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ITEM EX16 - ANNEX 2

EXECUTIVE – 16 MARCH 2004

INTEGRATION OF ADULT MENTAL HEALTH SERVICES

Detailed Points Raised in Consultation Responses

  • Broad intentions of joint commissioning with clear commissioning arrangements and identified contacts within the Joint Commissioning Team for areas of work were welcomed

  • Need for housing agenda to have a clear place in the work of Mental Health Partnership Board

  • The ambition of ensuring the funding processes are more transparent and responsive was seen as positive and areas such as funding for specialist community support packages were particularly identified as areas where this was helpful

  • There is a need to ensure that the Mental Health Partnership Board is a body that can influence decision-making

  • Voluntary agencies raised concerns about the exposure to financial risks that come with realising their potential to deliver innovative mental health services - a written ‘joint protocol on risk sharing with the voluntary sector‘ was requested

  • The opportunity should be taken to draft a new form of contract for use by the Joint Commissioning Team with the voluntary agencies

  • Financial planning should be longer term - three year rolling contracts with the voluntary and independent sector should be the norm (as it is now with S&HC) with clear review dates, except where there are agreed short term or pilot projects

  • The commissioning process should recognise the increasing central costs faced by the voluntary sector - historical 2-3% inflation increases do not reflect the increasing cost of providing services and hence represent a reduction in funding and capacity in real terms.

  • The % of mental health funding that currently goes into the Voluntary Sector should be identified and used as a benchmark for future years - there are still concerns that community based preventive work will lose out in a ‘Health Led’ Commissioning system

  • The Joint Commissioning Team should be sufficiently resourced to do the contract monitoring work and maintain close liaison with voluntary sector providers.

  • The new commissioning arrangements should follow identified good practice and in particular the draft ‘Oxfordshire NHS/Voluntary Sector Compact’ and HM Treasury and Department of Health guidance on partnership and funding relationships with the voluntary sector

  • The framework and infrastructure for governance and accountability should include the role of the Oxfordshire Health and Social Care Executive and other commissioning structures to which it must relate, with clarity about what these respective roles are and where decisions are made

  • The relationship between the Joint Commissioning Team and PCT mental health leads must be clarified

  • National proposals around NHS organisations taking on responsibility for client charging which are currently out to consultation should be considered in establishing the new arrangements

  • The work plan for the Joint Commissioning Team should include plans to address the commissioning of services in South Northamptonshire

  • The arrangements for the funding of Continuing Care should be clarified within the Commissioning and Pooled budget

  • The Section 31 Partnership Agreement should list and confirm ongoing commitment to lease and property agreements that are currently in place between Oxfordshire County Council and voluntary sector providers

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