Who this document is for This document is at existing and potential providers of adult social care and support. It represents the start of a dialogue, amongst the Council, people who use services, carers, providers and others about the vision for the future of local social care markets. We are committed to stimulating a diverse, active market where innovation and energy is encouraged and rewarded and where poor practice is actively discouraged. This document is about working with providers to maximise value for money in a climate of shrinking resources. This is not about new money but about finding the best way to spend available resources. Providers of adult social care and housing related support services can learn about the Council’s intentions as a purchaser of services, and its vision for how services might respond to the personalisation of adult social care and support. This document does not include details about Public Health commissioning, which will not fully transfer to the Council until April 2013. Voluntary and community organisations can learn about future opportunities and what would enable you to build on your knowledge of local needs to develop new activities and services. People interested in local business development and social enterprise can read about new opportunities in the market and tell us what would help you to come into social care markets and offer innovative services. Using this document In this document you will find labelled ‘Market Opportunity’ and ‘Look out for…’. These highlight possible market opportunities for providers, and information on how we will communicate these opportunities. Please note that the Council has a statutory duty of best value in procuring contracts. Further information for providers can be found on the Council’s Adult Social Care Provider webpage at www.towerhamlets.gov.uk/providers.
Summary The vision for the Adults Health and Wellbeing Directorate can be summarised as: “We will enable people who need support to live their lives their way by working in partnership with individuals & communities and spending wisely & fairly.” Over the last few the Council has been working to personalise the way adult social care services are accessed and delivered. Our aim is to enable better outcomes for people through maximising independence and minimising long term dependence. The newly established Health and Wellbeing Board, which becomes a statutory body in 2013,will steer and influence the commissioning of health and social care services. This makes it even more important than for parties to be clear about their commissioning strategies and intentions. This document seeks to provide that clarity. This document does not take into account the proposals recently published in the White Paper Caring for our Future: Reforming Care and Support and the population figures presented in the report are pre the issue of the 2011 Census data. Supplements to this document with periodic updates will be issued from time to time to reflect changing policies and local circumstances. Key Themes that run through our commissioning intentions All services must be culturally sensitive We wish to limit use of block contracts, moving to more flexible contracting arrangements We will seek to work with our providers to achieve a balance of value for money and risk that is sustainable for the provider as well as the Council We will seek to use our purchasing power to stimulate the local economy and maximise employment opportunities for local people. It is the borough’s highest priority to promote the employment of local residents and we will take that into consideration as permitted under the Public Services Social Value Act 2012. We intend to increase the range of services available, encouraging local, smaller providers We always ask that unless there are good market reasons not to do so, all contractors should pay the London Living Wage. Unless an exception is made contracts will be let with this stipulation. We will fund independent support for providers in complex procurements We wish to promote the take up of cash budgets by service
‘’ sets out the coalition government’s commitment to provide much more choice and control to individuals and their carers. The support and guidance available from ‘’ (a group of over 30 national partners that are committed to real change in adult social care) will help to drive the necessary change in practice and process. The tables show a rise in population for all age groups by 2030. The rise in population for the oldest elderly is much steeper than for other age groups; this population is most likely to be in need of social care services. Table1. Potential population growth of older people in Tower Hamlets 2011 current figure 2015 figures and % change 2020 figures and % change 2025 figures and % change 2030 figures and % change People aged 65-69 4,808 5,545 15% 6,265 30% 7,287 52% 8,534 77% People aged 70-74 4,555 4,189 -8% 4,940 8% 5,472 20% 6,248 37% People aged 75-79 3,573 3,785 6% 3,585 0% 4,219 18% 4,585 28% People aged 80-84 2,765 2,754 0% 3,002 9% 2,903 5% 3,410 23% People aged 85-89 1,658 1,795 8% 1,954 18% 2,208 33% 2,178 31% People aged 90 and over 902 1,202 33% 1,579 75% 1,988 120% 2,471 174% Total population 65 and over 18,261 19,270 6% 21,325 17% 24,077 32% 27,426 50% Table 2. Key factors that may influence potential changes in demand for health and social care in people aged 65 and over living in Tower Hamlets 2010 current figure 2015 figures and % change 2020 figures and % change 2025 figures and % change 2030 figures and % change People aged 85 and over with a limiting long-term 863 949 10% 1,035 20% 1,121 30% 1,121 30%
illness, living People with a limiting illness 8,721 8,315 -5% 8,230 -6% 8,746 0% 9,744 12% People living with dementia 1,124 1,102 -2% 1,118 -1% 1,157 3% 1,239 10% People unable to manage at least one personal care task 5,327 5,058 -5% 5,032 -6% 5,231 -2% 5,693 7% People unable to manage at least one domestic care task 6,553 6,224 -5% 6,178 -6% 6,409 -2% 6,946 6% People providing more than 50 hours care per week 288 280 -3% 256 -11% 253 -12% 270 -6% Table 3 shows the number of people in Tower Hamlets aged 18-64 is also forecast to increase by 6% by 2015, 12% by 2020 and 20% by 2030, all significantly higher than the average for England. 3. Predicted population in Tower Hamlets of people age 18-64 with a disability or mental health problem. (Note – there is an under-recording of learning disabilities in Tower Hamlets and the predicted figures are estimated to be higher.) 2010 current figure 2015 figures and % change 2020 figures and % change 2025 figures and % change 2030 figures and % change People with a moderate or severe learning disability 917 1,009 10% 1,078 18% 1,138 24% 1,193 30% People with moderate physical disability 10,045 11,040 10% 11,944 19% 12,687 26% 13,320 33% term
How do we compare to other local London Boroughs? The table below shows how we compare to other councils in London in terms of percentage distribution of total gross expenditure on adult social services by client group. Table 16: Percentage Distribution of gross expenditure on adult social services by client group 2010-11 Tower Hamlets Group Hackney Newham England average Older People (65+) 47% 48% 50% 48% 56% Adults with a learning disability (aged 18-64) 24% 23% 22% 26% 24% Adults with a physical disability (aged 18-64) 11% 11% 6% 10% 10% Adults with mental health needs 14% 13% 13% 12% 7% adults services (aged 18-64) 4% 3% 10% 3% 3% are currently 302people in receipt of direct payments in the borough. Carers Funding arrangements for carers services are complex and come from several sources. Remove above para and tabulate – lift from Carers plan (see table below)