Agenda and draft minutes

Cllr Judith Cooper, no substitute.

Peter Kemp declared an non-pecuniary interest as a member of the Board of CNWL and as a member of the Trustees of Hillingdon MIND

Cllr Mary O’Connor declared a non-pecuniary interest as Chairman of Hillingdon Mind.

Were agreed as an accurate record.

All items were considered in Public.

The Head of Commissioning, Contracts and Supply introduced the report. He explained that the meeting would provide information about the development of the adult social care market in Hillingdon to support personalisation. Officers highlighted the following areas:

• The National Policy Context
• Local Authority Market Development Responsibilities and
• Market Position Statements (MPS)

It was noted that a MPS was a single document which combined the Joint Strategic Needs Analysis (JSNA), commissioning strategies and market and customer surveys into a single document which provided useful information to the Care Market.

The MPS gave information to provider about:

·        Direction of travel – a summary of the key care and wellbeing objectives for the local community and the key principles of policy, legislation and policy that will impact on the market.

·        Future demand – analysis of the current population and anticipated projections for the coming five, ten and fifteen years and the impact that future population change may have on future demand for social care, health and housing services.

·        Current supply, identifying strengths and weaknesses – a review of current spend, providing a clear, quantified picture of current supply, looking at what services are provided, to whom, where and in what volume.  The qualitative picture of current supply would also be reflected, i.e. whether services were meeting the required standards or service user expectations.

·        Models of practice – how the Council saw the supply side delivering in the future; the extent to which desired models of care were matched by current provision and how the market might deliver change.

·        Future resourcing – areas of supply the Council might see as a high priority, where it wishes to see services develop, and where it would be less likely to purchase or encourage service users to purchase in the future.

·        Support for choice, innovation and development - an analysis of what the Council anticipates will be the impact of more service users purchasing or negotiating their own care, and suggests what impact this might have on transaction costs.

Market Development in Hillingdon

The Committee were informed that a significant amount of market development work had been undertaken in the following areas:

a) Capturing and analysing market intelligence

Data had been used to develop the Heath and Wellbeing Strategy, as well as a set of more detailed, client-based strategies for disabilities, older people and carers.

To increase the Council’s ability to effectively develop and manage social care markets, a new method of combining the often separate fields of commissioning, procurement and contract management had been developed within the Council including Category Management.

The key difference between Category Management and existing practice was that the Council had often used its data to purchase services without analysis of the market in which it was operating and the behaviour/strategies being adopted by providers.

Category Management was in the process of being explored for all areas of social care commissioning.

b) Structuring the market

The Council is planning to develop better methods of engagement with providers, including ensuring that providers had  ...  view the full minutes text for item 66.

The Committee discussed the Forward Plan and no items were identified for discussion at the April 2013 meeting.

Resolved -

1. That the report be noted.

Reference was made to the work programme and timetable of meetings.

Resolved –

1. That the report be noted.