GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD

Transcription

1 GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD 6 Date: 30 September 2016 Subject: Report of: GM Health and Social Care Governance Jon Rouse PURPOSE OF REPORT: This report provides a summary overview of established governance structures and key relationships within the GM Health and Social Care Partnership. RECOMMENDATIONS: The Strategic Partnership Board is asked to: Note the report Endorse the summary as the basis for the decision making infrastructure within the GM Health and Social Care Partnership CONTACT OFFICERS: Jon Rouse jonrouse@nhs.net 1

2 1.0 PURPOSE 1.1. This paper has the following key purposes: (i) To present the core governance schematic for key components and relationships within the GM Health &Social Care Partnership. (ii) To provide a summary of the agreed decision making processes which will enable the delivery of GM Health and Social Care Partnership objectives (iii) To provide an overview of the underpinning assurance and delivery structures which will support the core decision making functions of the GM Health and Social Care Partnership 2.0 GM GOVERNANCE OVERVIEW 2.1. The summary information provided in this paper reflects the outcome of work undertaken in the run up to the formal establishment of the GM Health and Social Care Partnership on 1 April 2016 (to agree and establish core governance and decision making components); and subsequent work to review and refine the supporting assurance and delivery infrastructures for the GM Health and Social Care Partnership In summarising the outputs of the above work, this paper aims to provide the SPB Executive with an overview of how governance structures will: Ensure the Partnership is able to effectively direct transformation and connect effectively with enablers for day to day delivery Ensure the focus of the Partnership s leadership is appropriately balanced across all areas of its responsibility Ensure clarity on governance structures, supported by effective delivery mechanisms through focussed programme and delivery boards Avoid duplication of review and reporting on specific issues Support the alignment of the Partnership team s capacity across the full range of its responsibilities Ensure the Partnership has a clear line of sight on delivery and assurance issues across Quality; Finance; Performance and Delivery; Strategic Plan Implementation and Transformation Fund Management 2.3. The following sections of this paper provide summary details of the governance structures intended to meet the above objectives. 2

3 3.0 CORE GM GOVERNANCE 3.1. The detail in this section reflects work completed by the GM Governance Group to agree the content of a summary schematic which provides an overview of core governance and decision making components within the GM Health and Social Care Partnership The diagram below shows the GM summary of core governance components (Fig. 1). This schematic reflects the previously agreed and established components of GM governance, and the thematic relationships across key membership groups. The aim of the diagram is to provide a unifying summary which can be used for wider briefing purposes with GM partner organisations, and a commonly accepted format to support effective connectivity with the design of working groups and committees below the decision making infrastructure Fig. 1 GM Health and Social Care Partnership: Governance 3.4. (Note the representation of the relationship core governance elements with their respective constituent sectors) 3.5. The intention is that the above schematic should form the agreed representation of the current GMH&SCP governance relationships. This will help to provide clarity with partners and stakeholders on the design of GMH&SCP governance, and support ongoing development of the supporting governance infrastructures tasked with development and delivery. As part of this process, the above schematic was reviewed and endorsed by the GM Joint Commissioning Board at its meeting in July In terms of decision making, the schematic at figure 2 (below) provides an overview of the agreed processes, along with a summary description of the functionality of the Strategic Partnership Board, Strategic Partnership Board Executive and the Joint Commissioning Board. The details of this structure were agreed in September 2015 at the Joint GMCA & AGMA Executive Board meeting. 3

4 3.7. Fig. 2 GM Health and Social Care Partnership: Decision Making 3.8. (Note (i) the voting structures and governance relationships which reflect the respective commissioner and provider functions represented within the Partnership and (ii) the reference in the above diagram to the delivery infrastructure, which will be described in detail in section 4 of this paper.) 3.9. One of the core functions of the Joint Commissioning Board (JCB) is to develop and agree the mechanism and protocol to determine which health and social care services should be commissioned at a GM level. The board membership is drawn solely from the 23 commissioning organisations in Greater Manchester, and the Greater Manchester Combined Authority, and functions independently of providers. It is important to note that the JCB is supported by the JCB Executive Group which, in reflection of the Partnership s commitment to collaboration and co-design, includes provider representation. 4.0 ASSURANCE AND DELIVERY 4.1. It is acknowledged that the above summary diagrams represent core elements of governance which were agreed as part of the establishment of the GM Health and Social Care Partnership. The subsequent work to present these arrangements in summary form has provided context for ongoing work to develop and refine the delivery infrastructures which sit immediately below this level. 4

5 4.2. In terms of this latter aspect, the diagram at Appendix A provides a summary of the proposed structure of the essential boards and groups which will work together to provide effective assurance and delivery across the range of the Partnership s responsibilities. The proposed structures described in this diagram aim to connect the core decision making components of the Partnership with a wider and complimentary infrastructure which will ensure it is able to direct transformation and connect effectively with enablers for day to day delivery The diagram includes a summary description of the key functions of the assurance and delivery components. The groups and boards have been established with agreed Terms of Reference and appropriate GM system level membership (reflecting the governance considerations in terms of commissioner and provider functions). This is the proposed structure for providing effective assurance and delivery of the Partnership s objectives and will provide the structural context for related work to define operational functionality and reporting mechanisms across individual teams The development of the governance components relating to delivery and assurance aims to ensure a co-ordinated approach towards improvement, performance and delivery. This is reflected in the renewed emphasis placed on the Quality Surveillance Group to work in conjunction with the Finance and Executive Group and the Performance and Delivery Board. This will ensure that the Strategic Partnership Executive will have a comprehensive and timely overview of issues and system support activities in these key areas. The Performance Delivery Board will have ownership of the assurance framework which will provide a shared source of intelligence to drive the work of the related assurance and delivery groups 4.5. The work undertaken by Health Innovation Manchester is key to the delivery of the Partnership s objectives to improve the health and well-being of the people of Greater Manchester. The governance connection with the Health Innovation Manchester Board is represented within the structure set out at Appendix A. One example of the practical ways in which the work of Health Innovation Manchester is connected into wider GM governance is the recently established Greater Manchester Accelerating Innovation Into Practice Prioritisation Group. Reporting into the Joint Commissioning Board, this group will play a key role in evaluating and prioritising proposals, which will be vital in delivering an accelerated process of translating research findings and innovation into clinical and care practice 4.6. It should be noted that a number of the groups and boards described at Appendix A have a range of supporting groups and committees which provide a way of developing specific pieces of work which, in many cases will be presented to the decision making structures of the Partnership; and which also provide assurance and oversight on core statutory functions devolved to GM as part of the devolution agreement. 5.0 SUMMARY AND RECOMMENDATIONS 5.1. The summary of the decision making structures, and the supporting components to ensure effective assurance and delivery reflect both the core components of 5

6 governance already established as part of the creation of the GM Health and Social Care Partnership, and the subsequent work to refine effective delivery mechanisms, drawing on the immediate practical experience gained since 1 April The Strategic Partnership Board is asked to: (i) note the report and the summary descriptions of core decision making and governance structures; and (ii) endorse the proposed support infrastructure, illustrated at Appendix A, as the agreed approach for ensuring effective assurance and delivery of GM Health and Social Care Partnership objectives. 6

7 Appendix A 7