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The Commissioning Partnership Board gave consideration to a report of the Alliance Director, Associate Director of Oldham Cares Programmes and the Programme Manager- Enabler Services which sought to provide the Board with assurances and an update on progress against the implementation of transformation proposals for health and social care funded through the Greater Manchester Transformation Fund (£21.3m of funds overall).

The report also sought approval for the allocation of up to £1.1 million for spend on proposals relating to pilots in services for Integrated Community Care during 2018/19 to the Oldham Health and Social Care Joint Leadership Team.

Following the Commissioning Partnership Board held in June 2018, further work had been undertaken on the Integrated Community Care proposals, Community Enablement short term proposals, Frailty Pathway design and Primary Care Led Urgent Treatment Services.

The Board were advised that the revised investment proposals relating to Integrated Care demonstrated a sufficient evidence base for the Board to allocate the GM Transformational Funding to the Joint Leadership Team.

The Joint Leadership Team would consider further the financial sustainability plans for the proposals before commencement into pilot implementation.

1.    Primary Care Led Urgent Treatment Service at the Royal Oldham Hospital - A pilot had been running for this service since 16/17 and would run until March 2019 when it would be evaluated and recommendations would be submitted to the Commissioning Partnership Board.

2.    Frailty – The development of a frail elderly pathway was a priority recommendation from Oldham’s Urgent Care Strategy and the proposal was to scope frailty with a view to producing a business case/implementation plan by March 2020. An Equalities Impact Assessment had been undertaken with no recommendations to implement.

3.    Community Enablement - The decision required from the Board was to agree proposals which could be funded in the short term with a view to demonstrating longer term benefit to the system and a sustainable financial plan. The proposal was to deliver an enhanced community health and social care response service operating seven days a week consisting of:

4.    An integrated Community Response Service – To provide people with complex health and social care issues at risk of hospital admission, with an alternative which included:

·         In partnership with NWAS an Urgent Response Service that would intercept Grade 3 (urgent) and Grade 4 (less urgent) calls to prevent A&E attendance and admission.

·         Establish a home based IV Fluids Service to deliver fluids to people in the community rather than at hospital.

·         Introduce seven day working for social workers located alongside the Integrated Home Response Service.

5.    Pilot a Musculoskeletal Physio First Contact Project that would utilise

Musculoskeletal physiotherapist as first contact rather than a GP appointment, this would be initially piloted in one of the five clusters.

6.    Establish a Multi-Disciplinary Team Co-ordination across the five clusters to ensure the involvement of primary care, community health and social care and introduce community equipment practise to support people to remain at home.

The Board discussed the proposals, made observations and asked that the key tests for the proposals would be the following:

·         Outcomes

·         Consultant costs/Management costs

·         Localised postcode lottery 

·         Achieving consistency across the Borough/Clusters 

·         Return on Investment

·         A unified approach based on need

Members were assured that the risks highlighted had sufficient mitigating actions to reduce the likelihood including ensuring adherence across the system, implementing gateway review points, the evaluation of pilots and robust change management methodology.

Each scheme had an investment case and metrics to measure performance against. Further information would be submitted to the Board scheme by scheme with planning assumptions and outcomes.

Members were further assured that no consultants would be funded from the allocation of £1.1m and that once the pilots/proposals were underway and the approach/system wasn’t working it would be stopped and Members of the Board would be updated via the relevant organisational

Options/Alternatives considered

Option 1 – Agree the recommendations 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 and winter resilience at risk as it would delay decision making and therefore funding would likely be re-assigned to another GM Locality Programme.

RESOLVED – That the Commissioning Partnership Board would consider the commercially sensitive information at Item 9 before making a decision.

The Panel gave consideration to a report which proposed to introduce yellow lines along part of Sandy Lane, Dobcross.

A complaint was received from a resident of Dobcross regarding difficulties being experienced gaining access to the passage adjacent to number 4 Sandy Lane, which gives access to residential properties and off street parking.

The proposal had been approved under delegated powers on 30^th November 2017 and subsequently advertised. Two letters of objection had been received.

Options considered

Option 1: to approve the recommendation.

Option 2: not to approve the recommendation.

RESOLVED that, notwithstanding the objections received, the yellow lines be introduced as originally proposed and in accordance with the schedule contained in the original report.

The Cabinet gave consideration to a report of the Director of Finance, which sought to provide the Cabinet with an update on the Council’s 2018/19 forecast revenue budget position at Annex 1 and the financial position of the Capital Programme as at 30^th June 2018 (Quarter 1) together with the revised capital programme 2018/22 as outlined in section 2 of the report at Annex 2.

Revenue Position

The current forecast outturn position for 2018/19 was a projected favourable variance of £0.100m after allowing for approved and pending transfers to and from reserves.

The most significant area of concern was the People and Place Portfolio, due to the transfer of Children’s Social Care into this area. The major issues driving the projections within the portfolio area were detailed within Annex 1 paragraphs 2.10.11 to 2.10.17.

Action was being taken and would continue for the remainder of the financial year to address variances and mitigation as detailed within the report.

The overall corporate position was being managed by offsettingfavourable variances, notably from capital, treasury and corporate account budgets and the availability of additional treasury management income and unringfenced grants not allocated to service budgets.

The Quarter 1 position of the Dedicated School Grant and Housing Revenue Account and Collection Fund were also outlined in the report, with no significant issues of concern, however the DSG continued to be an area facing significant financial challenge. 

Capital Position

The most up to date capital spending proposals for 2018/22 were provided to Members. The Capital programme budget was £60.022m at the close of quarter 1, a net decrease of £29.636m from the original budget of £89.658m. Actual expenditure to 30 June 2018 was £4.200m (7.00% of forecast outturn).

It was reported that at this stage in the financial year, the forecast position would continue to change with additional re-profiling into future years.

Options/Alternatives considered

Option 1 – To approve the forecast revenue and capital positions presented in the report including proposed changes.

Option 2 – To approve some of the forecasts and changes detailed within the report.

Option 3 – Not to approve any of the forecasts and changes detailed within the report.

RESOLVED – That:

1. The forecast revenue outturn for 2018/22 at Quarter 1 being a £0.100m under spend be approved.
2. The forecast positions for both the Housing Revenue Account and Collection Fund as detailed within the report be approved.
3. The use of reserves as detailed in Appendix 1 to Annexe 1 of the report be approved.
4. The revised capital programme for 2018/22 as at Quarter 1 be approved.

The Cabinet gave consideration to a report of the Interim Director of Economy and Skills, which provided the Cabinet with details of the progress of the refurbishment of Royton Town Hall and Library buildings.

The report presented a summary of the detailed wok carried out to date in bringing forward the project including:

·       Assumed costs

·       Additional surveys

·       Desktop work to confirm the foundation of the design

An exhaustive value engineering exercise had been undertaken to drive down costs as much as possible without compromising the integrity of the project.

Options/Alternatives considered

Option 1 – Do nothing.

Option 2 – Joint Venture/Private Partner

Option 3 – Increase prudential borrowing

Option 4 – De-prioritise other capital projects or allocate currently uncommitted resources.

Members welcomed the proposals stating that the refurbishment would preserve the historical Town Hall building allowing relocation of the library to the main building and create greater accessibility for members of the public.

RESOLVED – That the Cabinet would consider the commercially sensitive information contained at Item 10 of the agenda.