Subject:

Health and Adult Social Care Commissioning Strategy

 

Date of Meeting:

11 January 2022

 

Report of:

Rob Persey, Executive Director Health and Adult Social Care

Contact Officer:

Name:

Andy Witham

 

 

 

Email:

andy.witham@brighton-hove.gov.uk and

Ward(s) affected:

All

 

FOR GENERAL RELEASE

 

1.         PURPOSE OF REPORT AND POLICY CONTEXT

 

1.1      This draft Health and Adult Social Care Commissioning Strategy was initially presented to the Health and Wellbeing Board in July 2020 outlining the Council’s strategic approach to the commissioning of Health and Adult Social Care services in Brighton and Hove working closely with the NHS in the development of this strategy and the services detailed.  This will be further embedded in the review and refresh of the strategy given the changes detailed in this report.

 

1.2      The impact of the past 2 years dealing with the Covid-19 pandemic has both delayed the finalisation of this strategy but has also changed the commissioning landscape for future health and social care commissioning in the city. This paper sets out the approach to reviewing and finalising this strategy document.

 

 

2.         RECOMMENDATIONS:    

2.1         That the Sub-Committee notes this draft Commissioning Strategy and the principles the Council currently applies in the commissioning, delivery and monitoring of Adult Social Care and Public Health Services.

 

2.2         That the Sub-Committee notes intended direction of travel with regards to the refresh of the Adult Social Care Market Position Statement and Commissioning Strategy.

2.3         That the committee notes the Commissioning Forward Plan at Appendix 2.

 

3.            CONTEXT/ BACKGROUND INFORMATION

3.1         The impact of the past 2 years dealing with the Covid-19 pandemic has both delayed the finalisation of this strategy but has also changed the commissioning landscape for future health and social care commissioning in the city. 

 

3.2         Over the past year we have seen a dramatic increase in the number of people wanting to be supported at home with a huge rise in demand for domiciliary care services.  We are seeing less referrals for care homes which is in part due to the impact of the pandemic on that part of the sector.  It is to early to tell the longer term impact of this at this stage but this will need to be considered in our strategy and commissioning approach.

3.3         We also need to collate system experiences over the last 2 years as there has been a great deal of innovation in the delivery of services including the role of the voluntary and Community Sector and the strength of community engagement.   It will be important factor these into this review and look at new opportunities to commission health and social care services differently looking forward.

3.4         Developing the workforce has always been a priority for Social Care but over the last year we have begun to feel significant pressures in this area with services struggling to both recruit and retain staff. This can lead to issues around service delivery and alongside the Workforce Strategy that is being developed it will be important to consider this in our commissioning response and approach.

3.5      There are a number of additional factors that also now need to be considered in the review of the Commissioning Strategy including the formation of Integrated Care Systems from April 2022, the recently published White Paper on Adult Social Care Reforms and the due to be published White Paper on Integration.  These will all need to be considered in a review of the strategy.     

 

3.6      While at this time the current draft strategy is presented to the Adult Social Care and Public Health Sub-Committee for noting and assurance it is important to recognise that commissioning activity will need to continue with a number of significant pieces of work taking place over the next 18-24 months.  These are included in the commissioning forward plan attached at Appendix 1.  These will be delivered in line with the with the values contained in the draft strategy and as set out below.

 

· Partnership and Collaboration - our approach to commissioning will encourage and support individuals, communities and organisations across the city to work together optimising our individual and combined strengths.

· Prevention and Empowerment - we will actively commission services that empower people to take responsibility for their health and wellbeing where they can and enable communities to develop networks and local solutions.

· Person Centred and Outcome Focused - Personalisation is enshrined in law which means that social care customers are entitled to choice and control over their support services. We will commission care based on the needs of the person rather than the needs of the service and move towards these being delivered against a set of agreed outcomes.

· Co-Production - We recognise the transformational value of this approach built on the principle that those who use a service are best placed to help design it. We will develop relationships where we work more closely with service users, their families and carers to plan and deliver support together.

· Value for Money - We will seek to optimise value for money through all the services we commission with respect to the most advantageous combination of cost, quality and sustainability to meet service user requirements including on a case by case basis giving consideration to bids to deliver services inhouse.

·       Value the Care Workforce – our commissioning activity will value the workforce working in social care and health settings regardless of whether this workforce is in the public or private sector. We will ensure care workers are valued for their vital contribution in terms of their pay and conditions and identifying supportive career development opportunities.

3.7                  Alongside the review and refresh of the commissioning strategy an updated Adult Social Care Market Position statement will also be required which will help inform and shape the care market to align with our priorities and how we will work together to ensure that right services are in place to support our population. The expectation is to bring an updated Commissioning Strategy and market position statement to the Adult Social Care and Public Health Sub-Committee in Summer/Autumn 22. 

 

4             ANALYSIS & CONSIDERATION OF ANY ALTERNATIVE OPTIONS

N/A

 

5             COMMUNITY ENGAGEMENT & CONSULTATION

Engagement and consultation are critical in our commissioning approach and is a key element in the commissioning cycle with engagement/consultation being carried out in every commissioning process.

 

6.         CONCLUSION

 

6.1.1    The Sub-Committee is requested to note the draft Commissioning Strategy, note the intended direction of travel with regards to the refresh of the Adult Social Care Market Position Statement and Commissioning Strategy and note the Commissioning Forward Plan at Appendix 1. Officers intend to bring an updated Commissioning Strategy and Market Position Statement to the Adult Social Care and Public Health Sub-Committee in Summer/Autumn 22. 

 

 

7.         FINANCIAL & OTHER IMPLICATIONS:

 

Financial Implications:

 

This report details the Adult Social Care Commissioning Strategy. The Commissioning Strategy will form an integral part of the short and medium term financial strategy for Adult Social Care.

 

The Council and its partners are facing significant budget challenges alongside a rise in demand for services and all are likely to have to seek efficiencies across the life of this strategy. The Council will need to commission and re-design services jointly with other agencies in the most efficient and streamlined way to ensure that this strategy can be delivered from within available resources.

 

 

            Finance Officer Consulted:     Sophie Warburton                        Date: 10/12/2021

 

 

Legal Implications:

                                                                   

            The Council must comply with the Public Contracts Regulations 2015 when commissioning, procuring and awarding service contracts above the relevant financial threshold. The Council’s proposed draft strategy for the commissioning of health and adult social care services is to be noted by the Adult Social Care and Public Health Sub-Committee to enable the Sub-Committee to provide City-wide strategic leadership to health and adult social care commissioning. This is a delegated function of the Sub-Committee.

            Lawyer Consulted:    Sara Zadeh                                                 Date: 16/12/2021

 

            Equalities Implications:

Equality Impact assessments are always completed and reviewed when commissioning services and are embed in our commissioning approach and processed.  The outcomes of these are factored into the design and deliver of services.

 

 

            Sustainability Implications:

            N/A

 

 

Brexit Implications:

 

Brexit has had a further impact on workforce pressures across Social Care and as such this will need to be considered in the review of the strategy

 

 

Any Other Significant Implications:

N/A

 

            Crime & Disorder Implications:

 

            N/A

 

           

             Documents/Attachments

 

            Appendix 1 – Draft Commissioning Strategy

            Appendix 2 – Commissioning/Procurement Forward Plan