Community Wellbeing Services

Descriptions

The Authority, is seeking to commission a Community Wellbeing model that is focused on delivering outcomes for the people of Hull. This new model will ensure that a person centred approach is undertaken at all times using a strengths based approach., Hull City Council Adult Social Care has undergone a transformational change and now has a new operating model embedded to deliver the vision of a 'Life not a service''. The vision of 'A life not a service' consists of four key elements:, •Focus on the person - we will build on people's strengths, supporting them to take control of improving their health, resilience and wellbeing, •Maximise independence - we will champion people's rights to live the fullest life that they can, knowing that this provides the best outcomes for people who use services, •Work in partnership - we will work creatively with individuals, local communities and our partners, supporting them to deliver the best possible outcomes so that people can live well, •Work effectively within the set budget - we will have a cost effective adult social care service delivered within the budget envelope to ensure those who most need support receive it and that we continue supporting people in the future, In support of achieving these outcomes, the new model will take a strengths-based approach. This will mean care workers working with people, to help to meet their goals and maintain their independence, not doings tasks for them, because it's quicker and easier. The new model will be a geographically based model with Community Wellbeing Providers taking responsibility for picking up all packages of care in their allocated area. Community Wellbeing Providers must establish a base in the areas in which they are working and focus on employing local people. This inclusion focused model will take into account the needs of local people and local communities, taking advantage of local diversity to drive positive outcomes. By collecting and understanding demographic data on local communities, services can more effectively meet local needs., As part of our new commissioning approach, we will be exploring ways to focus better on achieving goals for people rather than time and task/activity. Rather than prescribing calls we want to work with providers to ensure they can offer flexibility in achieving outcomes. Regular monitoring will underpin this to assess whether outcomes are achieved. We want providers who can be innovative, flexible and responsive to meeting people's needs at home for as long as is possible. This Community Wellbeing model will support individuals to maximise their independence and gain skills to lead a healthy and fulfilling life. We will be working with care providers to use assistive technology to support individuals and their family and carers. We will also work with providers to work with and engage with local communities through the collection and analysis of demographic data, supporting them to identify gaps and tailoring their services to people's needs. , Recruitment and retention of a good quality, local workforce, with the right ethos, values and training is crucial for sustainability going forward. The Authority is committed to raising the profile of a career in social care and improving the terms and conditions of staff. We expect all Community Wellbeing Providers to commit to these same aspirations. This is explored further in the specification under workforce. , Over the term of this contract the new model and way of working will move homecare away from the current rigid 'time and task' model, which describes to Community Wellbeing Providers in detail how many calls they will make each day, for how long and then lists the task they need to undertake. Instead Community Wellbeing providers will be given a budget of hours. They will plan with people how they will use these hours to help them achieve the outcomes that matter to them most. , Commissioners recognise the current model of time and task has been in place for many years and there needs to be a transitional period during the first year of the contract while new systems, processes and training are put in place. Commissioners, Brokerage and the Contracts and Social Work teams will work closely with Community Wellbeing Providers during the contract mobilisation period and at the start of the contract to ensure Community Wellbeing Providers are supported to implement changes. This also will include an opportunity to access support from the council's Corporate Equalities team for assistance in understanding responsibilities around the Equality Act 2010 and public Sector Equality Duty and the collection and analysis of demographic data., The geographical 'planned' hours will also have a % of additional capacity built in that will enable providers to plan for recruitment and be able to respond in a timely manner to picking up packages of care. It is envisaged that this will flex to meet demand throughout the year. The utilisation of this capacity will be monitored through Electronic Call Monitoring (ECM)., The aim of the new Community Wellbeing model is to enable people to stay at home, living as independently as they can, living the fullest possible life. To achieve this we have developed seven guiding principles that will underpin our commissioning approach:, •Focus on independence and wellbeing outcomes, •Build upon people's strengths and help them to achieve their personal goals as far as possible, •Place emphasis on prevention and self-management, helping people to help themselves to prevent needs from escalating wherever possible, •Promote short-term interventions that help people when they need it, preventing reliance on long term care packages as far as possible, •Provide good quality long-term services when they are required, which are value for money, •Support market sustainability so that we are paying the right price, for the right care, from the right place with a sustainable and skilled workforce, •Ensure that there is diversity within Hull's market for care and support, The North East area will be awarded to one Primary provider who will be allocated 70% of the work packages and one Secondary provider who will be allocated 30% of the work packages.