Deputy Mayor and Executive Member for Finance and Governance Minutes

Deputy Mayor and Executive Member for Finance and Governance Minutes

Date:
Wednesday 17 December 2014
Time:
11:30 a.m.
Place:
Mandela Room, Town Hall, Middlesbrough
 

Attendance Details

Present:
Councillor D Budd
Invitees:
Councillor J Rostron
Officers:
Nigel Sayer and Susie Blood
Item Number Item/Resolution
PUBLIC
14/5 REVIEW OF THE OLDER PERSONS’ PARTNERSHIP BOARD

The Executive Director of Wellbeing Care and Learning submitted a report to approve the alternative working arrangements of the Older Persons’ Partnership Board.

 

The report outlined that the Council was going through significant change both in response to the Government’s austerity measures and the need to modernise the Council in the way in which it delivers its services.

 

With the increasing elderly population, the Council is faced with an increasing demand on its services.

 

Older People’s views are therefore a fundamental part to delivering Council Services and with this in mind, the Chair of the Partnership Board asked officers to look at the Board’s existing arrangements and, in the light of these challenges, assess whether a new approach was now required.

 

 Emerging issues and partnerships (see below), such as, the Health and Wellbeing Board and the Ageing Better Partnership are key drivers to change and present a real opportunity for better partnership working.

 

 In dealing with unprecedented spending cuts, the Council is also undergoing, through its Change Programme, changes to the way in which it operates. Whilst reviewing the existing working arrangements of the Older Persons’ Partnership Board is not part of the Change Programme agenda, it is reflective of that new approach.
 

The report outlined that the Partnership Board was established in 2004 with the main aim of providing a focus for meeting the social, health and cultural needs of older people in Middlesbrough.

 

The Partnership is an advisory body to the Executive and whilst it has no formal Executive decision making powers, its main functions are to:

 

  • provide, in partnership with key stakeholders, a focus for meeting the social, health and cultural needs of older people;
  •  recommend changes to policy and practice and inform service development;
  • continue the modernisation and development of services;
  •  ensure that information about the responsibilities associated with the older persons’ agenda is disseminated;
  •  be responsible for a collaborative work programme linked to targets leading to demonstrable improvements; and
  •  engage older and young people in intergenerational matters and concerns.

 

The membership of the Board consists of Councillors and representatives from the following organisations:

  • Age UK Teesside;
  •  Department for Work and Pensions;
  •  Independent Living for Older People/ WRVS - North East Region;
  •  Middlesbrough Senior Citizens’ Forum;
  •  Redcar and Cleveland Primary Care Trust;
  •  Shopmobility; and 
  • South Tees Hospital NHS Foundation Trust

 Following its establishment, a key element of the work undertaken by the Board was the development of the Older Persons’ Strategy which covers a ten-year period stretching from 2007 to 2017.

 

In 2011, the Executive Office Manager reviewed the Older Perspns' Partnership Board arrangements, instigated in part by the fact that although the Partnership was a sub-body of the Council’s Executive, the Partnership seemed to have no formal reporting relationship with the Executive and any other bodies. Some of the findigs of the report concluded that generally attendance was poor, there were few written reports and mostly verbal and there was little input from partners and roles were unclear.

 

Following on from the review a number of recommendations were introduced, fiurther details of which were outlined in the report.

 

The report outlined that the Partnership Board has been working under the revised arrangements for nearly three years. However since that review some concerns have been expressed that the Board was no longer operating the way in which it had been envisaged.

 

This, in conjunction with other emerging issues and current challenges facing the Council, lead the Chair to conclude that a further review was required.
 

The review looked at three areas:

  1. Impact of Board
  2. Attendance and Engagement
  3. Capacity

The report also outlined that in addition to the Council’s response to current challenges, there are also two key emerging drivers for change: the Ageing Better Partnership and the Health and Wellbeing Board. Details of these were highlighted in the report.

 

 

The  evidence obtained following the implementation of revised arrangements showed that a wider engagement with partners had not improved and that the Board was not having a meaningful impact on the older persons’ agenda. This, coupled with a reduction in available capacity to support the Board and the challenges facing the Council through the Change Programme, means that a new way forward was required.

 

 It was therefore proposed that the Older Persons’ Partnership Board discontinue and the following alternative arrangements be put in place, details of which were outlined in the report:

 

  • Older Persons’ Strategy Forum
  • Champion for Older People
  •  Senior Citizens’ Forum
  •  Health and Wellbeing Board
  •  Ageing Better Partnership

The alternative arrangements were considered and discussed at the meeting of the Older person’s Partnership Board on 3 December 2014.  The Board on consideration of the report supported the recommendations.
 

 

ORDERED

 

That the Executive approve that the Older Persons’ Partnership Board discontinue and the alternative arrangements as set out in paragraphs 36 to 38 of the report be implemented including the action detailed at paragraph 41.

 

REASON

 

The decision was supported by the following reason:

 

The changes are proposed due to the challenges facing the Council and the opportunities to address issues relating to older people through other means.

The decision(s) will come into force after five working days following the day the decision(s) was published unless the decision becomes subject to the call in procedures.
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