Agenda item

Vicky Willett presented the Outline Business Case asking for views from the Executive Group that this reflects the work expected from the Chorley Public Service Reform Partnership, in terms of delivering Public Services in a different way, to bring in efficiencies and manage demand.  The case for change, including details of Chorley demographics and service demands are set out in the business case.

It was explained that the business case adds detail to the existing strategy, and the draft had been considered by the Implementation Group, who will deliver the work required and present updates to the Executive where a decision, approval or a steer on next steps is required.

Clarity on the Board and Executive role were provided in terms of the Board will meet twice a year, and confirm the strategic delivery of the strategy, addressing any issues of concern. The Executive will ensure that the work being developed in on the right track, ensuring key issues around high demands on services, financial pressures, and development of work against increasing population are addressed. Language and terminology needs to be transparent for all partners to clear on what is being delivered.

Five workstreams are detailed in the business case, three are to be covered in Year One, and two are set out as overarching priorities covering a three year period. These are detailed below:

Integrated Locality Working, proposed lead - Implementation Group (Year One)

Objective - To have Public services delivered by a joint workforce, improving processes and behaviours based on a consistent understanding of locality, so that services are delivered in an integrated and coordinated system.

The five stages of access was referred to, and this needs to be aligned with the JSNA and Six Shifts Showcase being delivered at the end of September by LCC colleagues. Next steps involve understanding of existing locality working, agreement of priorities, and service offers covering Chorley. This will result in options being presented to the Executive in terms of bringing teams together.

Data and Intelligence, proposed lead - Implementation Group (Year One)

Objective - To understand multi-agency activity to extend and enhance intelligence towards developing a shared data system to support an integrated service model.

Learning from the Integrated Action Team would support this workstream, and opportunities to consider digital platforms on sharing information supporting  risk analysis and evidence based commissioning is part of this consideration.

Partnership Oversight – proposed lead – Executive (Year One)

Objective - To have oversight, influence and co-ordination of the other reform programmes at a locality level. Proposals covered in the agenda.

Leadership – proposed Lead – Executive (Overarching 3 years)

Objective  - To develop partners as leaders of public services for Chorley, working and thinking differently to translate the vision into action. Proposals covered in the agenda.

Culture and Workforce – proposed lead – Executive (Overarching 3 years)

Objective – To develop shared values and behaviours that will form a basis for a single public service culture and integrated workforce. Proposals covered in the agenda.

Information on the big Chorley Conversation was provided, which is a public consultation exercise being carried out by SPICE, a social enterprise organisation. This has flowed from the Chorley Commission work, and will take place over the next couple of months, and will be a mass engagement about how public services and communities work together. The outcome will help define the future of public services and provide personas which will factor into work of the Implementation Group in terms of developing processes to meet the needs of the public.

Carole Spencer advised how this could link in with the consultation exercise on the Clinical Service Strategy planned in December 2015. She also suggested that hospital staff, and staff in the partnership organisations who work and live in the Chorley Borough could help in how information is gathered in the conversation activity.

The Executive were asked for views on the Outline Business Case:

Cllr Leadbetter asked for clarity on System Leadership, and Leadership referred to in the document. Depending on the view of what is needed, this could be specific to a new leadership model , managing public services as one system, or could be more general leadership development.

Allan Jones asked if jobs and employment could be factored into the business case in terms of linking in with wider determinants of health.

Carole Spencer advised that the reason for the business case showing the financial gap and increased population is not carried through as a target, but more implicit. Advised that work completed by the partnership needs to ensure it is good enough to address the key demands being faced.

Steve Winterson agreed that we need to be clear on the outcomes of the work, by doing more with the same resource, or same level for less.

Martin Cox commented on the five stages of access and being clear if the work being progressed will be complimentary to existing services, or be of a supplementary nature.

Gary Hall advised that the prioritisation of work will need to consider what can be delivered at pace, and what can make a financial impact.

Action Point – Outline Business Case to be updated by PMO to reflect the comments from the Executive.

Executive agreed that the Outline Business case was in the right place, and with the changes, this could be signed off as the first iteration, which could be reviewed as future actions agreed.