Agenda and draft minutes

Members were welcomed to the meeting by Councillor Alistair Bradley, in particular to new members Carole Lee (VCFS) and Karen Sharrocks (CCG). Introductions were made and apologies were noted.

Minutes were agreed as correct record with no matters arising.

Steve Winterson advised that the Implementation Group understood the direction from the Executive and what needs to be delivered on the programme, but from a capacity point of view there seems to be a gap in understanding on how much commitment can be made to the various activities e.g leading the workstreams, being involved in locality groups.

When the Public Service Reform groups were formed in September, a set of commitments from all organisations on the partnership were signed up to, as either full or affiliated memberships, and it is important that this is now carried out from planning through to delivery. Suggestions on which areas will lead/support delivery the work will be put forward, and shared across the partnership.

It was noted that the CCG has been through a number of staff changes, and will look to field a more regular representative at the Executive and Implementation Group. It was also noted that due to the number of areas not represented at the meeting some activity outside the meeting was required to reiterate commitment needed.

Action Point – All Executive members to have a discussion with relevant Implementation Group representative on their capacity to deliver the elements of the work programme. The commitment to deliver work needs to be confirmed before the next Executive meeting in March to the PMO.

Vicky Willett presented a framework which builds on the proposal made at the last Executive meeting. Three areas of work make up the core of the programme this year, which are:

·         Building Community Capacity

·         Establish the Consistent Frontline

·         Enhanced Multi-Disciplinary Approaches

These each have more detailed workstreams within each area, with deliverables and phases of work set out in a detailed plan. Supporting activity is also captured and will include:

·         Data and Intelligence

·         Workforce Development

·         Communications and Engagement

·         Digital Connectivity

The plan identifies the activity to be completed which will be reported through to the Executive in August.

To manage the activity there are a number of tools in place. To identify the lower level activity over the next few weeks, a Call to Action Plan is in place and will be managed through the Implementation Group members. Project Mandates with more detailed objectives and measures have been drafted and will be supplied to partners leading on particular workstreams. A communications and engagement plan is also in development, as well as a Risk Register to monitor any issues.

To enable the work to move at pace, resources are required within weeks to develop locality groups and testbeds quickly. Two phases of work were discussed in detail:

Locality Task Group

This has two objectives – to connect locality partners, review current activity and opportunities for joint interventions, campaigns, events, and to process improvements to ensure ‘Making Every Contact Count (development and testing of standardised question set based on Springboard).

Representatives to support this work are most likely to be those who coordinate frontline teams, and are involved in preventative/early intervention activity, or communications and engagement.

Suggested representatives:

·         Police – Community Beat Manager (Lead)

·         Fire and Rescue – Community Safety Officer

·         Council – Early Intervention and Prevention Officer (links to community development)

·         VCFS – Project officer

·         LCFT – Community mental health teams leader/coordinator

·         Lancashire County Council – Wellbeing Service partnership officer

·         CCG – Communications and Engagement officer

·         Hospital – To be determined, involvement to support need/pressures in system

Extended MDT

This has the objective to implement an extended MDT format to lower risk frequent flyers, and families with primary care focus. This would be a testbed to support residents with moderate needs to reduce escalation of risk i.e. admission to hospital. Looking to involve one GP practice at the start, with a view to building across to others covering the locality of Chorley inner-East.

Representatives to support this work would have a direct connection to primary care, and to support residents.

Suggested representatives:

·         CCG – Primary Care Development (Lead)

·         Primary Care representative

·         Lancashire County Council – Wellbeing Worker

·         Police – Geographical inspector or Early Action Coordinator

·         Hospital – opportunity to test specialist in-reach services

·         VCFS – Network knowledge to link into services i.e. Homestart, CAB

Comments from the Executive included a need to understand the footprint of the Lower Super Output Area (LSOA) locality and how this would be evaluated and fit with wider structures in place i.e. LCC Service  ...  view the full minutes text for item 16.

Jamie Carson advised that the purpose of this paper is to acknowledge the challenges for public services and look to reduce duplication, work together and deliver the right work at the right level.

This will be achieved by establishing the Chorley Public Service Reform Partnership as a strong advocate and collective driver for change, that complements other reform work at other spatial levels. It will do this by:

• setting the focus and scope of the partnership, within the wider Lancashire context
• reiterating an approach to developing collective capacity for transformation

set out what we are trying to achieve as an Executive Group

A table showed how a number of programmes “link” together, from  wider Pan-Lancashire activity covering economic growth, through to networked boroughs, managing health and social care integration, and a more localised level of Chorley and neighbourhoods covering prevention and early help interventions.

From discussions the Executive agreed this helped focus in on the work being done and how it fits with wider strategies and work activity, enabling commitment from organisations to the partnership in Chorley e.g. work on the Sustainability and Transformation plans covers the pan-Lancashire level, but also needs support from localities in testing innovation e.g. NHS vanguards.

Further updates on this work will be provided through the Executive. Consideration is being made on existing groups and how these need to adapt to support a pan-Lancashire approach.

The Executive supported the recommendations set out which were:

·         That the Chorley Public Service Reform Partnership should be the key partnership working for the Chorley Borough as a strong advocate and collective driver for change,

·         That the Executive should recognise the reform work being undertaken at other spatial levels (such as the Sustainability and Transformation Plan), and ensure that it advocates and supports the work being undertaken, avoiding duplication; as well as shaping and influencing to support the priorities of the Chorley Public Service Reform Strategy.

·         That the Executive should ask to receive regular updates from the central Lancashire Health and Wellbeing partnership, and the emerging Combined Authority (overseen by the Lancashire local authority Leaders’ group) on progress made on their areas of focus.

·         That the Chair of the Implementation Group should be asked to review the functioning of the group and report back to the Executive on any changes needed to ensure its effectiveness.

Action Point – For the PMO to ensure regular updates on the Sustainability and Transformation Plan, Lancashire Combined Authority and Central Lancashire Health and Wellbeing Partnership are provided.

Action Point – Steve Winterson to ensure that the Implementation Group remains fit for purpose and provides regular updates on progression of activity.

Councillor Bradley provided an update on the Lancashire Combined Authority advising that a framework has been developed to enable councils to work together, including 15 districts, unitary authorities and the county council.

Proposals for a shadow combined authority to be in place in May, with a view to have a full combined authority in place in Autumn.  A public consultation on the framework is due to complete mid-February. By working as a whole there will be opportunities to make improvements for all Lancashire residents, in particular looking at growing the economy, improving transport, jobs and skills.

Many areas outside Lancashire have already moved to a combined approach, which has enabled devolution to be tested in regions. Significant savings are also part of this work which will enable budgets to be managed more effectively across a wider remit. Having a combined authority in place will increase working across boundaries, develop experience of working together, with a view increase opportunities with others such as LEP, and Police Commissioners, and give a united front to political challenges.

Public Service Reform and Health and Wellbeing are also part of the remit of the group, and Chorley is looking to be a key advocate in this work. The Executive will continue to be updated on the progress of this work as an understanding of the impact of the changes will need to be considered

Vicky Willett advised the group that to progress the System Leadership workstream, to develop the partnership as Leaders of Systems, the proposal is for the Executive to undertake a self assessment exercise to establish a position statement.

Members are asked to consider the framework, and make an assessment of the Executive as a leadership body, assigning a score from 1 to 5. From this the PMO will also ask the Implementation Group to complete the same assessment, and report findings from both exercises to support possible recommendations on potential  development activity. 

Action Point – Executive Members to provide an honest assessment of where the collective partnership is at currently. Scores to the PMO ahead of the next meeting.

No other business raised.

Next meetings planned - 15^th March at 16.00 and 19^th April at 16.00

Consideration was given to the frequency of future meetings for the Executive, and it was agreed they should continue to reflect the pace of work to facilitate timely decision making.

The date of next meeting is currently planned for 15^th March at 4pm, at Chorley Town Hall.