Issue - meetings

Devolution Through An Accountable Care Organisation In Barking and Dagenham, Havering, and Redbridge

Meeting: 26/01/2016 - Health & Wellbeing Board and ICB Sub-Committee (Committees in Common) (Item 68)

68 Devolution Through an Accountable Care Organisation in Barking and Dagenham, Havering and Redbridge pdf icon PDF 152 KB

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Minutes:

Mark Tyson present the update on the potential devolution through and Accountable Care Organisation for Barking and Dagenham, Havering and Redbridge and stressed that this report was not about a decision to proceed with the ACO but an update on the work being undertaken to see if this was a feasible option through the development of a business case.  The report also set out the governance arrangements for overseeing the development of the business case, including the membership of the Clinical and Democratic Oversight Group, ACP Executive Group, ACO Steering Group, the details of which were set out in section 2 of the report.  However, each organisation would need to fully consider its own governance requirements in due course.

 

Mark drew the Board’s attention to the project timeline and advised that the process was now approaching the consultation stage and that IPSOS / MORI surveys would be commissioned shortly.

 

The Board discussed the business case governance and the radical opportunity an ACO could provide for future health and social care provision and improved health outcomes locally.

 

The Board:

 

(i)  Noted the announcement by the Chancellor of the Exchequer, on 15 December 2015, of a devolution pilot for Barking and Dagenham, Havering and Redbridge for health and social care;

 

(ii)  Noted the current position with respect to the development of the business case to determine whether or not an Accountable Care Organisation (ACO) was a viable form for future integrated health and social care delivery across Barking and Dagenham, Havering and Redbridge;

 

(iii)  Noted the proposed approach to programme governance for the development of the ACO set out in the report and shown in Appendix A; and

 

(iv)  Agreed that at this time the process was about putting together a business case, which would be a radical new approach to improved health outcomes locally, and that progress should not be delayed by partners’ governance or committee responsibility concerns, which would be resolved as the case was developed and proposals became clearer.