Lara
Sonola, Transition Programme Director
at NCL CCG, introduced the transition element of this item, noting
that the target date for the establishment of Integrated Care
Systems (ICS) had been moved from 1st April 2022 to
1st July 2022, subject to the passing of the Health and
Care Bill through Parliament.
Lara
Sonola explained that the key work on
developing the NCL ICS had focussed on recruitment to Executive
posts, including the Chair designate Mike Cooke and the CEO
designate Frances O’Callaghan. Three further appointments had
also been made and it was hoped that all Executive appointments
would be completed in the next few weeks. This would include a
Chief People Officer role to tackle workforce challenges. There was
a focus on improving outcomes, as opposed to a targets-based
mentality, strengthening working together at Borough level, sharing
best practice across Boroughs and benefiting from economies of
scale where possible. The ICS constitution was in development and
would need to be approved by NHS England.
On
working with communities, Lara Sonola
said that building co-production/co-design into the practices of
the ICS would be facilitated by a number of emerging fora. These
included a Community Partnership Forum, established in October
2021, which was chaired by Mike Cooke and brought together
representatives from Healthwatch and
community/voluntary services groups. There was also a Quarterly
Partnership Council and a Steering Committee which were already
operating in shadow form before the ICS was formally
established.
Lara Sonola and Sarah
Mansuralli then responded to questions
from the Committee:
- Cllr
Tomlinson asked whether the Councillors representing their local
authority at ICS meetings would be able to nominate substitutes to
attend on their behalf if they were unable to attend. Lara
Sonola said that details such as this
were still being worked through and so a response on this point
would be provided at a later date. (ACTION) Asked by Cllr
Clarke about the effectiveness of elected representatives on ICS
bodies, Sarah Mansuralli agreed that
this was an issue that the JHOSC may wish to monitor. She added
that the approach was to bring in views from other partners and aim
to avoid a health-only perspective.
- In response
to a question from Cllr Clarke about non-executive members of the
Board, Lara Sonola said that the role
would be an independent one, working with the executive members on
a part-time basis. Advertisements for the recruitment to these
positions were already out. Cllr Clarke about whether
representatives of private corporations could be appointed to the
Board, Sarah Mansuralli confirmed that
this was not allowed, noting that the recruitment process was
prescribed at national level.
- Asked by Cllr
Connor which body the Community Partnership Forum would report
into, Lara Sonola said that it would
not report in anywhere but would work collectively alongside the
Integrated Care Board (ICB) and the Health and Care Partnership.
She reiterated that the Community Partnership Forum was chaired by
Mike Cooke who was also the ICB chair. Sarah Mansuralli added that she was required to take all
her papers through the Community Partnership Forum, as well as the
other bodies, and to take on board their feedback. The ICB members
were expected to attend all meetings and to actively engage with
the different fora and with wider partners.
-
Asked by Cllr Connor about the membership of the
ICB, Sarah Mansuralli said that this
wasn’t yet available and so hadn’t been included in the
report. Lara Sonola added that there
would be six partner members (including elected representative
members) and two non-executive members. Cllr Connor requested that
further information to be provided to the Committee at future
meetings should include full details of the ICB membership.
(ACTION)
Sarah
Mansuralli introduced the finance
element of this item noting that, as the ICS evolved and matured,
the financial strategy would evolve as well to take those changes
on board. She said that she would like to see the population health
strategy and outcomes framework start to drive the financial
strategy as this was not the case currently. The demand curve, the
focus on early intervention/prevention and the approach on working
better together also needed to be taken into account through the
financial strategy.
The
strategy had been beneficial in bringing providers together around
an agreed framework with the various NCL Chief Finance Officers
(CFOs) meeting fortnightly. The NCL was a net importer of activity
which created additional complexity with patients attracted from
outside of the NCL area. Moving forward, it would be necessary to
consider further how best to resource delivering population health
across the NCL area.
Sarah
Mansuralli then responded to questions
from the Committee:
-
Cllr Clarke asked whether the arrangements for joint
NCL ICS and Council funded projects, as described in the second
supplementary agenda pack, would remain in place. Sarah
Mansuralli said that everything would
roll forward on 1st July but when the integration White
Paper was developed further then there would be potential for joint
arrangements to change. However, jointly delivered work would
always be necessary when tackling issues such as the wider
determinants of health, for example.
- Cllr Connor said that concerns remained over the debt within the
CCG and the risk to service provision relating to this if the debt
was not decreasing. Sarah Mansuralli
said that the statutory responsibilities of the CCG would transfer
to the ICS which would be working as a system to address these
issues as they emerged and ensure that due process was followed.
While this wouldn’t change, there would be a focus with the
new arrangements on managing money together differently as a
system. However, there were still costs in excess and so it would
not be possible to come in at financial balance currently. There
would be considerable discussion about addressing this which was a
‘work in progress’. Cllr Connor observed that a
particular concern was the risk of selling off assets to reduce the
deficit.