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Working with Local Authorities

Working with Local Authorities. Doug Forbes Director Barony Consulting Group Chair- IHM Commissioning Division. Objectives. To understand the issues around working with LAs and Health and WellBeing Boards. . Barony Consulting Group. Performance through Innovation

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Working with Local Authorities

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  1. Working with Local Authorities Doug Forbes Director Barony Consulting Group Chair- IHM Commissioning Division

  2. Objectives To understand the issues around working with LAs and Health and WellBeing Boards. www.baronyconsulting.com

  3. Barony Consulting Group • Performance through Innovation • Promote a learning organisation where skills developed in one sector are applied to others • Over 200 public sector clients • Formed 1993 • Author - Guide to Procuring Public Services • Achieving Commissioning Excellence • www.commissioning.org.uk www.baronyconsulting.com

  4. What Pressures are Councils Under? • Localism Act • Power of General Competence • Right to Challenge • Welfare reform • Personalisation • Planning • Local Government Finance • Council Tax Benefit • Business rates • Public Health www.baronyconsulting.com

  5. Others • Schools and Free Schools/ Trusts • Adults • Looked after Children • Health and Well Being Boards • Digital by Default • Budget cuts of over 20% • Getting more into work/business www.baronyconsulting.com

  6. Results • Lack of Capacity for change • Focus on Statutory Duties • Some DASS’s interpret Adult Social Care as non statutory • Minimum compliance • Will use to Right to Challenge to crystallise services • Many now lack managerial capacity • Many LAs see commissioning as Procurement www.baronyconsulting.com

  7. Health and WellBeing Boards • Overview of CCGs • Mixed approaches • Very Early in development www.baronyconsulting.com

  8. The Differences between Health and LG -1 • Lessons to be learnt from S75 agreements • Cultural differences with LAs • NHS operates by management by instruction • LAs ask do we need to do it, where is the money and have we the powers? • Cabinet and Committee Governance • NHS see themselves as 24/7 operation www.baronyconsulting.com

  9. Differences -2 • Highly professional backed by Royal Colleges and professional hierarchies • Clinicians have little experience of political complexity • Some don’t want member involvement • There are common leaders and NHS Chairs ( few) • Will affect balance of generalist vs specialist functions • Localismvs centralism i.e. IT • Different views of commissioning www.baronyconsulting.com

  10. Opportunities • Right to Challenge may provide an opportunity to localise services • For CCGs – may provide integration/efficiency opportunities • NE Lincs Commissioning Support • Need to develop shared values and understanding www.baronyconsulting.com

  11. Commissioning • HWBs need to have a common vision of commissioning • Commissioning is not Procurement • What will be the professional requirements of a clinical commissioner? What validation exists? www.baronyconsulting.com

  12. What does a good Commissioning Strategylook Like? www.baronyconsulting.com

  13. Commissioning Leadership • Successful commissioning is mainstream not a support function • Leadership unclear – needs training, assessment and quality • Achieving Commissioning Excellence- Embedding Commissioning in your Organisation www.baronyconsulting.com

  14. To work with the LA and HWB • Understand its structure and political colour • Understand its pressures • Establish synergies particularly in Public Health • Seek commonality in reporting arrangements • Challenge the procurement culture www.baronyconsulting.com

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