Agenda and minutes

The Board was advised that a matter had arisen which required immediate attention by the Board (Minute EXB 136 refers), therefore, pursuant to Section 100 B (4) and 100 E and in view of a contractual obligation to commence the scheme by 26 March 2018, ruled that this item would be considered at this meeting.

The Minutes of the meeting held on 22 February 2018 were taken as read and signed as a correct record.

The Board considered a report of the Chief Executive, which outlined the process for agreeing the Devolution Order to enable full devolution of the Adult Education Budget from Government to the Liverpool City Region Combined Authority (LCRCA).

The LCRCA agreed its first Devolution Deal in November 2015. That Agreement included the transfer of adult skills funding to the Combined Authority (CA). It was reported that the subsequent Order which established the CA, contained a number of Adult Education powers, but did not deal with the agreed devolution of funding.

The Board was advised that the principal purpose of the Adult Education Budget was to engage adults in learning which supported the wider economic and social priorities, including community learning and “second chance provision” within colleges. In order to prepare for devolution, the CA was required to meet a series of readiness conditions, including the completion of an Area Based Review and an up to date Skills Strategy.

It was noted that in order to enable the legal powers to be conferred on the CA, an Order needed to be laid and agreed by Parliament, the final draft of which was expected to be circulated by mid May 2018. The Government would then require each of the constituent local authorities and the CA to provide formal consent by mid-June 2018.

RESOLVED: That

1)    the requirement to provide consent for the draft legislative Order to enable the transfer of Adult Education Budget powers to the Liverpool City Region Combined Authority by June 2018, be noted; and

2)    authority be delegated to the Chief Executive, in consultation with the Leader, the Portfolio holder for Children, Young People and Families, and the Portfolio holder for Economic Development, to agree the final Order on the basis that this is in line with the existing principles of the City Region’s Devolution Agreement.

The Board considered a report of the Director of Public Health, which sought approval to award a direct contract for the delivery of health services and functions.

The Board was advised that the Cheshire and Mersey Public Health Collaborative (CHAMPS) had been commissioned to deliver and commission public health services across the Cheshire and Mersey footprint. The role of the CHAMPS was to energise the whole system and influence strategic partnerships to focus on prevention and to use the best data and evidence. It was reported that the waiver was sought to award a contract directly to support strategic management, oversight and collaboration as well as clinical support and the commissioning of large scale service delivery.

RESOLVED: That the Board

1)    notes the contents of the report; and

2)     agrees to the waiver of Procurement Standing Orders 3.1 in respect of contracts below the EU threshold.

The Board considered a report of the Director of Public Health, which sought to award new direct contracts for the delivery of the NHS Health Check Programme.

The Board was advised that the Health and Social Care Act 2012 gave local authorities responsibility for public health matters, in conjunction with strategic partners including the NHS England and Clinical Commissioning Groups (CCG). In line with the national policy requirement and performance framework, the Council commissioned clinical health improvement services from General Practices (GP) which included the mandatory provision of an NHS Health Check – vascular risk check screening for eligible residents aged 40-74.

The Board noted that under current arrangements, the Council held service level agreements/contracts with all GPs for the provision of services. Appendix 1 set out details of the current contracts, which were variable in value according to the activity at each practice. To support the Council in meeting its statutory duties, a waiver of Procurement Standing Orders was sought to directly award a contract to each of the GP practices listed in Appendix 1. This would enable clinical support and oversight of service delivery, and allow for an extension to the current offer to ensure maximum take up amongst the local GP providers of essential public health services.

RESOLVED: That the Board

1)    notes the content of the report; and

2)    agrees to the waiver of Procurement Standing Order 3.1 in respect of contracts below the EU threshold.

The Board considered a report of the Strategic Director, People, which sought approval to award a contract to the British Red Cross.

The Board was advised that the British Red Cross service supported people for a short period of time during the transition from hospital to home. It played an important part in the discharge management process, offering practical support at a vulnerable time for people.

It was reported that the Council was working with NHS Halton CCG to develop its approach to out of hospital services, and, to ensure continuity of care, it was proposed that the service continued to be delivered by the British Red Cross for a two year period.

RESOLVED: That the Board

1)    agrees to waive Procurement Standing Orders 3.1 in respect of contracts below the EU threshold; and

2)      agrees to award a contract to the British Red Cross for a two year period 1 April 2018 to 31 March 2020.

The Board considered a report of the Strategic Director, People, which provided an update on the new Halton All-Age Autism Strategy.

The Board was advised that the current Autism Strategy was developed in 2012. Since then, a number of national reports relating to Autism had been published and in addition, Halton took part in the Autism Self-Assessment Framework, which was completed at the end of 2016.

A working group was established in July 2017 to move forward with planning a new All-Age Autism Strategy, with questionnaires, consultation and a draft strategy produced, as detailed in the report. The development of the All-Age Autism Strategy aimed to take a more joined up and holistic approach to developing opportunities and realising potential for people with Autism at every stage of their lives. It was noted that the Health Policy and Performance Board had considered a report on the proposals at its meeting on 27 February 2018.

RESOLVED: That the contents of the report, appendices and comments of the Board be noted.

          The Board considered a report of the Strategic Director, People, on proposals for the development of an alternative model of social care.

The Board was advised that Arms-length Management Organisations (ALMOs), were first established in England in the early 2000s, and were now used by local authorities in adult social care, which put services on a commercial footing so as to drive the most efficient method of delivery. In practice, ALMOs allowed councils to sell services and compete for business with the private sector.

It was noted that Halton had been in exploratory talks with Knowsley and Sefton Borough Councils to investigate the possibility of a tripartite partnership to deliver adult social care. The report set out details of three options for Members to consider. Option 1 was recommended, as the intention would be to continue to make improvements and deliver future service levels required by the Council and its service users. It was reported that Halton’s Adult Social Care services were performing relatively well given the restraints of reduced funding and an increase in complex care case load. In addition, the Council were fully committed to ‘One Halton’ – a place-based integrated health and social care model and joint venture with the Clinical Commissioning Group (CCG) – which meant that adult social care services would be fundamental to its delivery.

          RESOLVED: That

1)    the contents of the report are noted; and

2)    Halton continue with its current method of operation.

The Board considered a report of the Strategic Director, People, on a delivery model for Adult Social Care.

The Board was advised that Age UK Mid-Mersey had provided information, participation, social inclusion and safe and well schemes in the Borough for three years. A range of schemes had been funded through annual contracts with the Council as well as those funded through the local and national Age UK charity.

The Council was currently working to develop its approach to out of hospital services. It was noted that until this work was complete, the service provided by Age UK Mid-Mersey was required to ensure continuity. It was therefore proposed that the current contract be extended for a period of three years to provide the authority with flexibility to re-commission services at an earlier date, if required.

RESOLVED: That

1)    the waiver of Procurement Standing Order 3.1 in respect of contracts below the EU threshold be agreed; and

2)    the award of a contract to the Age UK Mid-Mersey for a three year period from 1 April 2018 to 31 March 2021, be agreed.

The Board considered a report of the Strategic Director, People, on the provision of Day, Residential and Nursing Home Care Providers.

The Board was advised that the two contracts referred to in the report – Residential, Nursing Homes – Out of Borough, and Day, Residential and Nursing Home Care – were originally approved for three years ending on 31 March 2018, with the option to extend for a further two years. Details of the current providers of these services were set out at Appendix 1.

It was noted that a Care Home Development Project Group had been formed to enable stakeholders representing key sectors to work collaboratively in exploring and implementing identified work streams. By extending the contracts with the current providers for a further two year period, this would enable the completion of the Group’s work in designing a new model of working to achieve stronger sustainability and improved quality in the sector.

RESOLVED: That the extension of the two current contracts for an additional two years, until 31 March 2020 for services provided by Day, Residential and Nursing Homes Care Providers, be agreed.

The Board considered a report of the Strategic Director, People, on a proposal to transform the provision of Adult Social Care.

The Board was advised that North West Association of Directors of Adult Social Services (ADASS) had commissioned a report which explored the future approach to commissioning, practice and market oversight of the adult social care market. The report highlighted some key financial challenges for Halton over the next five years, with an incremental increase in funding required to continue to provide services to all those eligible for support. It was noted that many of the issues highlighted were as relevant to Halton as they were to the region as a whole; these included over-reliance on larger providers; increasing demand with limited capacity; quality concerns; providers exiting the market; and risks in relation to overall sustainability of the market.

It was therefore reported that, if Halton were to continue to deliver quality services to vulnerable adults, it would be necessary to transform the model of care, taking into account the recommendations in the report. Delivery of this new care model would be required in the next twelve months, and would consist of a move from traditional model of paid care to one of working with individuals to help them to continue to live independently for as long as possible. Members noted details of a case study, attached at Appendix 1, which demonstrated how this would work for an individual.

RESOLVED: That

1)    the contents of the report be noted; and

2)    the recommendations as outlined in section 4.0 of the report, be agreed.

The Board considered a report of the Chief Executive / Strategic Director, People, which provided an update on One Halton.

One Halton would deliver a single fully integrated place based health, wellbeing and social care system for the people of Halton. It had wellness at its heart and would address health and social care needs of the local community.

The One Halton Strategic Vision built on the initial commitment of partners to improve the delivery of health and social care by enabling people to take more responsibility for their own health and wellbeing; with people staying in their own homes and communities as far as possible; and when complex care was required, it was timely and appropriate.

To progress One Halton, the Council and its partners had established a One Halton Accountable Care System Board (the Board), to provide a forum to provide system leadership and meaningful engagement in the development of One Halton. Members noted that Appendix 1 contained information about general progress and the emerging approach to One Halton. Appendix 2 set out the emerging thinking of a new “model of care”, led by the Halton GP Federations and Bridgewater NHS Community Care Trust.

RESOLVED: That

1)    Members note the progress of One Halton;

2)    Members support the better integration of health and social care services which is essential, and that additional investment in local services is badly needed;

3)    Members did not support any reorganisation of health and social care services in Halton if it led to greater rationing and privatisation; and

4)    Members receive further updates on the progress of One Halton.

          The Board considered a report of the Chief Executive/Strategic Director, People, which provided an update on the development of the Healthy New Town Halton Hospital and Wellbeing Campus.

Halton Healthy New Town was one of 10 demonstrator sites selected by NHS England, but was unique in that it was the only site with a hospital at its centre.  It was reported that this opportunity would enable Halton to create a Hospital and Wellbeing Campus at the very heart of Halton Lea, which brought together all of the elements to deliver a seamless health and social care system for the people of Halton.

          The Healthy New Town proposals would adhere to the One Halton vision, being driven by the Health and Wellbeing Strategy and outcomes. Progress would be monitored by Halton’s Health and Wellbeing Board and scrutinised by the Health Policy and Performance Board.

It was confirmed that once the state-of-the-art Cheshire and Merseyside Treatment Centre had been extended, which would accommodate the provision of current services in the General Hospital, the aging hospital would be demolished. This would ensure that the current and future needs of the population of Halton would be met and that there would be no interruption to service delivery.

As part of the ongoing engagement programme, further meetings would be held with Members giving them the opportunity to contribute on the development proposals.

          RESOLVED: That

1)    the current position on the development of the Healthy New Town Halton Hospital and Wellbeing Campus be noted; and

2)    regular reports will be provided to Members as the Healthy New Town Halton Hospital and Wellbeing Campus proposal is developed.

The Board considered a report of the Strategic Director, People, on Voluntary Sector Grant Funding Awards for 2018/19.

The Board was advised that the Council had awarded direct grants to local voluntary and charitable organisations for a number of years. Applications were assessed against key criteria, such as impact on outcomes for local people, volunteering and training development opportunities and the impact on reducing the need for statutory services.

It was reported that applications were assessed and recommendations agreed, by a Panel which consisted of the Portfolio holder for Economic Development and Officers from the People Directorate. The report set out the recommendations for an annual allocation for the financial year 2018/19, with the available budget of £214,000, for Members’ consideration.

RESOLVED: That the Board approve the grant allocations as outlined in the report.

The Board considered a report of the Strategic Director, Enterprise, Community and Resources, which sought the approval of Council to a number of changes to the Constitution.

Members were advised that the revised version picked up the changes to the Council’s working arrangements that had taken place throughout the year, as well as other changes which were intended to assist the Council to operate more effectively.

The proposals for change had been considered by the Chief Executive and the Executive Board Member for Resources in accordance with Article 16.02 of the Constitution. It was reported that, apart from the purely technical changes, the proposed amendments that were considered to be of particular significance were listed as an appendix to the report.

RESOLVED: That Council be recommended to approve the revised Constitution, including the matters set out in Appendix 1 attached to the report.

The Board considered a report of the Strategic Director, Enterprise, Community and Resources, on the proposed fees and charges for Council services for 2018/19.

The Board was advised that, as part of the budget preparations for 2018/19, a review of fees and charges had been carried out. It was proposed that generally, fees and charges be increased in line with inflation, although some had been reviewed with consideration to the impact of the price change.

Attached at Appendix A was a schedule of statutory fees which may increase during the financial year. Chargeable rates for The Brindley and the Registrar’s Service were attached at Appendix B and C respectively.

RESOLVED: That the proposed fees and charges for 2018/19 as set out in Appendix A and for 2019/20 as set out in Appendix B and C, attached to the report, be approved.

The Board considered a report of the Chief Executive, which provided a progress report on the development of a Community Shop in Halton.

The Board was advised that the Community Shop model was a supermarket with a targeted membership which aimed to tackle food poverty. The concept was to provide quality branded food at discounted prices to reach people that needed help to achieve financial independence. This was achieved by redistributing food that was surplus in the supply chain, which would otherwise end up in landfill.

It was reported that after undertaking a feasibility study, commissioned by Big Local and Well Halton in September 2017, a site in Windmill Hill was identified as a suitable location for the opening of a Community Shop in Halton. Regardless of its location, it was noted that all households that were eligible for membership within the Borough would have the opportunity to become members as part of a rolling programme that would target identified areas of need. Alongside this, Members were advised that a Community Shop would provide employment and training opportunities; provide financial and debt advice; reduce dependence on food banks; and offer two-course low cost lunches to its members.

RESOLVED: That the Board support the continued development of a Community Shop in Halton, as outlined in the report.

PART II

In this case the Board has a discretion to exclude the press and public and, in view of the nature of the business to be transacted, it is RECOMMENDED that under Section 100A(4) of the Local Government Act 1972, having been satisfied that in all the circumstances of the case the public interest in maintaining the exemption outweighs the public interest in disclosing the information, the press and public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraphs 3 and 5 of Part 1 of Schedule 12A to the Act.

The Board considered:

1)    Whether Members of the press and public should be excluded from the meeting of the Board during consideration of the following items of business in accordance with Section 100A (4) of the Local Government Act 1972 because it was likely that, in view of the nature of the business to be considered, exempt information would be disclosed, being information defined in Section 100 (1) and paragraphs 3 and 5 of Schedule 12A of the Local Government Act 1972; and

2)    Whether the disclosure of information was in the public interest, whether any relevant exemptions were applicable and whether, when applying the public interest test and exemptions, the public interest in maintaining the exemption outweighed that in disclosing the information.

RESOLVED: That as, in all the circumstances of the case, the public interest in maintaining the exemption outweighed that in disclosing the information, members of the press and public be excluded from the meeting during consideration of the following item of business in accordance with Section 100A (4) of the Local Government Act 1972 because it was likely that, in view of the nature of the business, exempt information would be disclosed, being information defined in Section 100 (1) and paragraph 3 of Schedule 12A of the Local Government Act 1972.

          The Board considered a report of the Strategic Director, Enterprise, Community and Resources, regarding a proposed development at Manor Park, Runcorn.

The report set out details of potential clawback of land receipt should  adjacent land at Manor Park be developed in future.

          RESOLVED: That Executive Board

1)    agrees in principle to indemnify the current developers, should any clawback in respect of future development on adjacent land in the ownership of the Council be payable, as outlined in the report; and

2)    delegates final signoff of any clawback agreements to the Chief Executive in consultation with the Leader, and Portfolio holders for Physical Environment and for Resources.

MINUTES ISSUED: 20 March 2018

CALL-IN: 27 March 2018

Any matter decided by the Executive Board may be called in no later than 5.00pm on 27 March 2018