(1)
Mark Lobban, Director of Strategic
Commissioning, Kent County Council, and Helen Buckingham, Director
of Whole System Commissioning/Deputy Chief Executive, NHS Kent and
Medway made a presentation on Integrated Commissioning.
(2)
Following the presentation in workshop table discussion the Shadow
Board addressed the following questions:
(a)
what are your views on the possible
integration of commissioning teams?
(b)
considering the typology for degrees of
health and social care integration where does the Shadow Health and
Wellbeing Board want to be on this spectrum and is it the same for
all the core groups? What might that
mean for integrating commissioning teams?; and
(c)
how do Clinical Commissioning Groups
want to take this forward?
(3)
A summary of the table discussions is as follows:
- The importance of the wider
engagement fitting with the Local Authority Commissioning
timescales and the budget consultation process was stressed;
- There was a clear need to re-align
plans, to understand for example what is influencing Clinical
Commissioning Group Plans and ensuring there is consistency across
all the Plans.
- Mental health –
specialist inpatients can be dealt with through the Commissioning
Service Office (CSO).
- Community services
mean more control locally
- Enhanced partnership
model feels right
- Enhanced partnership
working for Long Term Conditions
- Vertical integration
with providers of social care
- Need a primary care
community based mental health model
- At the moment there
is a 9 month waiting list for CAMHS in Thanet.
- Intelligent Customer
– CCGs are very new and do not
understand all that is going on, where they should engage –
huge amount of current development for CCGs – they do not know if bringing things
together is the right thing to do?
Would like to develop CCG understanding and look into integrated
commissioning teams which will help them to bring expertise into
commissioning plans and develop beyond health
commissioning.
- A shared vision and
strategy needs to be developed between commissioners and
providers.
- At the moment we have
3 separate outcomes framework. We should insist on a single
framework – this is what the Health and Wellbeing Board
Strategy is for Kent.
- Integration needs to
be right at the local level. Need to work out at the CCG level what
is needed. This needs to be done at a CCG level and Kent
wide.
- We need to be clear
about how the CCG teams and cluster teams are working and what is
needed from the CSO.
- Welcome the
development of integrated commissioning teams coming into
CCGs. It’s not important to the
customer where they sit.
- Accountable officers
to be appointed for all CCGs. There
needs to be a concrete proposal based on local thinking and
priorities we want to achieve.
(4) The Shadow Board
concluded that :
(a) There should be a single outcomes framework
which should be “Kent joint Health and Wellbeing
Strategy”,
(b) The
preferred typology for the degree of health and social care
integration was ‘enhanced partnership’; and
(c) Further
work be undertaken with Clinical Commissioning Groups (CCGs) on the range of models for commissioning
teams which maybe very different between the different CCGs
(5) RESOLVED that a
report on how a model of Integrated Commissioning could work be
brought back to a future meeting of the Board.