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Agenda and minutes

Venue: County Hall, New Road, Oxford

Contact: Julie Dean, Tel: 07393 001089  Email: julie.dean@oxfordshire.gov.uk

Note: Special meeting 

Items
No. Item

1.

Welcome by Chairman, Councillor Ian Hudspeth

Minutes:

The Chairman welcomed all to the meeting, in particular Ann Ford, Deanna Westwood and Nick Warren, Care Quality Commission.

 

 

2.

Apologies for Absence and Temporary Appointments

Minutes:

An apology for absence was received from David Radbourne.

3.

Declarations of Interest - see guidance note opposite

Minutes:

Kate Terroni, Director for Adult Services, declared a personal interest in the business of the Board for this meeting, on account of her future new appointment as a chief inspector of Adult Social Care in the Care Quality Commission. The Chairman took this opportunity to thank her on behalf of all members of the Board for her valuable input into the Board’s work and wished her well for the future.

4.

Petitions and Public Address

Minutes:

No requests had been received to submit a petition or address the meeting.

5.

Welcome and Context

10:10

10 minutes

 

The Chairman will welcome the CQC inspectors to the meeting and will provide context/background to the CQC follow-up review.

Minutes:

Prior to the presentation to be given by the CQC, the Chairman gave a brief contextual summary of the current scene. He pointed out that nothing contained within the Action Plan had held any surprise and indeed had given a platform for the Board to take forward its plans for a full review of the Board’s governance. The Board had asked itself what rationale for strategic leadership was required from the point of view of patients/residents who required a smooth flow across the system and joined-up care.

6.

CQC Local System Review Progress Report pdf icon PDF 904 KB

10:20

80 Minutes

 

Following the local CQC system review of Oxfordshire, which took place in November 2017, the CQC re-visited the system one year later in November 2018 to look at progress against the submitted action plan that was developed in response to the findings.

 

Attached at HWB6 is the full report of the progress review from the CQC for presentation to the Board.

Minutes:

At the conclusion of their presentation the Inspectors briefly summarised their findings as a significant amount of work had been done, but there was more to do. This, they could say with confidence, would be conducted with the same strong commitment already shown. The Board was advised not to place too much emphasis on chasing the performance indicators, but to embed good practice which would in turn deliver good performance.

 

The Chairman thanked the CQC inspectors for their presentation stating that the review had given the Board some welcome impetus and challenge. He pointed out that he had visited the John Radcliffe Hospital to observe how the teams were working and was impressed by the lack of demarcation between Health and Social Services.

 

Stuart Bell added his agreement with the helpful advice given by the CQC which was not to become too led by performance indicators. Using the example of DToC, he commented that there was a need to think more about the need to focus on hospital avoidance, adding that progress had been made on this. The CQC’s first report had been very helpful in advocating this. Ann Ford commented that a solution to problems such as DToC was to tackle the broader symptoms, rather than the performance indicators. However, it had to be said that performance indicators were important and served to inform the conversation. A longer, more strategic outcome - focused approach was more beneficial.

 

Kate Terroni thanked the CQC for a very balanced report which had given recognition to the progress made. However, she expressed her surprise that the CQC had challenged the pace of the review, stating that there had been a keenness on the part of the Board to do things correctly and in the right order, which, in all, had taken some time. Deanna Westwood stated that the Board’s whole ‘joint vision’ approach had been very helpful and showed shared endeavour. Indeed, the CQC would like to see this approach to be rolled out across the country.

 

A member of the Board asked how to embed the changes across the whole of the workforce, asking also for examples of systems which had successfully changed. Deanna Westwood, in her reply,  recognised that this was also the biggest challenge for Stoke – on – Trent, which was one of the other authorities reviewed. During the review, the CQC had seen relationships much repaired, and collaborative working in place across the system. Top leaders at Stoke had empowered staff to get engaged and run with the changes, so that they could personally identify the wins and thus believe in the vision and make it their own. At management level there was clear, visible leadership and good strategic direction. Louise Patten added that this gave her a cross-cutting challenge and was key learning for her – as it was for all staff. The key issue was how the Board could keep hold of the methods used. In response to this, Ann Ford undertook to share any  ...  view the full minutes text for item 6.