Agenda item

Report of the Interim Director for Adult Social Care, the Head of Commissioning and the Head of Contracting and Procurement.

Lisa Lopez, Commissioning Manager, presented the report on a proposed new service model for Independent Living Support Services, which support citizens to live independently, and/or prevent the need for more intensive support.

RESOLVED to

(1)  approve the expenditure of £5,988,073 over the entirety of the contract terms for the provision of the Adult Social Care Independent Living Support Services (ILSS) detailed in appendix 1 of the report;

(2)  approve the procurement of the Adult Social Care ILSS detailed in appendix 1 of the report through an appropriate procurement process, and to award the contract(s) for the services based on the outcomes of the procurement process. The approved contract(s) would commence on 1 July 2019, for a three year period with an option to extend on a two-yearly basis for a further four years (i.e. 3+2+2), to a maximum of 7 years in total;

(3)  delegate authority to the Provider Performance and Development Manager to sign the final contract(s) to provider that is deemed most suitable to provide these services;

(4)  delegate authority to the Provider Performance and Development Manager to sign the final contract(s) and agree annual extensions on the basis of performance and budget availability.

Reasons for decision

(1)  To provide Adult Social Care Independent Living Support Services, which support vulnerable citizens to maintain accommodation, avoid eviction/homelessness, maximise income, reduce/avoid debt, manage physical and mental health, and access appropriate services. The ILSS support citizens towards greater independence, minimise risks/vulnerabilities. The contracts for three of the existing ILSS end on 30th June 2019. Therefore new services would need to be in place to commence 1st July 2019 in order to provide continuous support.

(2)  To simplify access to the ILSS for both citizens and professionals. The proposed new service model includes a single referral point with a ‘triage’ function, to ensure citizens are referred to appropriate support. This could include signposting to support from voluntary and community organisations, instead of, or as well as the ILSS, maximising the value of the services. Services will be easier to access, as citizens and professionals will be more aware of services and refer/self-refer into appropriate services when required. The ‘triage’ function will also link to community and voluntary sector services, and to Ask LIoN, to enable citizens to access other services and support available in the community without utilising commissioned services.

(3)  To ensure services are best placed to support the functions of Housing and Adult Social Care. The ILSS offer support for citizens who are not eligible for Adult Social Care support, as well as providing additional specific support for those who are. The services help to prevent escalation of need, in terms of both statutory homelessness provision and Adult Social Care. The new proposed service model has been developed in line with feedback from Housing and Adult Social Care, as well as citizens and service providers. The services align to the Adult Social Care teams, and avoid gaps in provision, particularly for vulnerable citizens aged under sixty years old.

(4)  To improve efficiency and value for money in the services we commission. The proposed new service model reduces the number of separate services, reducing management costs and avoiding unnecessary duplication, whilst retaining specialisms in the services. The proposed new service model offers savings of £95,049 per year against the 2018/19 contract values.

Other options considered

Make no changes to the services - re-commission the services at 2018/19 costs. The current services are highly regarded, but there are some gaps in eligibility (for example vulnerable citizens in their 50s who require support), and duplication of management costs. The proposed new service model reduces the number of separate services, reducing management costs and avoiding unnecessary duplication, whilst retaining specialisms in the services. The proposed new service model offers savings of £95,049 against the 2018/19 contract values. If we re-commission the services with the 2018/19 service model and costs there will continue to be gaps in service eligibility and the saving will not be realised. Therefore this option has been rejected.

Commission a single Adult Social Care ILSS. The current services have specialisms such as supporting adults with learning disabilities. This cohort can require a different approach and skill set, particularly when supporting citizens with behaviour that challenges. Removing specialised support from this cohort is likely to result in citizens with learning disabilities and behaviour that challenges being excluded from services due to their behaviour. The citizen is then likely to develop more intensive social care and/or housing support needs, and may also come into contact with the criminal justice system. Therefore this option has been rejected.

Do nothing - allow contracts to end and not re-commission services. The current Adult Social Care ILSS are valued by both Housing and Adult Social Care colleagues for their preventative function for keeping citizens away from more intensive support. De-commissioning the Adult Social Care ILSS is likely to result in increased numbers of citizens requiring support through Adult Social Care and/or Housing Aid, and increasing numbers of citizens that local authorities would have a duty to support due to them being at risk of homelessness. Either of these would lead to significantly poorer outcomes for the citizen, as well as increased costs to the local authority. Therefore this option has been rejected.