Agenda item

8.1

The Executive Director, People Services submitted a report seeking approval for the re-commissioning of the mental health recovery service framework. The Council has a statutory duty to meet the social care needs relating to Sheffield residents with mental health difficulties and who are assessed as having Care Act eligible needs. The framework sought to do this in a manner that was recovery focussed and outcome based.

8.2

RESOLVED: That Cabinet:- 

(a)

approves the re-commissioning of the mental health recovery service framework in 2019; and

(b)

delegates authority to the Director of Finance and Commercial Services, in consultation with the Director of Legal and Governance, to take all necessary steps to negotiate, agree terms of framework contracts and related contracts that will be entered into with successful tenderers to facilitate recommissioning of mental health recovery services.

8.3

Reasons for Decision

8.3.1

Officers believe the stated approach remains the most effective approach to meet the Council’s statutory duties in a way that promotes recovery.

8.4

Alternatives Considered and Rejected

8.4.1

Enter into a block contract with a provider or providers as was the case prior to 2015. This has the advantage of fixing costs but is not outcome focussed and can act as a disincentive for a provider to progress people beyond services.

8.4.2

Cease to provide personalised packages of care and return to a more generic ‘day centre’ model. Officers do not believe that such a model would enable individuals to make progress towards recovery and such a model goes against the ethos of person centred care.

8.4.3

Continue to provide personalised packages but without an outcomes based model. Such an approach would remove the means to ensure that support goes beyond maintenance and aims towards a measurable focus on recovery.

8.4.4

To utilise the Home Care and Learning Disability frameworks. However these providers are CQC registered and work with much bigger packages of care. They also do not use the mental health recovery star which drives the outcome based contract.

8.4.5

Bringing these services back ‘in house’. This would involve creating a new service or a significant increase in existing community re-enablement services within SCC. Such a service would enable greater controls of referrals, exits and cost management, by creating a block arrangement. However, the creation (or increase in existing services) required to deliver such provision ‘in house’ would result in the loss of market flexibility, innovation and competitive pricing. This offer does not currently exist but could be developed through specialist training.

8.5

Any Interest Declared or Dispensation Granted

None

8.6

Reason for Exemption if Public/Press Excluded During Consideration

None

8.7

Respective Director Responsible for Implementation

Jayne Ludlam, Executive Director, People Services

8.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care

8.1

The Executive Director, People Services submitted a report seeking approval for the re-commissioning of the mental health recovery service framework. The Council has a statutory duty to meet the social care needs relating to Sheffield residents with mental health difficulties and who are assessed as having Care Act eligible needs. The framework sought to do this in a manner that was recovery focussed and outcome based.

8.2

RESOLVED: That Cabinet:- 

(a)

approves the re-commissioning of the mental health recovery service framework in 2019; and

(b)

delegates authority to the Director of Finance and Commercial Services, in consultation with the Director of Legal and Governance, to take all necessary steps to negotiate, agree terms of framework contracts and related contracts that will be entered into with successful tenderers to facilitate recommissioning of mental health recovery services.

8.3

Reasons for Decision

8.3.1

Officers believe the stated approach remains the most effective approach to meet the Council’s statutory duties in a way that promotes recovery.

8.4

Alternatives Considered and Rejected

8.4.1

Enter into a block contract with a provider or providers as was the case prior to 2015. This has the advantage of fixing costs but is not outcome focussed and can act as a disincentive for a provider to progress people beyond services.

8.4.2

Cease to provide personalised packages of care and return to a more generic ‘day centre’ model. Officers do not believe that such a model would enable individuals to make progress towards recovery and such a model goes against the ethos of person centred care.

8.4.3

Continue to provide personalised packages but without an outcomes based model. Such an approach would remove the means to ensure that support goes beyond maintenance and aims towards a measurable focus on recovery.

8.4.4

To utilise the Home Care and Learning Disability frameworks. However these providers are CQC registered and work with much bigger packages of care. They also do not use the mental health recovery star which drives the outcome based contract.

8.4.5

Bringing these services back ‘in house’. This would involve creating a new service or a significant increase in existing community re-enablement services within SCC. Such a service would enable greater controls of referrals, exits and cost management, by creating a block arrangement. However, the creation (or increase in existing services) required to deliver such provision ‘in house’ would result in the loss of market flexibility, innovation and competitive pricing. This offer does not currently exist but could be developed through specialist training.