Issue - decisions

Recommissioning Home Care for Older Adults and People with Physical Disabilities in Lancashire 2014/15 to 2021/22

16/01/2014 - Recommissioning Home Care for Older Adults and People with Physical Disabilities in Lancashire 2014/15 to 2021/22

County Councillor Tony Martin, the Cabinet Member for Adult and Community Services:

 

(i)  Approved proposals for Recommissioning and Procuring Home Care services which place an emphasis on:

 

·  Commissioning Home Care Services which:

o  Promote Personalisation;

o  Become more outcome focussed and maximise independence;

o  Support integrated working with other Health and Social Care services and organisations;

o  Ensure the dignity of individuals and safeguards those who are vulnerable;

o  Incorporate human rights obligations into decision making and commissioning and contracting practices.

 

·  Investing in and developing Lancashire's home care workforce by: 

o  Ensuring all Home Care providers are contractually obliged to follow compliance guidance from Her Majesty's Revenue and Customs (HMRC) on paying National Minimum Wage (NMW);

o  Setting prices on the Home Care Framework on the basis of

§  Minimising the use of zero hours contracts (ZHC) in the Home Care sector;

§  Hourly pay rates converging towards "Living Wage" rates for all home carers during the lifetime of the new contracts';

§  National Minimum Wage Compliance

o  Endorsing the principles contained in Unison's "Ethical Care Charter for Home Care";

o  Working with local workforce and employers' representatives to draft a 'Lancashire Charter for Home Care', detailing annually updated commitments to:

§  National Minimum Wage Compliance at all times;

§  Minimising the use of Zero Hours contracts;

§  Hourly wage rates which converge towards the 'Living Wage';

o  Inviting Home Care Providers who wish to secure places on the Framework to sign up to this 'Lancashire Charter for Home Care', and supporting its use as a vehicle for promoting their reputation, partnership working and the sustainable growth of their businesses;

o  Adopting a strategic approach to training in the sector, analysing the workforce National Minimum Data Set, working with Skills for Care, and levering its investment in Lancashire Workforce Development Partnership to ensure delivery of training to Home Care workers is in line with local priorities and takes account of CQC regulations, the Cavendish report, and the guidance under development by National Institute for Clinical Excellence (NICE);

 

·  Changing the Council's approach to contracting so that:

o  Providers are clear about their responsibilities to act compatibly with the Human Rights Act 1998, and contracts would give users of contracted services a direct right of redress against the provider in the event that their human rights are breached;

o  There is a greater emphasis on quality over price in procurement of home care;

o  Providers are expected to support the principles of Self Directed Support and take greater responsibility in supporting individuals to exert choice and control over the use of their Personal Budgets;

o  There is the adoption of a clear and robust approach to quality based on service user derived standards and Key Performance Indicators, reliable monitoring and incentives to continually improve;

o  The new 'Framework' for Home Care  offers a minimum guaranteed level of business to providers which is subject to periodic negotiations and reset according to predicted demand*;

o  Our approach to Electronic Time Monitoring Systems is reviewed, with the intention of presenting a business case for investment in a centralised system to enable more effective monitoring and audit of key cost and quality indicators;

o  The length of contracts offered to providers is extended for up to 7 years on the basis of an initial 3 years with the option of yearly extensions for a maximum of a further 4 years,  subject to satisfactory progress and performance, and in order to encourage investment in workforce and systems and to reduce procurement costs;

o  Flexibility is built in to design of the contracts to enable the introduction of new approaches and innovations in service delivery and payment mechanisms;

o  Internal County Council arrangements for quality and contract management are redesigned to ensure consistently high performance is rewarded, mediocre or poor performance is swiftly challenged and consistently poor performance leads to contract termination.

 

·  Shaping the Market including:

o  Significant reductions in home care provider numbers operating under contracts from the County Council allowing for a more collaborative approach to working with commissioners and other providers, encouraging investment in systems and workforce development, reducing the proportion of provider sector's spend on management and overheads; and reducing transaction costs for the County Council;

o  Care workers is in line with local priorities and takes account of CQC regulations, the Cavendish report, and the guidance under development by National Institute for Clinical Excellence (NICE);

 

·  Changing the Council's approach to contracting so that:

o  Providers are clear about their responsibilities to act compatibly with the Human Rights Act 1998, and contracts would give users of contracted services a direct right of redress against the provider in the event that their human rights are breached;

o  There is a greater emphasis on quality over price in procurement of home care;

o  Providers are expected to support the principles of Self Directed Support and take greater responsibility in supporting individuals to exert choice and control over the use of their Personal Budgets;

o  There is the adoption of a clear and robust approach to quality based on service user derived standards and Key Performance Indicators, reliable monitoring and incentives to continually improve;

o  The new 'Framework' for Home Care  offers a minimum guaranteed level of business to providers which is subject to periodic negotiations and reset according to predicted demand*;

o  Our approach to Electronic Time Monitoring Systems is reviewed, with the intention of presenting a business case for investment in a centralised system to enable more effective monitoring and audit of key cost and quality indicators;

o  The length of contracts offered to providers is extended for up to 7 years on the basis of an initial 3 years with the option of yearly extensions for a maximum of a further 4 years,  subject to satisfactory progress and performance, and in order to encourage investment in workforce and systems and to reduce procurement costs;

o  Flexibility is built in to design of the contracts to enable the introduction of new approaches and innovations in service delivery and payment mechanisms;

o  Internal County Council arrangements for quality and contract management are redesigned to ensure consistently high performance is rewarded, mediocre or poor performance is swiftly challenged and consistently poor performance leads to contract termination.

 

·  Shaping the Market including:

o  Significant reductions in home care provider numbers operating under contracts from the County Council allowing for a more collaborative approach to working with commissioners and other providers, encouraging investment in systems and workforce development, reducing the proportion of provider sector's spend on management and overheads; and reducing transaction costs for the County Council;

o  Offering contracts for home care business in specified geographic 'Zones' to promote more efficient working across the system and closer integrated working with joint NHS and Social Care 'Neighbourhood Teams' of frontline staff;

o  Allocating of new business to providers to secure a balanced and sustainable market in each zone by the end of the transition period, and then using publishing benchmark performance data to ensure focus on maintaining standards and continual improvement for the duration of the contract term;

o  Enabling smaller Home Care providers to bid for a smaller volume contract within zones to maintain variation in the market place and reducing the business risk for successful but newer businesses growing from a smaller base;

o  Limiting market share for any one provider to ensure the sectors longer term sustainability while ensure healthy competition and choice;

o  Encouraging and fostering continued growth in the take up of direct payments.

 

(ii)  Noted the details of the consultations undertaken with Home Care Providers and service users and the main findings detailed in Appendices  'A' and 'B' and the Equality Analysis set out at Appendix 'C';

(iii)  Endorsed establishment of a Home Care Business Transitions Project Team to ensure the efficient, safe and timely management of changing from the current configuration of services to those set out in recommendation (i) above;

 

(iv)  Recommended that the Deputy Leader of the County Council approves a waiver of Procurement Rule 6.1 of the County Council's procurement rules to enable the County Council to extend the current Framework agreements for an initial 6 month period from 1 April 2014 with the option for the County Council to extend on a month by month basis for a further period of up to one year at the end of that period.

Subject to the approval of recommendations (i) and (iii) County Councillor David Borrow, the Deputy Leader of the County Council approved the waiving of Procurement Rule 6.1 and approve the extension of the existing Framework for an initial six month period from 1 April 2014 with the option for the County Council to extend for a further period of up to one year on a month by month basis at the end of that period.

 

There were no comments from the Executive Scrutiny Committee.

 

 


13/01/2014 - Recommissioning Home Care for Older Adults and People with Physical Disabilities in Lancashire 2014/15 to 2021/22

County Councillor Tony Martin, the Cabinet Member for Adult and Community Services:

 

(i)  Approved proposals for Recommissioning and Procuring Home Care services which place an emphasis on:

 

·  Commissioning Home Care Services which:

o  Promote Personalisation;

o  Become more outcome focussed and maximise independence;

o  Support integrated working with other Health and Social Care services and organisations;

o  Ensure the dignity of individuals and safeguards those who are vulnerable;

o  Incorporate human rights obligations into decision making and commissioning and contracting practices.

 

·  Investing in and developing Lancashire's home care workforce by: 

o  Ensuring all Home Care providers are contractually obliged to follow compliance guidance from Her Majesty's Revenue and Customs (HMRC) on paying National Minimum Wage (NMW);

o  Setting prices on the Home Care Framework on the basis of

§  Minimising the use of zero hours contracts (ZHC) in the Home Care sector;

§  Hourly pay rates converging towards "Living Wage" rates for all home carers during the lifetime of the new contracts';

§  National Minimum Wage Compliance

o  Endorsing the principles contained in Unison's "Ethical Care Charter for Home Care";

o  Working with local workforce and employers' representatives to draft a 'Lancashire Charter for Home Care', detailing annually updated commitments to:

§  National Minimum Wage Compliance at all times;

§  Minimising the use of Zero Hours contracts;

§  Hourly wage rates which converge towards the 'Living Wage';

o  Inviting Home Care Providers who wish to secure places on the Framework to sign up to this 'Lancashire Charter for Home Care', and supporting its use as a vehicle for promoting their reputation, partnership working and the sustainable growth of their businesses;

o  Adopting a strategic approach to training in the sector, analysing the workforce National Minimum Data Set, working with Skills for Care, and levering its investment in Lancashire Workforce Development Partnership to ensure delivery of training to Home Care workers is in line with local priorities and takes account of CQC regulations, the Cavendish report, and the guidance under development by National Institute for Clinical Excellence (NICE);

 

·  Changing the Council's approach to contracting so that:

o  Providers are clear about their responsibilities to act compatibly with the Human Rights Act 1998, and contracts would give users of contracted services a direct right of redress against the provider in the event that their human rights are breached;

o  There is a greater emphasis on quality over price in procurement of home care;

o  Providers are expected to support the principles of Self Directed Support and take greater responsibility in supporting individuals to exert choice and control over the use of their Personal Budgets;

o  There is the adoption of a clear and robust approach to quality based on service user derived standards and Key Performance Indicators, reliable monitoring and incentives to continually improve;

o  The new 'Framework' for Home Care  offers a minimum guaranteed level of business to providers which is subject to periodic negotiations and reset according to predicted demand*;

o  Our approach to Electronic Time Monitoring Systems is reviewed, with the intention of presenting a business case for investment in a centralised system to enable more effective monitoring and audit of key cost and quality indicators;

o  The length of contracts offered to providers is extended for up to 7 years on the basis of an initial 3 years with the option of yearly extensions for a maximum of a further 4 years,  subject to satisfactory progress and performance, and in order to encourage investment in workforce and systems and to reduce procurement costs;

o  Flexibility is built in to design of the contracts to enable the introduction of new approaches and innovations in service delivery and payment mechanisms;

o  Internal County Council arrangements for quality and contract management are redesigned to ensure consistently high performance is rewarded, mediocre or poor performance is swiftly challenged and consistently poor performance leads to contract termination.

 

·  Shaping the Market including:

o  Significant reductions in home care provider numbers operating under contracts from the County Council allowing for a more collaborative approach to working with commissioners and other providers, encouraging investment in systems and workforce development, reducing the proportion of provider sector's spend on management and overheads; and reducing transaction costs for the County Council;

o  Care workers is in line with local priorities and takes account of CQC regulations, the Cavendish report, and the guidance under development by National Institute for Clinical Excellence (NICE);

 

·  Changing the Council's approach to contracting so that:

o  Providers are clear about their responsibilities to act compatibly with the Human Rights Act 1998, and contracts would give users of contracted services a direct right of redress against the provider in the event that their human rights are breached;

o  There is a greater emphasis on quality over price in procurement of home care;

o  Providers are expected to support the principles of Self Directed Support and take greater responsibility in supporting individuals to exert choice and control over the use of their Personal Budgets;

o  There is the adoption of a clear and robust approach to quality based on service user derived standards and Key Performance Indicators, reliable monitoring and incentives to continually improve;

o  The new 'Framework' for Home Care  offers a minimum guaranteed level of business to providers which is subject to periodic negotiations and reset according to predicted demand*;

o  Our approach to Electronic Time Monitoring Systems is reviewed, with the intention of presenting a business case for investment in a centralised system to enable more effective monitoring and audit of key cost and quality indicators;

o  The length of contracts offered to providers is extended for up to 7 years on the basis of an initial 3 years with the option of yearly extensions for a maximum of a further 4 years,  subject to satisfactory progress and performance, and in order to encourage investment in workforce and systems and to reduce procurement costs;

o  Flexibility is built in to design of the contracts to enable the introduction of new approaches and innovations in service delivery and payment mechanisms;

o  Internal County Council arrangements for quality and contract management are redesigned to ensure consistently high performance is rewarded, mediocre or poor performance is swiftly challenged and consistently poor performance leads to contract termination.

 

·  Shaping the Market including:

o  Significant reductions in home care provider numbers operating under contracts from the County Council allowing for a more collaborative approach to working with commissioners and other providers, encouraging investment in systems and workforce development, reducing the proportion of provider sector's spend on management and overheads; and reducing transaction costs for the County Council;

o  Offering contracts for home care business in specified geographic 'Zones' to promote more efficient working across the system and closer integrated working with joint NHS and Social Care 'Neighbourhood Teams' of frontline staff;

o  Allocating of new business to providers to secure a balanced and sustainable market in each zone by the end of the transition period, and then using publishing benchmark performance data to ensure focus on maintaining standards and continual improvement for the duration of the contract term;

o  Enabling smaller Home Care providers to bid for a smaller volume contract within zones to maintain variation in the market place and reducing the business risk for successful but newer businesses growing from a smaller base;

o  Limiting market share for any one provider to ensure the sectors longer term sustainability while ensure healthy competition and choice;

o  Encouraging and fostering continued growth in the take up of direct payments.

 

(ii)  Noted the details of the consultations undertaken with Home Care Providers and service users and the main findings detailed in Appendices  'A' and 'B' and the Equality Analysis set out at Appendix 'C';

(iii)  Endorsed establishment of a Home Care Business Transitions Project Team to ensure the efficient, safe and timely management of changing from the current configuration of services to those set out in recommendation (i) above;

 

(iv)  Recommended that the Deputy Leader of the County Council approves a waiver of Procurement Rule 6.1 of the County Council's procurement rules to enable the County Council to extend the current Framework agreements for an initial 6 month period from 1 April 2014 with the option for the County Council to extend on a month by month basis for a further period of up to one year at the end of that period.

Subject to the approval of recommendations (i) and (iii) County Councillor David Borrow, the Deputy Leader of the County Council approved the waiving of Procurement Rule 6.1 and approve the extension of the existing Framework for an initial six month period from 1 April 2014 with the option for the County Council to extend for a further period of up to one year on a month by month basis at the end of that period.

 

There were no comments from the Executive Scrutiny Committee.