Agenda item

Incorporating:

·       Thriving Communities

·       Startwell

·       Mental Health

·       Integrated Community Care

Councillor Jacques joined the meeting for this Item.

Consideration was given to a report of Accountable Officer which sought to provide the board with assurance and an update on the progress of Oldham transformation plans for the allocation of the Greater Manchester Transformation Funding of £21.2m.

It was reported that the Council and CCG along with other stakeholders were working hard to make sure quality, accessible essentials such as housing, education, transport and employment opportunities were in place for the residents of the Borough.

The Oldham Cares transformation programme aimed to deliver the greatest and fastest improvements in wellbeing and health for the residents of households and communities. 

The following 4 proposals had been reviewed and assessed at each stage of the Investment Review and Assurance Process and funding was to be allocated according to the recommendations and activity requirements outlined in Sections 3 and 4 of the report.

·         Place – Thriving Communities

·         Children’s health – Start Well – Pilot in two clusters.

·         Mental health – Provision and Wellbeing – Pilot in two clusters.

·         Integrated Community Services – People to access services closer to their home.

Assurance and updates would be provided to the Commissioning Partnership Board to assure that investment continued to support care pathway development in Oldham for prevention, community resilience and care closer to home.

Assessment had taken place with regards to Oldham’s readiness to implement its investment proposals. This would be provided on a quarterly basis to the Board.

In relation to Integrated Community Services there was agreement on the model presented to the Health and Wellbeing Board held on 26^th June 2018, however for the delivery of this model there was not yet consensus ore the ability to manage within the financial envelope and 3 interconnected work streams would be brought together. It was recommended that a cluster implementation board be established and Chaired by Dr John Patterson, Chief Clinical Officer.

Options/alternatives considered

Option 1 – To agree the recommendations as detailed within the report.

Option 2 – Not to agree the recommendations within the report. This would put the transformation funding set aside for the Oldham locality plan at risk and delay decision making.

RESOLVED – That:

1.    The transformation proposals continue to support the delivery of the Oldham Vision and Outcomes Framework for the people of Oldham.

2.    The transformation proposals enable a sustainable Health and Social Care system closer to home and reduce the reliance on acute hospital services and deliver Oldham Care’s commitment to create a health and social care system which is focused upon prevention and early intervention in our “Thriving” Communities.

3.    A robust governance process for the allocation of transformation funding and the development of the plans had been followed.

4.    Any proposals must demonstrate a sufficient evidence base to the Commissioning Partnership Board to commence implementation into an operational context.

5.    Any Enabler funding requested from the GM Transformation Fund would be pooled across Oldham Cares, to ensure coordination and best value from this budget. The budget would be managed collectively by the Oldham Cares Alliance Leadership Team with regular financial monitoring reports submitted to the Commissioning Partnership Board.

6.    The risks highlighted in this report had sufficient mitigating actions to reduce their likelihood, including ensuring adherence across the system to implementing gateway review points, the evaluation of pilots and a robust change management methodology.  Oldham had also ring-fenced £50k per year for three years to the GM evaluation of the transformation programmes.

7.    The release of funds by Oldham Cares (CCG fund holder) would be subject to;

a)    Confirmation that proposed service changes would deliver sufficient savings both to contribute to the financial sustainability challenge and cover the incremental costs of the new service; and

b)   A quarterly review process, assuring the Commissioning Partnership Board that adequate progress was being made.

c)    An equality impact assessment being produced for each proposal.

8.    A further recommendation would be considered at Item 12 of the agenda in relation to commercially sensitive information.

9.    An update against progress report be submitted to the Board in September