Decision details

To consider the report of the Leader and Clean Growth and Development, seeking authorisation to procure a contract for an integrated offer for Community Development and Navigation. This report is formed from a final engagement exercise regarding integration of a Community Development infrastructure and Community Navigation into one offer, following the Joint Commissioning Board Report in September 2018.

(i)  This report is presented as a general exception item in accordance with the Access to Information Procedure Rules of Part 4 of the Council's Constitution. Amendments to the Local Authorities (Executive Arrangements) (Meetings and Access to information) (England) Regulations 2012 require 28 days’ notice to be given prior to determining all Key Decisions. Whilst the report did have the required 28 days’ notice, the requirement to indicate potential elements of confidentiality was not complied with as notification of the decision was published on the 10^th October, 2018. 

(ii)  That the board note the feedback from the engagement exercise undertaken in October 2018, following Joint Commissioning board (JCB) briefing in September 2018.

(iii)  The Leader of the Council and Cabinet Member for Clean Growth & Development delegates authority to the Director of Quality & Integration, following consultation with the Leader and Cabinet Member for Clean Growth & Development to decide on the final model of commissioned services to support the provision of a Community Development and Navigation Service.

(iv)  The Leader of the Council and Cabinet Member for Clean Growth & Development delegates authority to the Director of Quality & Integration following consultation with the Service Director Legal & Governance to carry out a procurement process for the provision of Community Development and Navigation services and to enter into contracts in accordance with the Contract Procedure Rules.

1.  There is growing evidence of the positive impact of community approaches on the wellbeing of individuals and, by contrast, the negative impact that social isolation and loneliness has on health and social care need.

  Southampton has a thriving voluntary sector and the engagement   exercise we have undertaken demonstrates that there is a real   opportunity to build on this to achieve an increase in volume and   breadth.

  The development of the community and voluntary sector is one of the   priorities within the Southampton Better Care plan and a key building   block to achieving the vision for individuals and families to be at the   centre of their care and support; for provision of the right care and   support, in the right place, at the right time; intervene earlier and build   resilience in order to secure better outcomes by providing more   coordinated, proactive services; focus on prevention and early   intervention.

  It should also help ensure optimum use of the health and care   resources available in the community. The council and Clinical   Commissioning Group (CCG) face funding challenges and need to   consider new ways of working which build on the assets of individuals   and the community.

2.  There is an opportunity to bring together the commissioning of a service to provide the Infrastructure, to support community and voluntary activities, along with a Community Navigation service. Combining these into one contract brings additional benefits.

  The proposal supports the strategic priorities of the council and CCG   in

  •  promoting strengths based work

  •  being an early intervention city

  •  promoting independence and promoting resilient     communities 

  The proposals provide the basis for a significant increase in activity in   community and voluntary sector in the short and medium term but with the aim of long term sustainability. They also address the need   to co-ordinate activity across the city for maximum impact.

  A range of options to implement and/or procure the integrated model   have been considered by Southampton City Council (SCC) and   Southampton City CCG (SCCCG) in some detail.  The benefits and   challenges of each of these options have been explored, with a   preference to procure a single contract.  This would meet the   requirements for an open tender in order to comply with procurement   regulations.

1.  A range of alternative options have been considered, including:

2.  Procure a service which is separate to the arrangements for Community Navigation.  This is not recommended as the benefits outlined in the report would not be realised and the opportunity to reduce the risk of overlap would not be realised.