Peter Brennan

Lead Commissioner – Adult Wellbeing

What we said before:Commissioning and Procurement Strategy•Commission the services under one procurement broken down into different lots for service areas

•Could be 1 or a  group of  suppliers and can bid for as many lots as you wish

•Contract for each lot

•The contract(s) will complement the personalisation agenda it is expected that a greater number of service users will take Person Budgets and apply their own choice and control to meet their care needs.

•Procurement to commence in November

What we said before: Commissioning Principles

• Broadly looking at framework approaches• Proportionate tendering exercises and qualification criteria dependent on

complexity• Outcome based with a strong focus on enablement• Supplier Diversity and Support Local Economy where we can• Promote Choice and Control – range of access for Personal Budgets• Encourage partnerships and joint ventures to maximise benefits of

volume linked price reductions and capability of market• Flexible contracting

The Facts at 1st October 2013

• Number of service users on books = 255• Ave number of service users per day = 140• Number of people with complex needs = 57• Number of people in enablement service = 198

A number of People will be able to have their needs met in other ways

The context

• Major change programme in train• Significant reduction in staffing numbers • Continuing pressure on budgets through to

2017 (maybe beyond)• The situation has to be managed

Options for the lots

• Geography• Activity• Need• The entity and development

Geography

Activity

• CATERING: Willow Café; Café 13; Catering Worx• WORKSHOPS: Take a Pew; Leominster Trading;

Widemarsh Enterprise; Kindling• RETAIL: Music Box, Governors House Shop• HEALTH AND WELLBEING: Gym; swimming;

trampolining; therapies, older persons service; rambling; cooking; Extend

• HORTICULTURE: Eaton, The Horticulture Project, Widemarsh Gardens

Need

• Complex– 57 people– Buildings based

• Enablement– 198 people– Community based

• Separate contracts no other differentiation

The entity and develop – preferred at present

• Partnership with a provider• Procurement identifies development partner

– In line with commissioning principles– 12/18 months development

• Strategy will identify the elements to be developed using outcomes– Based on assessment of need– Some elements will be about building community

capacity

The entity and develop – preferred at present

• Still use the idea of a “lot” but develop this with the partner

• Still have agreements for each element on price, volume and outcomes where appropriate

• Look to have Personal Budgets or ISF as the driver for change

Workshop

• Table Exercise: Work through the lotting options, identifying the strengths and weaknesses of each, and grouping responses where appropriate. Tables will feedback and open up to discussion with the full group at the end of the exercise.

• OPTION 1: GEOGRAPHY

• OPTION 2: ACTIVITY

• OPTION 3: NEED

• OPTION 4: ENTITY AND DEVELOP