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Home Care Model for Tri-Borough

Home Care Model for Tri-Borough. Paul Rackham Tri-Borough Head of Community Commissioning Adult Social Care Will Tate (PPL), representing Robert Sainsbury Deputy Managing Director and Out of Hospital Programme Manager Hammersmith and Fulham CCG. Background.

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Home Care Model for Tri-Borough

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  1. Home Care Model for Tri-Borough Paul Rackham Tri-Borough Head of Community Commissioning Adult Social Care Will Tate (PPL), representing Robert Sainsbury Deputy Managing Director and Out of Hospital Programme Manager Hammersmith and Fulham CCG

  2. Background • A tri-borough approach for commissioning and operational teams • A commitment to develop integrated approaches between NHS and ASC community services • Demographics and the Out of Hospital strategies leading to an increase in the number of people with complex health and social care needs, living independently in the community • Reduction in use of Residential Care • Decreasing budgets and increasing demand so need to prevent avoidable deterioration • Positive experience of electronic monitoring and centralised brokerage team • Political support for improvements in home care

  3. A Big Culture Change • Whole system approach: Improved health and wellbeing focus and improved partnership working • Prevention: A reablement approach • Personalisation: Developing a more personalised service, aligning and improving assessment processes and improving Direct Payments systems • Local approach: Patch based, familiar workers, connecting with the local community and health services • Shaping a Healthier Future strategy for Inner, North West London is a major NHS reconfiguration initiative • NHS Community Services are changing through Primary Care Networks

  4. Elements of the Model • Scope: The ongoing support to people with dementia, learning disabilities, mental health problems, challenging behaviour, physical disabilities. • Workforce: Emphasis on the quality and skills of a mixed workforce. Customers want regular care workers, who know the local area and facilities and who have a good customer relationship with them. • Health input: Close working with health and social care professionals to provide joined up care to customers. • Patches: Nine patches across the three boroughs, all around 3,000 hrs per week.

  5. Elements of the Model • Single Brokerage Team handling all ordering and ongoing contact with providers. • Focus on Outcomes: As part of the assessment, support plan and review. • Flexibility: Customers will be given a block of hours (or budget) each month that they can use flexibly. • E-monitoring: The model will be underpinned by electronic monitoring and a homecare management service. • Payment: Providers will be paid automatically based on the actual hours delivered as monitored by the system.

  6. Elements of the Model Reablement approach – “doing with” – maintaining or reducing levels of support. Multidisciplinary working, between health and ASC, will be central to the service.

  7. Restricted Tender • Two Stages • Stage 1 – Pre Qualifying Questionnaire (PQQ) • Stage 2 – Invitation to Tender (ITT)

  8. The PQQ will normally look at the following: • That your organisation has the correct policies and procedures in place covering insurances, health and safety and quality assurance, equal opportunities, safeguarding, business continuity etc. • Previous experience of delivering homecare, which will be tested by a number of questions covering service delivery, safeguarding, working in diverse communities, workforce training and organisation, patch working etc. • That your organisation is of sufficient financial standing. • Rank patches in order of preference • Only shortlisted for two patches • Maximum of five providers per patch invited to tender

  9. Recognise the value of mixed market • Welcome bids from small, medium and large providers • Consortium • - Two or more organisations joining to form a separate legal entity. • Contract is with the consortium not individual organisations. • Information from all organisations will be assessed. • Sub-contracting • - Council has contract with one lead organisation. • - Lead organisation subcontracts with other organisations to deliver care on their behalf. • - Lead organisation is responsible for ensuring delivery and quality of all care provided.

  10. For advice and guidance on this area please contact: • Westminster Action for Voluntary Engagement on http://wave-vcs.org.uk/ • Voluntary Action Westminster http://www.vawcvs.org/ • Hammersmith Council for Voluntary Service http://www.cavsa.org.uk/ • Kensington and Chelsea Social Council http://www.kcsc.org.uk/about-kensington-chelsea-social-council

  11. Invitation to Tender (ITT) • Evaluated on 50% price, 50 % quality • Price – based on a number of elements including hourly rate • Quality - your proposal for delivering the service

  12. Contract Award and Implementation • No more than two patches • Patches cannot be in the same borough • Minimum of five, maximum of nine providers • Feedback to unsuccessful Providers • Direct Payment and Personal Budgets

  13. Indicative Timetable www.capitalesourcing.com

  14. Collaboration Questions • What your organisation does • What you would bring to a collaboration • What role you want to have in these contracts • What arrangement you would be interested in.

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