Agenda item

Report ACH19015

During consideration of this item Councillor Robert Mcilveen tendered his apologies and left the meeting.

The Committee considered a report detailing the procurement strategy for the framework contract for multiple Domiciliary Care services and recommending proceeding to procurement for contracts to meet the relevant needs from 28^th August 2021. The framework contract for multiple Domiciliary Care services was due to expire on 27^th August 2021 with no further extension options remaining. The framework contracts had an estimated annual value of £13.4m with estimated cumulative spend over the life of the contracts of approximately £112m. The Gateway report (CS18147), presented to Executive on the 11^th July 2018, recommended a co-designed Domiciliary Care service model which would incorporate opportunities for more efficient and effective services that took account of the current and emerging changes in provider markets, technology, outcome-based services and ‘enabling’ approaches; all of which would support a model that gave more choice and control to service users, their families and their personal support networks.  Members noted that work on co-design of the Domiciliary Care service had taken place. 

The Committee noted that the report had been reissued following publication of the agenda with the re-issued report reflecting revisions to paragraph 6.1.

In response to a question from the Vice-Chairman, the Integrated Strategic Commissioner confirmed that it was not anticipated that there would be any rare demands that would not be covered by Lot 5 – Specialist Services for Learning Disability / Mental Health Service.

A Co-opted Member queried the level of staff that would be involved in the reablement service, and noted that there were concerns around how the ‘enablement ethos’ may come across to the disabled community. The Integrated Strategic Commissioner said that the reablement service was linked to discharge to assess (D2A), and the Care Act stated was a period of up to six weeks. The initial reablement was a separate service, and these proposals were for providers to deliver enablement care beyond this to promote independence. The Director of Adult Social Care advised that the term ‘enablement’ had been used relating to giving the maximum opportunity to be as independent as possible. This was echoed by the Portfolio Holder for Adult Care and Health, who noted that enablement was for people to have goals to achieve, which were agreed with the individual. It was agreed that the Integrated Strategic Commissioner would speak with the Co-opted Member representing Bromley Experts by Experience following the meeting.

A Member highlighted that Lot 4 was commercially much smaller than the other Lots, and questioned how they would differ. The Integrated Strategic Commissioner said that Lot 4 would deliver a complete package to a lower number of users, however the area covered was more difficult to get to due to a lack of adequate public transport, and particularly during bad weather, which had been noted by providers. There was to be a shift in what was provided, with users of the service being asked what they wanted and how they would like things to be done. It was noted that this had been discussed during outcome workshops with providers, who would listen to users and draw up plans.

A Member questioned if the proposals were to be cost neutral, as estimated in the report. The Integrated Strategic Commissioner said that there was no extra investment, and these proposals were outcome based. The Head of Early Intervention, Prevention and Community Services Commissioning advised that they currently had 17 providers and 22 spot purchased contracts, and a large number of contracts were harder to monitor. These proposals meant that they were more likely to have the same providers, making it easier to manage the outcomes.

A Member noted that the Domiciliary Care Framework on a call-off basis was for a period of four years, whilst the lead providers’ contracts were for a five year period, and asked if there was a reason for this. The Integrated Strategic Commissioner explained that this was due to restrictions on procuring on a Framework for longer than four years.

RESOLVED: Executive be recommended to approve proceeding to procurement as detailed in 4.3 and section 6 of the report for:

a)  A multiple Lot tender based on a ‘patch’ based model for contracts commencing 28 August 2021 for a five year period with the option to extend for up to three years;

b)  A Domiciliary Care Framework on a call off basis with contracts commencing 28 August 2021 for a four year period;

c)  The combined total value of both contract arrangements is estimated at £13.4m per annum. The value of individual contracts across the Lots and the Framework will be variable.