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AGENDA HEALTH & CARE COMMISSIONING BOARD Part I

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AGENDA HEALTH & CARE COMMISSIONING BOARD Part I AGENDA HEALTH & CARE COMMISSIONING BOARD Part I Wednesday, 16 June 2021 14:00 – 15:30Hrs Meeting Held Virtually Item Time Description Lead a) Apologies for absence b) Declarations of Interest 1 14:00 Chair c) Minutes of last meeting and Action Log d) Matters arising For Decision Semi and Independent Living Accommodation Services 2 14:05 for Young People For Assurance/Information 14:25 a) GM Plan (& Salford NHS Planning Returns) Chief Accountable Officer 14:45 b) Draft Integrated Commissioning Annual Plan Joint Head of Planning and 3 (including Year End Strategic Programme Update) Performance 15:05 c) Finance Report (to follow) Chief Finance Officer Reports of Partnership Boards/Sub-Committees 4 15:20 Primary Care Commissioning Committee Report Chair of PCCC 5 15:25 Reflection Chair 6 15:30 Meeting close Chair Date and Time of Next Meeting: 1 September 2021, 14:00 – 16:00 Hrs Venue: Meeting Held Virtually HEALTH AND CARE COMMISSIONING BOARD Part 1 16 December 2020, 14:00-15:30 Hrs Meeting Held Virtually Present: Dr Tom Tasker (TT) Chair, SCCG (Co-Chair) Paul Dennett (PD) City Mayor, SCC (Co-Chair) Dr Jeremy Tankel (JT) Medical Director, SCCG Steve Dixon (SD) Chief Accountable Officer, SCCG Gillian Mclauchlan (GM) Assistant Director of Public Health, SCC Dr Nicholas Browne (NB) Neighbourhood Lead, SCCG Cllr John Merry (JM) Deputy City Mayor, SCC Brian Wroe (BW) Lay Member for Engagement, SCCG Cllr Gina Reynolds (GR) Lead Member for Adult Services, Health and Wellbeing, SCC David Warhurst (DW) Chief Finance Officer, SCCG Cllr Tracy Kelly (TK) Statutory Deputy City Mayor, SCC Francine Thorpe (FT) Director of Quality and Innovation, SCCG Cllr Bill Hinds (BH) Lead Member for Finance and Support Services, SCC Dr David McKelvey (DM) Neighbourhood Lead, SCCG Charlotte Ramsden (CR) Strategic Director – People, SCC In Attendance: Alison Page (AP) Chief Executive, Salford CVS Deborah Blackburn (DB) Assistant Director Public Health Nursing and Wellbeing, SCC Ross Baxter (RB) Senior Patient Services Officer, SCCG (Minutes) Apologies: Jim Taylor (JTa) Chief Executive, SCC Dr Tom Regan (TR) Clinical Director of Commissioning, SCCG Karen Proctor (KP) Director of Commissioning, SCCG Joanne Hardman (JH) Chief Finance Officer, SCC Health & Care Commissioning Board Page 1 of 5 16 December 2020 1. Apologies, Declarations of Interest, and Minutes of the Last Meeting a) Apologies The above apologies were noted. b) Declarations of Interest TT reminded committee members of their obligation to declare any interest they may have on any issues arising at the H&CCB meeting which might conflict with the business of the Integrated Commissioning organisations. c) 21 October 2020 Meeting Minutes The minutes from the last meeting were approved as an accurate record. d) Matters arising There were no matters arising. 2. For Decision Better Outcomes New Delivery (BOND) Programme Business Case This report was presented at the meeting of the Children’s Commissioning Committee in November 2020 and provides summary information of the programmes in the Better Outcomes New Delivery (BOND) programme formally known as Best Value. It was submitted to the Health and Care Commissioning Board, with a recommendation from the Children’s Commissioning Committee, for formal approval. The report provides the background for the programme and details the investment by the CCG into four programmes of Children’s transformation. Each programme has interdependencies and seek to improve the outcomes of Salford children and families. The programmes were implemented based on evidence of effectiveness from other parts of the country and localised to work with our existing systems. Each programme was funded on an invest to save basis and this paper sets out the savings and cost avoidance for each programme. JT queried how much had been saved so far, and DB advised that this was around cost avoidance rather than savings, and there were preventative elements, and BW agreed that these benefits will likely be seen further down the line rather than immediately. BH asked how authentic the figures are, and whether they are an underestimate of the issue within Salford. DB noted that Greater Manchester Police highlight Salford as a key area for domestic violence prevalence. She said there is a needs assessment that was undertaken last year, and there is a strategy in place to get the data and intelligence in this area. The work is linking the system together, but it is clear that this can be a hidden issue that has a significant impact in various areas. NB asked what measures are being used to monitor and ensure that de-escalation has happened. DB confirmed there is a Programme Management Group that Health & Care Commissioning Board Page 2 of 5 16 December 2020 oversees this, working on the interdependencies between programmes. The theory of change model sets out the impact measures and how we’ll know a difference is made. It is about culture change in practice and getting people to work better together. They have looked at where there is an overlap and where these can align better. DW noted that there has been no growth in costs associated with placements since the 18/19 baseline. Given the do nothing scenario at implementation estimated there would be a growth in costs of c£2.8m. In reality the growth in the number of placements was higher than estimated and therefore the programme can be seen to have contributed significantly to offsetting cost increases. However, the ambition was to not only mitigate growth, but also to reduce costs sufficiently enough to offset the cost of the BOND programme. As this hasn’t been achieved, if the case is approved, the opening financial pressure on the Children’s fund could be as high as £5m. This should be set against, if the programme was not approved it is likely costs would go up significantly as a result of the impact it has had and clearly also the wider benefits to our population. SD highlighted the social value work of this and the positive impact that is having in Salford, and that he would like to see this in the next iteration. AP agreed with the importance of social value and shifting behaviour in the longer term. She recognised the VCSE expertise in this programme of work and queried whether it is an all-age strategy. DB confirmed that this is being worked on, gathering all the information and data to ensure the integrated work can happen. FT queried whether it was worth setting a timeline in order to help manage it and ensure it proceeds in a timely manner. Members discussed this and DB said that July would be a reasonable timescale, but that she would confirm this on checking the timeline. H&CCB supported the decision in principle, noting that this would need to be approved by the CCG’s Governing Body and the Council’s Cabinet 3. For Assurance a) Sexual Health and Reproductive Health Service This report provided detailed information to H&CCB regarding this request being made from Salford City Council’s Procurement Board. The request is for an exception to Contractual Standing Orders to approve the award of a contract for the Sexual and Reproductive Health Services (SRHS), provided by Bolton NHS Foundation Trust. The current contract ends on the 30 June 2021. The Sexual Reproductive Health Services are commissioned to provide clinical services, information, advice and support on sexual health matters including sexually transmitted infections (STIs), contraception, relationships and unplanned pregnancy for adults and young people over 13. The commissioning responsibilities for sexual health services takes place across Local authorities, CCGs and NHS England and services are delivered on different spatial footprints (Salford, Greater Manchester and National) creating a complex picture of commissioning and associated provision. Health & Care Commissioning Board Page 3 of 5 16 December 2020 TT asked whether monitoring is happening now to see how well the system is working. GM advised that the commissioning of sexual health is quite complex, and so work is happening with several different partners. SD noted that this area of work had come to the board previously, and that he was happy with the decision to extend but would want assurance that the specification is being met. BH noted that Procurement Board were happy to extend, and the questions on Bolton looking at their position would have an adverse effect. GM had reassured at Procurement Board that this wouldn’t be the case, but it needs to be monitored. H&CCB noted the report b) 2020/21 Business Plan and Finance Plan The paper gave an update in relation to the priorities, provided a high-level overview of the costs and provided the committees with adequate information to consider the continuation of priorities with the context of the overall financial position. The paper includes the detail of all priorities and not just those where the decision to approve is governed by the meeting that the paper is being presented to. This is to provide an overview of the level of investment that is required of the integrated fund. Section 3 provides an overview of the localities financial position and affordability. Recognising there are still a significant number of unknowns relating to finances, the proposal is that the system priorities identified should be worked up into business cases, recognising that the locality agreed these are critical to recovery and restoration. H&CCB noted the report c) Finance Report This paper updated members on the financial position of the Integrated Fund for the seven months ended 31 October 2020. For the first six months the CCG has received allocations on a “top-up” basis to equal expenditure, but for the remaining six months the CCG has received an allocation based on its share of the system funding allocated to Greater Manchester.
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