Agenda item

3:15

30 minutes

Persons responsible:          Director for Adult Services, OCC; Chief Executive, OCCG; Chief Executive, OH; Chief Executive, OUH; Chief Executive, OCC

People giving report:            As above

A report on the CQC inspection carried out in November 2017, together with the Action Plan is attached at HWB12.

The Board is RECOMMENDED to note and discuss the report and Action Plan and approve the governance arrangements. 

The Board discussed the report on the CQC inspection which had been carried out in December 2017, together with the Action Plan (HWB12).

Kate Terroni introduced the report describing it as ‘galvanising’ for the social and healthcare system as a whole. It highlighted a number of areas for concentration which contributed to a lack of single vision for the social and healthcare systems in Oxfordshire which involved OCC, OUH, OH, OCCG and the Primary Care Federations. A stronger, all-embracing approach was required to implement all that was required and the Board was asked to provide to act as the ‘engine room’ focus for the work.

Lou Patten added that the issues around the way the system worked were very important and the Action Plan had created a real sense of pace and sufficient clarity to secure a successful outcome delivery. Peter Clark echoed this stating that this review would be both welcome and timely and had been embraced by all the system leaders. He agreed that this Board could act as a check on action taken towards a successful delivery.

Dr Berendt stated that OUH accepted the findings of the inspection report and had been fully involved with the production of the Action Plan, recognising a need for the system to work better; adding that the report failed to conclude that system working and care provision were in the right places. Stewart Bell added that the report was helpful for pointing out the various issues that required attention.

All members of the Board voiced their intention to support the Action Plan and suggestions received to aid in a successful delivery were as follows:

·         The need to use language which could be understood by the general public. Kate Terroni agreed with this stating however that the Action Plan had been put together in a very short time period and it mainly contained language used by the CQC;

·         The need for public and external involvement in its implementation in order to give it a sense of co-production and tangible, identifiable outcomes that would give a source of measure to the public. Lou Patten agreed stating that whilst there would be a significant amount of performance language used in its measurement to apply professional credence, there needed to be more focus on providing a vision for the public;

·         A commitment to staff engagement was also imperative and listening events provided to ensure clarity on the impact of the changes required;

·         In response to a suggestion that there should be input from local councillors and more input from the communities, Kate Terroni agreed highlighting the emphasis made on this in the co-production with older people of the Older People’s Strategy;

·         The importance of working with people and their families who had experienced the challenges of transition;

·         The use of customer feedback as a focus for measurement and focus groups to act as critical friends, to ascertain their experience of good or bad change. The identification of objectives must be a non-static process in the face of customer experience which could be amended as it proceeded;

·         The integration of best practice as far as it suits Oxfordshire from other areas that had travelled through the process and an onward dialogue with the CQC after the new system had been created;

·         The use of i statements which were used by Public Health about what the broader public could expect of the system change to glean an accessible means of understanding the way forward with service provision; and

·         Use of a whole system review to offer carers another opportunity to state whether the system had got it right for them, or not. This could also be used to ascertain whether people had confidence about where the eligibility criteria was set and if it was being applied correctly by the people undertaking the assessments;

Dr McWilliam thanked the Board for their input. The Board then AGREED the following proposals: to

(a)  appoint a sub-committee of the Health and Wellbeing Board to meet the design principles set out in the paper HWB12; and

(b)   request the Chief Executives of the County Council and the Oxfordshire Clinical Commissioning Group to produce and finalise the sub-Committee’s Terms of Reference, in consultation with the Chairman and Vice-Chairman of the Board, to convene meetings accordingly; and to report the Terms of Reference to the next meeting of the Board.