Venue: Room 10
Contact: Mrs KM Howard
Apologies for Absence
Apologies for absence were received from Dr Michael Ejohneste, John Quick, Sarah Pemberton and Ben Ryder.
* Resolved that the minutes of the meeting held on 30 November 2016, be approved and signed.
Declarations of Interest
No Declaration of Interest from Members were made.
The Chief Executive, St Helens Council presented the report on the Formal Creation of People’s Board and Terms of Reference.
At a meeting of Council held on 18 January 2017, the Cabinet recommendations were considered and the proposal to establish the St Helens People’s Board and adopt Membership and Terms of Reference was agreed and ratified.
report and appendices, as presented to Cabinet on 11 January 2017,
were attached to the agenda for the Board’s
The report be noted;
the Chief Executive, St Helens Council undertake an
engagement exercise with key partners with regards to the issues
(3) a report be brought back to the Board with regard to the outcomes from the engagement exercise to the next meeting of this Board scheduled for 15 March 2017.
Phase 3 : St Helens Cares Update and Feedback on Enabling Workstreams
Representatives from Pricewaterhouse Cooper (PwC) presented the report on Phase 3: St Helens Cares Update and Feedback on enabling workstreams.
At its last meeting held on 30 November 2016, the People’s Board agreed to mobilise a programme of design to support the development of its thinking around St Helens Cares. Over the course of the past six weeks, a series of activities have been undertaken across a range of workstreams.
The St Helens Cares programme has mobilised the following five workstreams:
· Programme Management;
· Business Intelligence; and
· Communications and Engagement.
An update of each of these workstreams was presented to the Board.
Board had already signalled its intent that St Helens Cares should
be established as a collaborative enterprise
between the organisations responsible for the
commissioning and delivery of health, care and community services
in St Helens.
The Board was informed that there were a
number of options they could consider to provide an overall
framework for governance of St Helens Care. Three options had been
identified which were felt to align most closely with the
Board’s discussions these were: Formal Commissioner and
Provider Alliance, Joint Venture (JV) and Community Interest
was noted that the Board needed to ensure any governance model
adopted was appropriate the overall vision of the Board and that
consideration should be given to expectations of the relationship
of the Provider Alliance function in relation to bidding of
contracts and long term procurement.
* Resolved that
the report be noted;
the recommendations as detailed in
paragraph 6.2 of the report be implemented; and
(3) Case Studies to demonstrate how the new model will differ from previous working be recirculated to Board Members.
The implementation of the St Helens Cares IT platform would support St Helens Cares organisations to deliver health and social care in a more co-ordinated and efficient way. The long term aspiration included: improved prevention and early intervention, access to self-service and the creation of a combined health and social care record.
The report updated the Board on the progress of the
IT workstream within the
To produce a documented view of the current IT
systems in use across
· To establish the Technology Design Principles for the St Helens Cares IT platform; and
· To create a draft implementation plan for the St Helens Cares IT platform.
Progress toward the completion of these objectives, technology design principals, project plan, risks and issues and resource requirements was detailed in the report.
Current systems catalogue example, current systems architecture
diagram, data and access considerations and implementation
activities had been appended to the report.
(1) the report be noted; and
(2) a piece of work be undertaken by this workstream to develop a list of information sharing priorities to be fedback to this Board at the meeting scheduled for 15 March 2017.
Effective data sharing and activity analysis is key to informing financial decision making, and to
removing duplication from the system to improve efficiency.
A workshop was undertaken to understand the current levels of maturity in terms of capability, understand future ambition in terms of target maturity and establish the key next steps. The workshop identified a number of areas for improvement across the system to improve BI capability, such as in improving data access and quality, and developing faster reporting.
The Maturity Assessment Questionnaire was split into seven key lenses which join together to form an effective BI capability. These were facilitating reporting, information access and quality, people, process, organisation and culture.
overall maturity scores generated was 2.7 and a target maturity
score of 4.3 was established. The report detailed the timelines for
BI, risks and issues, resource requirements, recommendations, key
messages and next steps.
the report be noted; and
(2) the recommendations as detailed in paragraphs 9.1 to 9.5 of the report be implemented.
Communications and Engagement strategy set the ambition to engage and inform stakeholders in new ways of working to make a more integrated and efficient local care system. The new model would not be achievable unless people understand the vision and can shape and influence the design of the system.
The aim of this strategy was to provide the outline framework for how the programme would communicate and engage with its key stakeholders. The strategy had eight key aims that were outlined in the report at paragraph 4.5 and included; the development of identifiable branding for ‘St Helens Cares’ and to communicate information in a consistent way across all partners and stakeholders
A workshop had been scheduled
for the 8 February 2017 to would help develop a consistent message
and further develop the Communication and Engagement
The report be noted; and
(2) An updated Communication and Engagement Strategy be brought to the next meeting of this Board scheduled for the 15 March 2017.
addition to coordinating activity across all five workstreams, a
Programme Initiation Document (PID) template and documented PID
management process has been drafted and PIDs completed for each of
Project Management Office (PMO) had coordinated this activity,
supported and challenged by PwC, and workstream leads have
developed working drafts of their PID’s for consideration by
The Chief Executive, St Helens Council presented the report on Phase 4: Developing the Actual Operating Model – Way Forward.
was noted that the St Helens Cares Programme had made excellent
progress since the last meeting of the Board held on 30 November
2017. The report detailed the activities that would need to be
conducted over the course of the next three months to ensure the
current trajectory was maintained.
next steps across active workstreams, beginning to mobilise
detailed actual total operating model design describing the works
and activities that would need to be undertaken, resourcing
requirements to deliver the activities detailed in the report,
project plan and additional considerations were detailed in their
* Resolved that:
the report be noted;
the Board acknowledge the resourcing requirements, as
set out in the report, and support the request for
an engagement exercise with key partners with regards
to resourcing requirements be undertaken; and
(4) a report be brought back to the Board with regard to the outcomes from the engagement exercise to the next meeting of this Board scheduled for 15 March 2017.
Date of Next Meeting
Wednesday, 15 March 2017 2.30pm in Room 10
Wednesday, 15 March 2017 2.30pm in Room 10, St Helens Town Hall.