Agenda item

Agenda item

Manchester Local Care Organisation

Report of the Chief Executive, Manchester Local Care Organisation

 

This report provides an update on the progress of the delivery of the Local Care Organisation.

Minutes:

The Committee considered the report of the Chief Executive, Manchester Local Care Organisation (MLCO). The report was provided as an update to the report that had been considered by the Committee at their 19 June 2018 meeting (See minute ref: HSC/18/25.) 

 

The Chief Executive, (MLCO) referred to the main points of the report which were:-

 

·                Background on the development and establishment of MLCO through the signing of the Partnering Agreement;

·                The long term vision of MLCO;

·                Update on Neighbourhood working; and,

·                Update on progress against MLCO priorities including New Care Models and MLCO work to support system resilience.

 

In addition to the report the Committee were shown a short video presentation that articulated the above.

 

Members asked how they as local elected representatives could engage with their respective Neighbourhood Team and if they would be consulted on the design on the 12 bespoke Neighbourhood Plans.

 

Members further enquired about the recruitment of the Neighbourhood Team Leaders and what backgrounds they would be drawn from and discussed the wider issue of recruitment and retention of staff, in particular reference to GPs and Social Workers.  

 

Members sought an explanation as why the referral rates for the High Impact Primary Care programme were lower than had been expected and what was being done to address this.

 

A Member commented that whilst he fully supported the ambitions of the MLCO he asked the Chief Executive, (MLCO) how confident was he that the ambitions would be realised.

 

The Chief Executive, (MLCO) said that the role of Councillors, with their local knowledge and experience will be invaluable to the success of Neighbourhood Teams and he acknowledged the comment made regarding arranging engagement events with local teams for Members.

 

The Executive Member for Adults, Health and Wellbeing said that the Neighbourhood Team Leaders would be the main contact for Members in their wards and that the draft Neighbourhood Plans would be shared with Members so they could contribute and comment so Members were fully engaged with the shaping of these plans.

 

The Chief Executive, (MLCO) said that the recruitment of the Neighbourhood Team Leaders should be completed by the end of December and they would be drawn from a range of backgrounds with the correct skills set and that a briefing note would be provided to Members regarding the recruitment process to date. He also said that he recognised the comments made regarding the recruitment and retention of GPs and Social Workers and said that the (MLCO) represented a new and exciting new model of working and delivering services that would become more attractive to staff.   

 

The Director of Strategy and Deputy Chief Executive, (MLCO) informed the Committee that the High Impact Primary Care programme needed to increase the number of referrals and work was currently ongoing to review this programme, identify barriers and implement solutions with commissioners. She explained that one reason could be that it was a new scheme and work to address the culture amongst GPs needed to be addressed.

 

The Chief Executive, (MLCO) said that whilst it was a complex challenge he was confident that the ambitions of the MLCO would be realised. He advised that this was the first year of a ten year journey and the MLCO was a great foundation on which to progress. He explained that there was a genuine enthusiasm across all of the work force, recognising the benefits that could be achieved by co-locating staff into multidisciplinary teams under a single leadership to improve the health outcomes of Manchester citizens.

 

He described that previously Manchester health services had different providers and different commissioners and the MLCO would address the issue of variation of service across the city and deliver a standardised service. He informed Members that improvements had already been realised, making reference to improvements in the number of patients safely discharged from hospital. He described that working effectively, including the use of assistive technology in the future would also help achieve financial savings by reducing demand and made reference to similar models in New York and New Zealand where this had been implemented. He suggested that when future update reports were submitted to the Committee that they were thematic to describe how services were delivered. 

 

The Executive Member for Adults, Health and Wellbeing said that the MLCO was a ten year project that demonstrated a commitment to deliver public services by the public sector.

 

Decision

 

The Committee notes the report.

 

Supporting documents: