Our commissioning approach for adults, children and families in Gateshead

The main elements and features of the commissioning approach are summarised below. Where appropriate, these are set out in more detail later in the document.

Evidence led commissioning

Data sources will be diverse and used to best effect, supported in part through regional data sharing and collaboration, taking into account the health implications of decisions, identifying, planning and acting upon health inequalities to promote health equity. Exploitation of the Mosaic system, when fully mobilised will support greatly improved data capture and reporting around social care demand. Wider use will be made of stakeholder consultation, engagement of people with lived experience and quality assurance reviews to generate intelligence about needs, demands and services.

Market engagement and development

A systematic and structured approach will be taken to various sectors and markets across children's and adult social care. The approach will begin with growing the Council's market knowledge and building relationships with key providers and sectors. There will be a focus on what is offered to providers, including networking, training, technology and workforce development, allied to clear processes and contract terms and a fair approach to price. As part of our Community Wealth Building approach, we will prioritise support to providers based locally to Gateshead.

Strategic commissioning priorities

Whilst commissioning intentions and priorities are set out in the Council's strategic and service plans, there will be a focus on a number of cross-cutting and thematic priorities, which align to our transformation ambitions:

• technology
• caregivers
• self directed support
• information, advice and signposting
• community based opportunities, helping to reduce demand for formal care

Asset based commissioning in communities

Harnessing the energy, commitment and knowledge of local community groups and volunteers can enable people to stay healthy and independent for longer and make less use of formal care services. The Council is working in partnership with National Development Team for Inclusion (NDTi) to transform its strengths-based approach to supporting adults with eligible needs. This will encompass a new approach to commissioning with and for communities, opening up a range of opportunities.

Commissioning process and governance

There will be coherent forward planning for the formal governance of commissioning, allied with robust internal decision making and assurance. There will be a comprehensive yet agile approach to managing and documenting risk, and assurance that all contracts will be reviewed and recommissioned in a timely way. Commissioning business will be planned to ensure sufficient time for formal consultation, co-production, health equity assessment and stakeholder engagement, as required for each contract. There will be consistency and clarity around commissioning business tools and processes.

Engagement and co-production

Adult Social Care will shortly establish a Co-production Framework, committing it to extended and diverse partnership working with people with lived experience, including users of services and their caregivers. Commissioning planning will ensure that time and resource is built in for co-production work. People with lived experience will participate in all phases of commissioning, including quality assurance reviews and service redesign. This approach will also extend to young people. There is an agreed system wide approach to working with and engaging with children and young people and these principles will be central to our commissioning approach. In addition, the young ambassadors, employed by the Council to support engagement and co production will play a central role, alongside regular consultation with the Gateshead Youth Assembly.

Developing an expert commissioning workforce

In building an effective, dynamic and resilient commissioning function, Gateshead Council recognises that it must establish an expert and versatile commissioning workforce. This requires a three-part strategy:

• developing and maintaining the diverse skills required for modern commissioning
• attracting talent locally, regionally and nationally
• constructing a commissioning career pathway in Gateshead, allied to continuous professional development

Working in partnership

Modern commissioning is most effective when pooling the resources, statutory powers and obligations and ideas of two or more organisations. There are opportunities for partnership commissioning across all sectors and partners can be at a local, regional or national level. There is a strong tradition of Gateshead contributing to regional partnerships in procurement and quality assurance. Even within the Council, commissioning for adults and children is forging new collaborations with housing and public health. The new collaboration with NDTi provides an opportunity to re-forge partnerships with local communities. Work is also ongoing within the Council and with voluntary sector partners to establish a new Compact and agreed partnership arrangements. Governance processes are in place in relation to partnership work with the NHS, both in relation to commissioning and to the provision of services.

Assuring the quality and safety of services

Quality Assurance is fundamental to effective commissioning, to ensure services are safe and achieve outcomes for vulnerable people. They must also deliver value for money and comply with contractual expectations. Assurance is undertaken as part of the wider contract management approach, through a variety of means including a quasi-inspectorial function, conducted in partnership with the regulators; CQC and Ofsted. This is specifically required for adult services, under the Care Act 2014. Quality Assurance is undertaken in collaboration with safeguarding teams for children and adults. It is also intended to review service delivery under the health equity assessment tool.

Investing to achieve value

Gateshead Council has protected spending on adults and children's social care as far as possible, during very challenging times for local government funding, and is committed to continuing this approach. In procuring services, careful consideration is given around price and in selecting contract models. The Council will continue to be effective in drawing upon external grant funds and in commissioning with partners to share resources, utilising formal joint funding devices as appropriate. It has a track record of investing capital resources into social care and accommodation assets for high quality and sustainable facilities for vulnerable people.