Venue: Crompton Suite, Civic Centre, Oldham, West Street, Oldham, OL1 1NL. View directions
Election of Chair
The Panel is asked to elect a Chair for the duration of the meeting.
RESOLVED – That Majid Hussain be elected Chair for the duration of the meeting.
Apologies For Absence
Apologies for absence were received from Dr Ian Milnes.
Urgent business, if any, introduced by the Chair
There were no items of urgent business received.
Declarations of Interest
To Receive Declarations of Interest in any Contract or matter to be discussed at the meeting.
There were no declarations of interest received.
Public Question Time
To receive Questions from the Public, in accordance with the Council’s Constitution.
There were no public questions received.
RESOLVED - That the minutes of the Commissioning Partnership Board held on 26th July 2018 be approved as a correct record.
S.75 agreement to follow.
Consideration was given to a report of the Director of Finance which sought approval of the signing of a S.75 Partnership agreement made under the provisions of Section 75 of the National Health Services Act 2006, to enable a more integrated approach to health and social care using pooled funds and commissioning arrangements under the agreement.
The report provided details of the work undertaken by the Council and CCG working towards an integrated health and social care system for a number of years, previously limited in scope financially to pooling budgets around the better Care Fund (BCF)/Improved Better Care Fund.
It was agreed in the autumn of 2017 to pool commissioning elements of budgets to increase the scope of the integrated delivery of services, to reduce duplication and get the best value for money.
The elements of the budgets which were agreed to be included in the pooled budgets were the commissioning of individual placements for service users, domiciliary care, mental health, learning disability and older people services.
In addition as a Borough had successfully bid for £21.3m Transformation Funding from the Greater Manchester Health and Social Care Partnership, although the funding had been paid directly to the CCG the money related to spend for both the Council and the CCG as a consequence the Transformation Fund was being incorporated into the S.75 Partnership agreement.
In terms of the s.75 Partnership agreement there were two distinct types of pools within this agreement.
1. Pooled budget – Partners pay into the pooled fund and the money would be hosted by one partner and the decision on how to spend would be delegated to that partner. The Community Equipment budget and the Transformation Fund were pooled budgets hosted by the Council and CCG respectively.
2. Pooled aligned budget – Each respective partner kept control of its own contributions and spend. Instead decisions were taken in collaboration with the partner to maximise impact and reduce duplication. Currently the Better Care Fund and improved Better Care Fund budgets were pooled aligned budgets.
The intention was for the commissioning budgets of individual placements for service users, domiciliary care, mental health, learning disability and older people services to be pooled aligned budgets.
A summary and totals of the pooled aligned budget and pooled budget was detailed at schedule 8 of the s.75 agreement and circulated at the meeting.
The Board thanked Oldham Council and CCG Colleagues for all the work undertaken on the agreement and the demonstration of the commitment and integration between the Council and the CCG.
Option 1 – Approve the signing of the S.75 Partnership agreement to enable closer working between Oldham MBC and Oldham CCG.
Option 2 –Continue with the current agreement and update the schedules in line with inflation and budget adjustments. This would enable the continuation of the pooling of the Better Care Fund, improved Better Care Fund and Community Equipment Fund but would not reflect the ambition as a health economy.
Option 3 – Do nothing. This ... view the full minutes text for item 7.
Consideration was given to a report of the Planning and Commissioning Manager, Housing and Care which sought approval to agree the Joint Commissioning Framework for Domiciliary Care from April 2019.
It was reported that the process of integration between health and social care had identified a number of areas which should be jointly commissioned between Oldham CCG and Oldham Council.
The report set out options appraisal for jointly commissioning domiciliary care for the Borough under the S.75 Partnership arrangements.
The outcome of scoping work undertaken to combine both organisations delivery objectives for domiciliary care in Oldham, was an overarching framework for all domiciliary care, incorporating separate lots to include:
· Care at Home
· Extra Care Housing
· Complex Needs (including Learning disability and complex health needs)
· Children’s domiciliary/continuing care provision.
The report set out the various models for organisational delivery.
Lot 1 – Adult Domiciliary Care (standard) delivered at scale
For future delivery of care at home services, a cluster based approach would allow better neighbourhood working and integration with health colleagues.
It was proposed that there would be a lead provider for each cluster to drive innovation and quality. The provider would work effectively with the community based health and social care teams providing a joined up approach and maximising the use of all community assets.
The focus on two providers per cluster, would create a vibrant market with providers having guaranteed levels of hours, to help stabilise the market.
It would support providers to recruit and retain staff who can work locally and have consistent hours.
The providers would work on a rota basis; one week on, one week off.
Have one provider per cluster which would reduce administration, but reduce the capacity in the market and cause more risks around seeking alternatives for individual care packages in the vent of dealing with provider failure.
Continue to commission services as currently however capacity was an issue with many providers and provision could be scattered across the Borough with no clear link to cluster arrangements or local assets.
Lot 2 – Extra Care
It was proposed that under the new service delivery model for extra care housing one lead provider operated Borough wide.
This approach would allow the commissioning of an experiences extra care provider, ensure consistency and retain focus on the development of extra care services.
As extra care is a 24/7 service it requires site management skills and partnership working with the housing provider and contractors. One point of contact for care delivered would recue the time health and social care staff need to spend communication and delivering relationships and services.
The extra care night provision currently operated across different schemes and providers, by including this provision formally within one contract, a reduction could be made in the number of providers delivering different elements of the service, promotion better communication and management.
The risks associated would be associated with provider failure however the extra care provision is usually more stable than the home care ... view the full minutes text for item 8.
Consideration was given to a report of the Strategic Director of Corporate Affairs and Resources, Oldham CCG which sought approval for amendments requested to the Commissioning Partnership Board terms of reference, following a discussion at the Board 28th June 2018.
The report provided details of the requested amendments:
1. Change to section 5, removing the ‘casting vote’ mechanism.
2. Addition to section 2 and minor changes to section 7 and 8, describing the relationship of the Commissioning partnership Board in the context of the Health and Wellbeing Board and its duties.
3. Addition to section 9, describing the values and behaviours of Oldham Cares.
RESOLVED – That the terms of reference be amended to include the following amendments:
1. The removal of the casting vote and to include the requirement for further dialogue to reach a decision through simple majority.
2. To reflect the context of the Health and Wellbeing Board and its duties
3. To reflect the values and behaviours
as detailed within the report.