Presentation only.
Minutes:
The Commissioning Partnership Board received a presentation which reviewed the Board’s achievements over the last twelve months and proposed ways forward for the next year.
The Board were reminded that the Greater Manchester model anticipated synergies to materialise from:
A. Economies of scale from pooling expertise and eliminating duplicative functions; reducing unit costs by removing duplication and broadening the portfolio of commissioning responsibilities.
B. Synergies from shared infrastructure(e.g. estates, IT)
C. Synergies from adopting best practice processes, pooling of skills or favourable terms and conditions across organisations
Oldham had not been working in this way 18 months ago and significant progress had been made. The Board noted the key highlights and achievements made in the last year, which included:
The Board noted the achievements of each of the meetings. Challenges had been overcome and the Board had tackled big issues. Major contracts were being awarded. The Board also noted the achievements through the Transformation Fund.
The Board gave consideration to the proposed key areas of development for the next year. The key focus would be on integrating commissioning by developing a new integrated care system, featuring an integrated care partnership, which would involve bringing the commissioning resources together into an integrated function and integrating the delivery function, such that both could work seamlessly as a single connected system. The ultimate aim was to move beyond excellent service commissioning to Commissioning for Outcomes and Communities of Identity, with a focus on social value.
There would also be a focus on the actual commissioning of services. An annual business cycle would be developed that divided the planning year into two phases – a ‘deliberative phase’ and a ‘contracting phase’. This would link with other work to ensure contracting positions were developed much earlier in the year, enabling more clinical engagement with both commissioners and providers and more time to establish new requirements e.g. for quality indicators. The work would be guided by Oldham’s Integrated commissioning framework requiring that the following ten core principles were embedded in everything done when operating as an integrated commissioning function:
The Board noted the proposed new governance and commissioning models, and the timetable for the transition of contract into the new delivery vehicle, the Oldham Provider Alliance.