Decision details

13.1

The Executive Director, Communities submitted a report outlining the procurement plan for community based domestic abuse services in Sheffield, which was necessary as current contracts were coming to an end in March 2015.

13.2

RESOLVED: That Cabinet:-

(a)

approves the commissioning and procurement plan for domestic abuse services outlined in the report;

(b)

delegates authority to the Director of Commissioning (or their nominated representative) to take the necessary steps to implement the commissioning and procurement plan for domestic abuse services in consultation with the Director of Commercial Services and the Director of Legal and Governance or their nominated representatives; and

(c)

delegates authority to the Director of Commissioning to award the contracts to the successful tenderers.

13.3

Reasons for Decision

13.3.1

This re-procurement exercise is necessary for compliance with Council standing orders. It is also informed by the Domestic Abuse needs assessment and the performance management of existing contracts over the past year. A Domestic and Sexual Violence and Abuse strategy has recently been developed which recognises the impact of domestic abuse on thousands of people in Sheffield every year, and commits the Council to continuing to provide support services to those affected.

13.3.2

The inclusion of training services in the scope of the two other contracts will enable economies of scale to be exploited. This will help us to limit the increased investment in domestic abuse services next year to just under £70,000 – far less than the actual pressure on services which amounts to around £200,000.

13.3.3

Officers did consider moving to a single contract for community based domestic abuse services but feel that the proposed arrangements will enable officers to ensure adequate focus is on both early intervention and prevention, and meeting the immediate safety needs of people who are in a very high risk, potentially life-threatening situation.

13.4

Alternatives Considered and Rejected

13.4.1

The possibility of merging all three contracts was considered. This was rejected in order to ensure that both High Risk and Medium/Standard Risk client groups are seen as important and given adequate focus by the successful providers. This way officers feel certain that providers should be clear about the outcomes wanted for both groups of service users.

13.4.2

The option of not procuring domestic abuse services at all was also considered. This was rejected as domestic abuse is recognised as a priority by the Safer and Sustainable Communities Partnership in its Partnership Plan for 2014-17. Domestic Abuse was identified as a priority as ‘There had been an increase in the number of domestic abuse incidents reported to the Police over the last few years, and an increase in the number of high risk cases referred to the Multi-Agency Risk Assessment Conference (MARAC) over the last year. This reflects greater clarity from professionals and the public on how to access support for domestic abuse. Referral processes between the Police and domestic abuse services are more robust and the availability of the domestic abuse helpline has increased, meaning that victims feel more able to report. Just under a quarter are repeat victims and a quarter have mental health problems. Information about the support services available must be widely distributed and those suffering must continue to be supported to be able to safely report it. There are things that all organisations can do to further this, including increasing the wider knowledge of domestic abuse including an understanding of risk issues, how to report it and how to access support.

13.4.3

A Domestic and Sexual Violence and Abuse Strategy has also recently been developed for the City which outlines the impact of domestic abuse on people and services in the City. Not procuring domestic abuse services in the City would be counter to the commitment contained in the strategy to ‘continue to ensure the provision of good quality services that are responsive to local need, and get it right first time. We will do this by:-

Commissioning efficient and responsive services whose staff can demonstrate understanding of the needs of users, and effectively performance managed.

13.5

Any Interest Declared or Dispensation Granted

None

13.6

Reason for Exemption if Public/Press Excluded During Consideration

None

13.7

Respective Director Responsible for Implementation

Laraine Manley, Executive Director, Communities

13.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Safer and Stronger Communities