Agenda and minutes

People's Board
Wednesday, 25th January, 2017 2.30 pm

Venue: Room 10

Contact: Mrs KM Howard 

No. Item


Apologies for Absence


Apologies for absence were received from Dr Michael Ejohneste, John Quick, Sarah Pemberton and Ben Ryder.


Minutes from the Meeting held on 30 November 2016 pdf icon PDF 81 KB


*           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.


Formal Creation of People's Board and Terms of Reference pdf icon PDF 132 KB

Additional documents:


The Chief Executive, St Helens Council presented the report on the Formal Creation of People’s Board and Terms of Reference.

The Board was informed that at a meeting of Cabinet held on 11 January 2017, a report on outcomes of the Governance review undertaken to establish The St Helens People’s Board, subsuming the responsibilities of the Health and Wellbeing Board and Community Safety Partnership was considered.

At this meeting it was agreed that a recommendation be made to Council for the approval of the establishment of the St Helens People’s Board and adoption of the proposed Membership 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.


The report and appendices, as presented to Cabinet on 11 January 2017, were attached to the agenda for the Board’s information.

The Board discussed the allocation of Board Members voting rights, the importance of accessible information for the public including an internet presence and concerns were raised regarding the balance between the Health and Wellbeing and Community Safety Partnership elements of the Board.

It was also proposed that wording of the functions of the board focus on collaboration rather than partnership to reflect the change in working relationship of stakeholders from partnership to collaboration.

It was noted that communication and engagement was an element to be discussed later in the agenda (Minute 5d) and that a clearer approach would be developed to focus the Boards agenda and priorities.

*           Resolved that:


(1)             The report be noted;

(2)             the Chief Executive, St Helens Council undertake an engagement exercise with key partners with regards to the issues raised; and

(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;

·         Governance;

·         IT;

·         Business Intelligence; and

·         Communications and Engagement.


An update of each of these workstreams was presented to the Board.


Governance pdf icon PDF 592 KB


The 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.

This report set out the governance arrangements that would need to be established to oversee the operation of St Helens Cares. It described the key issues that would need to be considered in determining future governance arrangements, identified the sorts of structures that were being put in place elsewhere, listed the potential options and proposed a future governance model.

Joint governance arrangements would need to be determined to provide democratic stewardship and strategic oversight of St Helens Cares. The report detailed a number of critical issues that should be considered before final decisions take place these included: democratic stewardship, collective decision making, pooling resources, modes of arbitration, existing statutory duties and regulations, risk and gain share, commissioning and contracting, pensions and tax implications and the NHS Assurance process.


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 Company (CIC).

Each of the three options were detailed in the report. The report continued to propose a model of Governance based on the key considerations set out in this paper, and the discussions held by the People’s Board to date and
summarised the purpose, powers, membership and accountabilities of the different elements of the proposed governance structure

The proposed model included the People’s Board, Executive Board, Scrutiny, Professional Advisory Group, Joint Commissioning Organisation and Provider Alliance and outlined possibilities for shared services of Business Intelligence Capability, IT and Service Improvement.

The Board discussed the presented model and questions were raised regarding, how the voluntary sector would fit into the model, the overlap in roles of the executive board and commissioning role and how the commission and delivery elements of the model fit together.


It 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


(1)             the report be noted;

(2)             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.


Information Technology pdf icon PDF 787 KB


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
St Helens Cares project, which had been put in place to support the implementation of the St Helens Cares IT platform.

The IT workstream had three initial objectives:

·         To produce a documented view of the current IT systems in use across
St Helens Cares organisations;

·         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.

It was reported that Phase 3 of the St Helens Cares project had been positive, having achieved against all objectives, producing a number of documents and having held two workshops. It was noted that the Christmas period had had an impact and as a result the current systems catalogue, current systems architecture diagram, technology design principles would require validation and approval from St Helens Cares organisations in the next phase.


The Current systems catalogue example, current systems architecture diagram, data and access considerations and implementation activities had been appended to the report.

It was proposed that the Board should give consideration to compiling a list of key pieces of information sharing that would benefit all partners immediately and then investigate how these key pieces of information could be shared.

*           Resolved that:


(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.


Business Intelligence pdf icon PDF 1 MB


Effective data sharing and activity analysis is key to informing financial decision making, and to removing duplication from the system to improve efficiency.

Business intelligence (BI) was therefore a key work stream as it would be used effectively to track performance against outcomes and to identify areas for improvement in the delivery of health, care and community services from both an organisational staff and patient perspectives.


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.


The 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 Business Intelligence Maturity Model by lens, Indicative BI Roadmap, design Phase: Indicative 100 day plan and activity description was appended to the report.

*           Resolved that


(1)             the report be noted; and

(2)             the recommendations as detailed in paragraphs 9.1 to 9.5 of the report be implemented.


Communication and Engagement pdf icon PDF 750 KB


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

The key messages, what ‘St Helens Cares’ means for people in St Helens, aim and objectives of the strategy, communication and engagement framework and phasing of activity, stakeholder analysis, organisation/partners involved in the project, communication risks and the communication and engagement outline plan were detailed in the report.


A workshop had been scheduled for the 8 February 2017 to would help develop a consistent message and further develop the Communication and Engagement Strategy.

Board Members were informed that following the workshop they would receive a standard PowerPoint with template note so partners could start disseminating information on the local care system and that the Council’s Design Studio was working on the branding of St Helens Cares.

*           Resolved that


(1)             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.


Programme Management pdf icon PDF 859 KB


In 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 the workstreams.

The PID acts as an information guide to a project or workstream, usually setting out the aims, timeframes, structures, activities, costs and resources in a single document. The PID is a point of reference for all members of the project or workstream and helps to secure their commitment.

The 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 this Board.

The documented PID management process and working drafts of the PIDs were included at appendix 1 and 2 of the report.

*           Resolved that the report be noted.


Phase 4: Developing the Actual Operating Model - Way Forward pdf icon PDF 520 KB


The Chief Executive, St Helens Council presented the report on Phase 4: Developing the Actual Operating Model – Way Forward.


It 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.

It also specified the resources that would need to be deployed in order to complete this work. It was noted that the resources that would be required were significant, but this is not untypical for a programme of this scale and that an under resourcing in any area would be likely to cause delays across the programme.


The 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 report.

The Board was informed that in continuing the programme
regardless of whether the resources described were secured internally or procured in the form of specialist external support, additional capacity would need to be identified.

Links with Sustainability and Transformation Plans Local Delivery System (LDS) were discussed and concerns were raised that this may cause inequalities across boroughs, however it was also acknowledged that the St Helens Cares programme could set the blue print for the system that other boroughs adopt.

The support from partners to date was acknowledged, but it was agreed that it would not be sustainable to require the current project team or senior managers to continue to develop a programme of this scale while retaining their operational responsibilities.


*           Resolved that:


(1)          the report be noted;

(2)          the Board acknowledge the resourcing requirements, as set out in the report, and support the request for resourcing;

(3)          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.