     

    Alternatives considered:

    The LCO core outcomes were about managing and changing the relationship between the acute and community sectors by enabling conditions to be managed at home, providing an alternative to ‘Accident and Emergency’, supporting effective discharge from hospital and helping people stay well after returning  home from hospital. The focus was on adults, largely though not solely, on the older population where improving effective discharge, falls prevention and reducing demand on the acute hospital sector are all key outcomes. The primary driver is one of managing poor/ill health and its consequences outside of acute hospital settings.

     

    Decision:

    That a phased approach to the development of a single, all-age LCO in the Borough be developed over a five year period, noting that at this time the LCO and FSM are progressed separately, but the two work programmes be closely aligned, with the two coming together at a time that it is opportune to do so. In doing so the Board notes and request that further consideration be given to:

    ·         Clarifying respective accountability for deflections, where responsibilities are shared (particularly with regard to paediatric urgent care)

    ·         Managing cots/benefits where spend in one delivers benefits to the other

    ·         Ensuring that there is close alignment, and ultimately a  single plan for the LCO and FSM to ensure connectivity

    ·         Agreeing the requirements that would need to be in place to signal the right time to progress toward a single model.

    ·         Children’s services be represented on the LCO, and Adult Care services be represented on the FSM partnership board.

43.

Health and Social Care Better Care Fund Budget Monitoring Report - Quarter 2 2017/18 pdf icon PDF 180 KB

    Minutes:

    The Board considered a report of the Directors of Finance that update the meeting on the latest projected position of the Better Care Fund (BCF) for the financial year 2017/18, as at September 2017 period end.

     

    At the Board’s meeting on 12th September 2017 there had been approved an allocation of the capital budget brought forward from 2016/17. Two of the schemes were unlikely to take place in 2017/18 and were being shown as requiring a budget carry forward into 2018/19 (£300,000), which will be arranged in the Local Authority accounts in addition to any other capital underspends in 2017/18. The remaining Capital budgets were currently being shown as in balance.

     

    The revenue budget was being forecast to show an in-year underspend of £171,000 which the Board is recommended to leave as a contingency budget until further monitoring is undertaken in relation to demand led budgets.

     

    Alternatives considered:

    It was a requirement of the NHS England guidance to produce a budget for 2017/18 which the ICB had approved at its May 2017 meeting. Monitoring of the budget was a requirement of the Section 75 agreement that was approved at the Integrated Commissioning Board’s meeting on 12th September; therefore there were no alternatives to consider.

     

    Decision:

    That the report be noted.

     

    Reasons for the Recommendations:

    At the May 2017 meetings of the Integrated Commissioning Board and Health and Wellbeing Board the overall Better Care Fund budget for 2017/18 was approved and regular monitoring of the budget was a requirement of the Section 75 (S75) agreement. The S75 agreement had been approved by the Integrated Commissioning Board on 12th September 2017. The monitoring would normally form the basis of the financial information to be submitted to NHS England as part of the regulatory returns required.