Section 75 Agreement Social Care
In another northern town, Barnsley, the City Council and the Health Authority are pooling their budgets and have restructured their services to seniors into an integrated level of commissioning and an integrated provider level. The Council plays a leading role in the commissioning of services and the Public Health Authority is leading the way. The region has received excellent inspection reports for their services, including a decrease in the ratio of seniors permanently admitted to foster care or care facilities. On a practical level, the directors and directors of the city council are directly responsible for the initiation and development of partnership agreements. This requires an often lengthy process of local negotiations, which results in a new legally binding partnership framework agreement. Agreements can also be complex and require careful consideration to clarify the framework of accountability and the governance framework. Flexibility in all health and social budgets can make it possible to use resources where they are most needed. For example, health money could be used for preventive community services. The legal flexibility required to pool budgets provides local health and social service organizations with a clear way to create integrated services. The legislation is multi-faceted and allows local authorities to put in place new governance and procurement systems tailored to the capacity of local partners and the needs of their populations. Local knowledge indicates that integrated management structures and services have several positive outcomes for users and can achieve efficiencies by avoiding duplication. The legislation was developed at the national level and is linked to the previous Health Act 1999.
Joint work and the application of legal flexibilities, such as the Section 75 Partnership Agreement, have been promoted by national political agendas such as world-class commissioning, “Strong and Prosperous Communities” (2006), “Our Health, Our Care, Our Right to Look” (2006), “Putting People First” (2007) and “Transforming Community Services” (2009). Integrated care structures have contributed to the evaluation of world-class commissioning (partnership is a key skill) that provides greater incentives for municipalities to establish common health and social security structures. An obvious gap that is being filled by the work supported by Section 75 partnerships is the gap in the path of patient care. Integrated structures are designed to reduce transition problems between service providers, for example. B child care. One of the weaknesses of the current regulations is the tedious nature of the implementation of a Section 75 partnership agreement. Leaders point out that red tape can be demanding and that strong and engaged leadership is needed to manage communities through such restructuring processes. It is widely accepted that the creation of a partnership agreement and the implementation of organizational changes are a complex and labour-intensive task, often leading to initial tensions in organizational cultures, while roles and responsibilities are redefined. However, demonstrating the efficiencies achieved through the establishment of uniform structures encourages a commitment to pooling budgets and establishing common structures.
An example of efficiency gains created by common structures is in the City of Liverpool, where a single commissioning unit has been created through a Section 75 partnership agreement. The savings in the back office are estimated at around 1.5 million euros per year. These savings are the result of common systems and overheads used by the integrated unit team.