Agenda item

The Board was reminded that place-based integration was about teams of public services, working in an integrated way, out in communities to better meet the needs of people and those communities. The Board was presented, in the form of a presentation, an update on place-based integration, with a focus on the response to Covid-19.

The Head of Reform advised that in March 2020 the Council had been given a statutory duty to coordinate food, self-care, medical supplies and other forms of necessary assistance to vulnerable groups in response to Covid-19. A Community Bronze Group, established with joint leads from the Council and Action Together, mobilised five Hubs to coordinate food, medicines, mutual aid, volunteering and community intelligence and establish an Emergency Helpline to act as a front door and triage.  Behind this was a comprehensive food distribution network led by Oldham Food Bank and Action Together with support wrapped around from the Council and Oldham Community Leisure. The centres were also heavily supported by a volunteer offer.

The Bronze group had quickly recognised a need to go beyond the statutory duties and by week 3 had started to co-ordinate referrals for vulnerable groups from the Helpline and the Hubs to ensure wider needs were being met.  The Board was advised of structures established by week 3-4, with a wide range of voluntary, community and faith based groups and public services all connected, including identified referral pathways to relevant supporting bodies and agencies across sectors.  Updating for the period from week 3 to the end of May 2020, there had been increases in poverty related referrals and in repeat demand; the identification of the need for support of families with children; identifying instances of social isolation; identification of more complex cases needing ongoing support; a reduction in referrals for mutual aid and support; and more access to information to inform decision making.  Calls to the Helpline had dropped, but the complexity of need and repeat calls were increasing; impacts appeared economic, rather than health, related; and demand for early help and mental health services were increasing.

The ongoing experiences arising from the Covid-19 event had provided key learning in several areas related to the place based integration approach.  The importance of this learning in areas such as the need to support the sustainability of the voluntary, community and faith sector, the need to develop a better public/private sector partnership, and the need to ensure the retention of mutual aid infrastructure was considered within the presentation.

The Portfolio Holder for HR and Corporate Reform acknowledged that work undertaken by Officers and partners over the past three months had been impressive, the five geographical areas having performed better than might have been expected and representing a true Team Oldham approach.  Going forward there was a wish to return to ‘normal’ working and Councillors to pick up casework.  In this regard there was a need for a conversation around District Teams and, with unemployment likely to rise, the actions that might be taken locally.  In response to a query as to whether this meant that staff would return to their original teams, the Strategic Director advised there was a need to use current learning to inform future arrangements. A Member noted that staff in the District Teams had changed their hours to respond to the Covid event, and the date for any return to offices was queried.  The Strategic Director advised that Public Health England advice was being followed; this currently suggested January 2021 but the guidance did change over time.

A Member commented that some people had considered that some information had been sent out too late, the Strategic Director advising that on occasion the Hubs had been overtaken by events.  The increased demand arising for mental health services was noted, comment being made that young people’s services had been stretched before Covid.  The Portfolio Holder acknowledged that the service needed to respond to the issues now arising.  A query was made as to whether calls to the Helpline had indicated whether particular communities needed support. The Board was advised that a database had been developed to identify where calls had come from and the types of support being sought.   

With regard to the voluntary, community and faith sector, a Member noted that Covid-related funding streams were open but queried when other funding streams might be re-opened.  The Strategic Director advised that the Council had sought contact with bodies with whom there was a contractual arrangement, looking to ensure minimal impact; that where grants were Covid-related there could be flexibilities to explore; and acknowledged that national funding streams were difficult to predict.  Members were invited to forward any particular individual issues in this regard.

The Chair referred to a Board Task and Finish Group that had been considering place-based integration to the point of design, but which had not progressed since January 2020 due to Covid: it was acknowledged that the model might look different now.  The Portfolio Holder for HR and Corporate Reform suggested that some time should be taken to gather information and consider future direction, and that Member input should follow this consideration.  The Chair however suggested a number of issues to resolve, including how place-based integration was to work, proposed staffing structures and the role of Co-ordinators that might be considered by Members.

RESOLVED that -

1.            the update provided on Place Based Integration be noted;

2.            the Board Task and Finish Group considering Place Based Integration be taken forward.