Purpose

This OED follows on from the cabinet approval
in September 2023 to tender a single Adult Social Care framework
which gives delegated authority on framework spend. The BNSSG
Learning Disability and Autism Development Team (hosted by BCC) is
requesting approval to procure the model recommended within this
report. This is part of the commissioning forward plan and in line
with Bristol’s commissioning strategy and ASC transformation
objectives.
The project will restructure the Learning Disability and Autism
sector of the care market. At present, support for over 1,200
people with a learning disability and/or autism is ‘spot
purchased’. That accounts for £73,337,485 p.a. or 35%
of the total ASC purchasing budget. Spot purchasing care as
individual needs arise has been shown to be an unsustainable method
of procurement. It does not enable the availability of sufficient
levels of service of adequate quality across all localities in
Bristol. In addition, significant cost is built into each package
to ensure provider sustainability. There is also insufficient
service provision across the Care Ladder.
Adopting a more strategic approach will enable commissioners to
take a proactive role in developing a sustainable local care
market: a statutory requirement of councils with ASC
responsibilities under the Care Act (2014). Data from the Local
Government Association (LGA) and other sources suggest that due to
insufficiencies of local supply, Bristol places proportionately
more people with learning disabilities into residential care with
no incentive for providers to step people down.
This model will bring benefits to citizens, service providers and
Bristol City Council. Citizens will experience better consistency
and choice in their care and support. There will be an improved
incentivised approach to moving through the existing Care Ladder
pathway for people with a learning disability and autistic people.
Through this they will be able to access appropriate support and
care at the right time, near to the place they call home. This will
be achieved by the Strategic Partners working collaboratively with
all key stakeholders enabling service users to seamlessly move up
or down the Care Ladder when there is a change in their needs.
Also, by concentrating new business through fewer key contracts
that can be managed more effectively.
A Strategic Partner model was a key recommendation that 31Ten
consultancy made in 2022 when they were commissioned to consider
strategic commissioning approaches. This model aims to reduce the
number of providers overall and work towards better value for money
and a more sustainable market by commissioning at more sustainable
rates than can be achieved through spot purchase. This will enable
closer collaborative relationships between Strategic Partners and
Bristol City Council. Partners will also have opportunities to
expand their provision further and to develop place-based
approaches locally.

Content

Approval to procure the Strategic Partner
model recommended on the Officer Executive Decision.