Item Number: 8.3. Governing Body Meeting: 5 February Report Sponsor Amanda Bloor Chief Officer. Report Author Amanda Bloor Chief Officer

Transcription

1 Item Number: 8.3 Governing Body Meeting: 5 February 2015 Report Sponsor Amanda Bloor Chief Officer Report Author Amanda Bloor Chief Officer 1. Title of Paper: Harrogate Public Sector Leadership Board 2. This Paper is for: Approval Decision Assurance For Discussion Assurance For Information Only 3. CCG Strategic Objectives supported by this paper CCG Strategic Objective 1 Engage and enable local people to be involved in decisions made about the healthcare we commission 2 Commission services to ensure and improve quality and safety of services and improve outcomes 3 Achieve a sustainable Health Economy 4 Deliver our 2 year Operational and 5 year Strategic plan to transform services 5 Strengthen and develop partnerships to collectively deliver our shared strategic objectives 6 The continuous development of a strong, sustainable, successful and accountable Clinical Commissioning Group 4. CCG Values Underpinned in this paper CCG Values 1 Respect and Dignity 2 Commitment to Quality of Care 3 Compassion 4 Improving Lives 5 Working Together for Patients 6 Everyone Counts 1

2 5. Does this paper provide evidence of assurance against the Board Assurance Framework? YES NO If you answered yes above, please indicate which principle risk relates to and the outline : Principle Outline Risk No 4-2 Lack of provider engagement in the development of a sustainable and deliverable model of integrated Health & Social Care. 6. Does this paper mitigate risk included in the CCGs Risk Registers? If Yes, please outline. Ref: Risk No Outline YES OB5-01 Partners making decisions that have a negative impact on the CCG NO 7. Executive Summary The paper gives an overview of the establishment, purpose and workplan of the Harrogate Public sector leadership board, as previously verbally described to the Governing Body. The paper also gives some detail on the key area of work around developing a single commissioning framework for the statutory organisation to commission services from the Voluntary and Community Sector (VCS). The paper also updates on the opportunity of the systems leadership: local vision programme, this is a development programme run by the local government association and NHS England on which the Board has secured a place. 8. Any statutory / regulatory / legal / NHS Constitution implications The Clinical Commissioning Group (CCG) aspires to the highest standards of excellence and professionalism, works across organisational boundaries and in partnership with other organisations in the interest of patients, local communities and the wider population. 9. Equality Impact Assessment The CCG is committed to fulfilling its duty under the Equality Act 2010 and to ensure its commissioned services are non-discriminatory. The CCG will work with providers, 2

3 communities of interest and service users to ensure that any issues relating to equality of service within this report have been identified and addressed. 10. Implications / actions for Public and Patient Engagement The CCG is committed to engaging and involving its local population in its commissioning actions. The development of a joint commissioning framework was discussed at a Voluntary and Community Sector meeting on 11 March 2014 involving statutory sector partners. There was broad agreement to the principle of pooled resources; the need recognised to support collaboration across the sector; the need for the statutory sector to clearly define outcomes desired from the VCS; and the opportunities to deliver social prescribing by the VCS. 11. Recommendations / action required The Governing Body is asked to note the update paper regards the joint commissioning framework. 12. Monitoring The Governing Body will receive verbal updates on the progress of the Public Sector Leadership Board (PSLB) as part of the Chief officer report. For further information please contact: Amanda Bloor Chief Officer

4 Briefing Paper Harrogate Public Sector Leadership Board (PSLB) 1.0 Background Within Harrogate district previously there was a Local Strategic Partnership that met quarterly. The Clinical Commissioning Group and the predecessor Primary Care Trust were part of these arrangements, which ceased in The system leaders recognised the need for some form of partnership board to address strategic issues and to co-ordinate and manage the delivery of key legislation and thematic agendas/priorities within the Harrogate District. In addition there was the opportunity and the will to promote a greater opportunity to focus more specifically on issues relating to public service reform. The Harrogate Public Services Leadership Board (PSLB) first met in January The board recognises that public services are facing some of the biggest ever financial, social and environmental challenges. The collective commitment of the Board in meeting together as a Public Sector Leadership Board is to support a One Public Service vision and facilitate local agencies coming together seamlessly to deliver more cohesive, joined up and unified local services. 2.0 Role of the Board The board will lead and support the delivery of services that are efficient, innovative and reflect the specific needs and priorities of our local communities; ensuring better outcomes and improving the lives of local people. In addition it will support the principles outlined in the Localism Act that provides the impetus for joined up public service delivery and increased governance at a local level. Particular areas of focus include: Stimulate integration, co-ordination and co-operation between key service delivery organisations across the District Ensure policy and delivery coherence within our District To be the local delivery mechanism to implement and consider actions and priority agendas that are being agreed by partnerships at a county and sub-regional level Identify the strategic priorities for joint action by partners within the District (held within the Harrogate District Partnership Plan) Provide the leadership to ensure that difficult issues across public services are confidently managed not avoided or ignored Identify opportunities to pool resources to improve provision of services to our communities Identify opportunities to reduce the costs of service delivery by removing waste and duplication Identify key emerging issues for the District and negotiate changes to services and service delivery models which might better deliver outcomes for people. 4

5 3.0 Membership of the PSLB Membership comprises senior officers from the following organisations with appropriate seniority and knowledge to attend and act in their absence. Harrogate Borough Council North Yorkshire County Council NHS Harrogate and Rural District Clinical Commissioning Group Harrogate & District NHS Foundation Trust Harrogate College North Yorkshire Police & North Yorkshire Fire & Rescue Service Department of Work and Pensions Officer from office of North Yorkshire Police and Crime commissioner 4.0 Governance Whilst the work of the Board may influence the decision and policy making of member organisations, those Members appreciate that they are independent of each other and need to make their own decisions in relation to the work outcomes of the Board and implementation in accordance with their own organisation s procedures. Their responsibilities cannot be delegated to the Board. Each member representative therefore remains accountable to their own organisation. 5.0 Work plan The PSLB has developed a plan on a page and underpinning work-plan. The Plan on a page shown in appendix 1 is attached for information. The detailed plan covers each section and a senior responsible officer has been identified to lead each work stream. CCG Chief Officer and Chief Executive of Harrogate District Foundation Trust are jointly leading the Health and Wellbeing work stream. 5.1 Initial Key work area for the PSLB In March 2013 partners of the PSLB met with the voluntary and community services (VCS) of Harrogate and Rural District and discussed the notion of having a public sector pound to jointly commission/grant fund the VCS, also setting out clear outcomes and outputs from this funding. This discussion arose as currently each of the statutory organisations commissioning services from the VCS, through differing arrangements and for different services and outcomes. It was felt that the opportunity created from a more streamlined approach to commissioning could support the VCS and potentially improve outcomes through aligning and streamlining investment. The VCS welcomed this suggestion. A joint commissioning framework for the VCS in Harrogate and Rural District has been developed between Harrogate Borough Council, Clinical Commissioning Group and North Yorkshire County Council. This is based on learning from other areas and tailored for local 5

6 needs. The purpose of the framework is to establish an effective and transparent process for jointly funding the VCS in Harrogate and Rural District by the statutory sector (Harrogate and Rural District CCG, Harrogate Borough Council and North Yorkshire County Council). Its purpose is to: simplify the process for statutory sector funding of VCS ensure funding contributes to the shared goals of all partners encourage innovation from the VCS ensure a sustainable and thriving local VCS. This framework will support contribution to deliver the shared organisational priorities (as identified on the plan on a page) including the outcomes that contribute to each of the priorities, via effective, joined up grant funding to the VCS. 5.1 The Joint Commissioning Framework The framework has been developed; however there have been delays in identify the elements of individual budgets, mainly due to the complexity. All partners of the PSLB are still committed to progress with the framework and it has recently been agreed that we will take an incremental approach to the roll out of the framework. The VCS are also being involved in the final discussions regarding the framework documentation. It is hoped where possible any new funding for the VCS will go through the framework. 5.2 Systems Leadership: Local vision The PSLB has been successful in obtaining a place on this national programme. It is funded through the local Government association and NHS England and designed to support system leaders to work collectively and deliver change within the complex systems within which they operate. We are just at the start of this work, however all partners are committed and we are focusing our efforts on improving outcomes for older people with long term conditions. This will be a key focus of the work plan over the coming months. We will start with smaller projects to test the relationships and concepts and develop throughout the programme. 6.0 Next steps The PSLB has identified a scheme that its hoped all partners will commit to this will be the first piece of work commissioned through the new framework. As indicated in the Five year forward view, the NHS anticipates new guidance on funding agreements with the VCS. The PSLB will continue with the work identified above in rolling out the framework. The PSLB will make maximum use of the systems leadership development opportunity and continue to work on the longer term objectives. 6

7 7.0 Conclusion The CCG has always been clear regarding its absolute commitment to work in partnership across the health and social care system and to work closely with and support as appropriate the local VCS. The work and actions outlined in this paper demonstrate the work we are undertaking to achieve this and this paper is designed to give an update of the work and progress to date. 7