Agenda item

Presentation only.

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:

• Chief Clinical Officer identified, agreed and appointed
• Commissioning team brought together for adult services
• Strategic Director of Commissioning - jointly appointed (in post now for 8 months)
• Commissioning Partnership Board (CPB) - terms of reference, membership and agenda agreed
• CPB now operating: it had now met 11 times and everybody was still here
• Councillors and GPs sat round same table engaged in meaningful discussion about health and care service planning
• Transformation programme in place and agreed by CPB

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:

1. Focused on improved outcomes for the people of Oldham
2. A consistent commissioning approach to planning, designing and evaluating services
3. The right people involved at the right stage of commissioning
4. Open-minded about how best to achieve outcomes
5. High-quality, robust evidence informing our decisions
6. Hold all services to account for the delivery of Oldham’s strategic outcomes
7. People at the heart of our commissioning approach
8. A commitment to building capacity
9. We will maximise social value
10. Our supply chains will be sustainable and effective

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.