Agenda item

The Board gave consideration to an update on Oldham Cares which had come into being on 1^st April 2018.  This included a description of the aims of Oldham Cares, a summary of the change programme and the utilisation of the £21.3 million transformation fund.

Oldham Cares brought together services from across the local authority, health partners and voluntary organisations into a single system to share knowledge, resources and skills to deliver a better health and social care experience to residents.  A new health and social care commissioning function had brought staff together from Adult Social Care, MioCare and Pennine Care NHS Foundation Trust to work as one team.  At neighbourhood level, teams which included Primary Care would work together in geographical clusters servicing populations of 50,000.  There were five clusters and there was a plan to include elected members in these leadership teams.

The following was also highlighted to the Board:

·         Newly established Alliance Board;

·         Outcomes Framework which had been agreed by the Health and Wellbeing Board

·         Greater Manchester Transformation Fund monies which supported Oldham Cares ambitions.

An Investment Review and Assurance Process had been in place since November 2017 which enabled robust and fully costed transformation proposals to be developed.  Thriving Communities Business Case was also highlighted whereby the enabler funding had been pooled to ensure co-ordination and best value from the transformation fund.  The Start Well – Avoidable Admissions programme proposal was also highlighted in the report which aimed to work with partners to support Oldham’s parents and carers so the wellbeing and chances for children and young people were enhanced. Mental Health had developed two options with funding allocated at the pilot stage to ensure an evidence base as previously issues had been highlighted related to sustainability.

Members referred to the integrated community care and the analysis under point 2.5. Health and social care clusters was a most radical change. Clusters were piloting elements which could be brought forward to ease pressures especially in winter. The five clusters had different populations. New ways of working were being tried in the different areas. This was linked to “Thriving Communities”. The integration of the adult and social care teams was highlighted which was a real practical change.

Members commented that the Sure Start centres were not listed. Members were informed that the Sure Start Centres were central to what was being done. Members also commented that linking St. James with Saddleworth had caused confusion to some residents. Members commented on work that could be done at district level. Members were informed of events for Councillors with GPs and other professional staff.

Members commented on the views of GPs towards elected Members on nonmedical issues and services being developed in a way to work differently.

Members commented on the difficulty in understanding the changes which had evolved quickly. If Members were confused, the wider community would also be confused. A discussion was needed on simplifying the message for Councillors and communities.

Members commented on receiving a presentation at a district meeting on “Thriving Communities” and asked for the Strategic Director of Reform to be invited to the Overview and Scrutiny Board for a discussion.

It was agreed for the Chair to meet with the Oldham Cares Alliance Director to address the issues raised and update the Board as part of the work programme.

RESOLVED that:

1.    The update on Oldham Cares and the information provided at the meeting be noted.

2.    The Strategic Director of Reform be invited to a future meeting to present “Thriving Communities”.

3.    The Chair meet with the Oldham Cares Alliance Director to discuss a way forward and report back to the Overview and Scrutiny Board.