To receive Report No. 117/2018 from the Chief Executive Officer, East Leicestershire and Rutland Clinical Commissioning Group

Report No. 117/2018 was received from the Chief Executive Officer, East Leicestershire and Rutland Clinical Commissioning Group (ELR CCG).

Mr Tim Sacks presented the report, the purpose of which was to identify the healthcare and physical challenges faced by the locality in delivering healthcare in a collaborative way. The report provided the health building block for future work on planning collaborative health and social care delivery in Rutland.

During discussion the following points were noted:

·         The report was a high level overview and a sharing of a first draft and was not a replacement of the Sustainable Transformation Plan (STP) document. Instead the report was a starting point from which partners could ask what could be influenced specifically for Rutland and an opportunity to do something differently for the people of Rutland. There was not the ability to commission just for Rutland on such things, for example, as ambulance services but local services such as mental health services could be influenced.

·         Although not mentioned in the report, consideration would be given to the Rutland Hub project but from a CCG perspective, what services would be delivered in Rutland would not be dependent on what building they could go in.

·         The community provision for Rutland such as the number of available nurses needed to be defined in more detail.

·         The St Georges Development would have a major effect on Uppingham and Empingham surgeries.

·         When designing something for long term future need, more collaboration with Joint Strategic Needs Assessment (JSNA) colleagues would be sought.

·         The ELR CCG would still be commissioning services from the Corby Urgent Care Centre as 940 Rutland patients had accessed services from Corby.

·         The Save Corby Urgent Care Centre Action Group had just had the go ahead for a judicial review against their local CCG because they had not held a thorough public consultation about their plans.

·         A number of different models were being proposed by the government; amongst these were the ACO (accountable care organisations) model which would mean that services and the budget would be commissioned and managed by Rutland and the multi specialist provider (MSP) model which would mean a pooling of funding and commissioning for all non-acute services and would provide for a broader range of more integrated services in the community.  Partners would have to consider what services could be included and what services could be ‘repatriated’ from hospitals so that people did not have to travel.

·         The Integrated Locality Team (ILT) which looked at providing more care and support in the community than in the acute sector, would welcome input from voluntary groups on their work.

·         The ILT held monthly meeting with GPs so that they could take ownership and look at the design of commissioning models.

·         If clinic provision within Rutland was improved it would greatly enhance the patient provision.

·         There was a need to look at what was possible and if not, why not.

Members felt that understanding the timescales involved would help in terms of the engagement process.

·         The CEO of LLR CCG highlighted that the STP process nationally had not produced what the Government was expecting and that although it seemed that there was somewhat of a hiatus around health planning, there were still things that could be commissioned and driven forward.

·         Social prescribing was not mentioned and Members pointed out that it did not always have to be clinical services that were commissioned.

·         Councillor Walters would send questions to the CCG to help inform the next stage.

AGREED:

1.    The Board NOTED and commented on the report

2.    The Board AGREED that the Sustainable Transformation Partnership would provide more detail on the existing community provision for Rutland