Service Reviews â Outline Business Case - Somerset County Council

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(Cabinet – 2 May 2012) • From Carers: - To remain in the county council and continue to redesign. Carers were clear that they did not want to pursue the whole service externalisation option as they could not see the benefit of a two stage approach. • From Staff: - Remain in the county council and continue to redesign or whole service externalisation. Parents/carers and staff did however highlight a preference for a not for profit/charitable/social enterprise type organisation if we consider whole service open market tender. We will explore further how the new public services Act March 2012 could support this. The recommendation is to develop the whole service open tender option into a full business case, comparing this against remaining in the county council and continuing to redesign and deliver efficiencies. The full business case will need to be considered by Somerset County Council and NHS Somerset. In summary, the main benefits of this recommended option are • A greater opportunity for customers to exercise choice and control through Direct Payments. • Opening up opportunities for capital investment to improve and/or replace accommodation that supports quality care delivery. • To secure high quality provision with the potential for longer term efficiencies. . A - 10
(Cabinet – 2 May 2012) 1 Scope and context 1.1 Background Somerset County Council’s (SCC’s) County Plan is to become a smaller, more enabling organisation focused on its customers, with a target operating model that ensures services are “right sourced”; i.e. that the most efficient and effective commissioning solution is applied to community needs. The expectation is largely that in future the Council will shape and influence service provision, rather than provide services directly. Unlike most other areas of adult social care provision across the country, Somerset County Council still has a large in-house provider service (the “LDPS”) that supports adults with learning disabilities who have a range of needs that meet Fair Access to Care Services (FACS) eligibility criteria. The customers supported by the service are among the most vulnerable people funded by SCC, and include individuals with complex physical needs, autistic spectrum conditions and those whose behaviour challenges. The LDPS accounts for 55% of the total spend against this customer group and supports approximately 900 of the 1600 adults with a learning disability across the county supported by SCC. The remaining 700 customers are supported through spot or block contracts with external providers or via Direct Payments. These customers and suppliers are out of scope for this service review. It is anticipated that the growing use of Personal Budgets will, over time, lead to people making different choices about the social care services that they receive, and will provide additional incentives for service providers to personalise their response to each individual. It will require providers to operate in a way that embraces and responds quickly to customer need and market changes. The LDPS cannot respond fully to these challenges in its current form. The main issues that the LDPS currently experiences, through being an in-house service are: • It is unable to deliver services that are paid for using direct payments. 2 • Its ability to invest in existing properties and source new accommodation in a timely fashion is restricted. • It is unable to attract new business other than from the County Council. • There is inflexibility in staff terms and conditions. 2 Department of Health, A Guide to Receiving Direct Payments From Your Local Council: A Route to Independent Living, 2009, p16: Question: “Can I purchase services from my local council “ Answer: “You cannot buy services from your local council as it is not allowed to sell its services in this way.” A - 11
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Service Reviews â Outline Business Case - Somerset County Council