Decision Maker: Cabinet
Decision status: Recommendations Approved
Is Key decision?: Yes
Is subject to call in?: Yes
The Cabinet gave consideration to a report of the Executive Director, Health and Wellbeing which outlined proposals that would drive development and improvements to the way health and care services were commissioned and delivered in the Borough of Oldham.
The creation of the new arrangements needed to be considered in a wider whole system context due to the interdependencies and further reports would be brought to Cabinet in due course.
Oldham’s ambition for integration was outlined in Oldham Locality Plan agreed in December 2015 and was built on a number of principles including focusing on improving health outcomes and performance, patient and public centred with effective engagement mechanisms in place to enable people to live healthy lives, enabling patient to make informed choices and reducing unwarranted interventions.
Since that time significant work had been carried out by the Council and Oldham Clinical Commissioning Group (CCG) to develop the vision, structures and processes that were needed to be put in place to make the vision a reality.
Oldham’s Greater Manchester Transformation Fund agreement was a central part to the Borough’s plans to increase the pace and scale of delivery, the Council, CCG and a number of key providers have aligned around the need for system-wide transformation in Health and Social Care and this had included a high level agreement that a Local Care Organisation model would be core to future delivery.
This report provided an overview of the proposed Oldham Health & Care commissioning structures.The Oldham Cares outcomes framework was designed to set out the outcomes that wanted to be achieved in Oldham over the next decade. These will be the headline outcomes for the system which the Council and CCG will work together to deliver, with the aim of improving the health of the population and the way the local health and social care system operates. The outcomes framework would inform commissioning priorities and the performance management of the health and care system.
Agreeing the outcomes framework was a key step in moving towards an outcomes-based commissioning model, with a single budget for clearly defined populations that rewarded outcomes and not activity, promoted earlier investment and reduced duplication across the health and care system.
The proposed Health Care System structure was outlined within the report, a single commissioning arrangements, Alliance and an Integrated Care Organisation.
There were a number of significant proposed changes as to how the health & care system in Oldham operated. These changes were necessary to help the whole system meeting the ever growing depth and complexity of need for health & care services, whilst working to an ever more constrained financial envelope.
In order to facilitate the health integration agenda across the commissioning and provider element, the current health, care and wellbeing estate in Oldham had undergone a comprehensive review to ensure it was fit for purpose and was able to locate the reconfigured teams. There were four key aims to be considered in planning the use of the estate and that were all connected;
1. To enable the Joint Commissioning team to locate at Ellen House
2. An aim to use the Southlink site to provide accommodation for all children social care services. This would require the existing adult social care services to move out
3. To establish estate in each geographical cluster to enable the newly formed health and social care teams to be located. The aim was for the teams to locate in one GP practice in each cluster
4. To develop the plans for the Link Centre which would support the above and also enable community groups to continue to use part of the building.
Option 1 - The establishment of the Commissioning Partnership Board, in shadow form, which is the joint committee between the Council and the CCG
The proposed section 75 agreement for Commissioning Partnership Board that would enable a scaling up of the integration of health and care commissioning in Oldham.
The proposed early areas for integrated commissioning, which the Commissioning Partnership Board would focus on in 2018/19 and use to test how effective the new system was before further budgets and responsibilities were added in to the Section 75 agreement in future years.
The use of Adult Social Care capital funding for the refurbishment and refit of the Link Centre.
The temporary closure of the Link Centre and relocation of public facing services whilst this work was completed.
Option 2 – Partial Agreement. Cabinet can choose to approve a selection of the above points, and either ask for more information to be provided or refuse to agree any of the points
Option 3 – No Agreement. Cabinet could chose to agree to none of the above points
RESOLVED – That:
1. The establishment of the Commissioning Partnership Board, in shadow form, which would be the joint committee between the Council and the CCG be agreed.
2. The proposed section 75 agreement for Commissioning Partnership Board that would enable a scaling up of the integration of health and care commissioning in Oldham.
3. The proposed early areas for integrated commissioning, which the Commissioning Partnership Board would focus on in 2018/19 and use to test how effective the new system was before further budgets and responsibilities were added in to the Section 75 agreement in future years be agreed.
4. The use of Adult Social Care capital funding for the refurbishment and refit of the Link Centre be agreed.
5. The temporary closure of the Link Centre and relocation of public facing services whilst the work was completed be agreed.
6. The appointment of a Single Accountable Officer be noted.
7. The proposed Alliance provider structure to be developed between the key providers within Oldham be noted.
Publication date: 28/02/2018
Date of decision: 26/02/2018
Decided at meeting: 26/02/2018 - Cabinet
Effective from: 08/03/2018