1. Strategic Health and Care Commissioning Work This report says how this work will be done.

2. This work is to tell Commissioners the best way to buy services (Procurement) for disabled people. On the 30 th of July, 2014, the people in Finding Common Purpose said we need to do this work. This work will give Commissioners the tools and ideas they need to buy services. These tools and ideas will be person- centred. They will also support a local market of services. This work will include a set of good rules around buying care. We will ask solicitors to make these rules person-centred and easy to use. We will get help from the Local Government Association. They have just made a good guide to buying goods and services for other areas, such as buildings and energy. What is this work?

3. This work will focus on buying services for people with disabilities. This work will be for those people no matter where they are, in hospital or at home. This work will focus on ways that Commissioners can support new services. It will do this in a way that does not break laws. For example, there are laws against giving support to one or two providers to develop a new service. This is because other providers see this as unfair. This is why we need solicitors to make sure that the work we do is right. Support to make new services is important. This is because some people with high needs do not have local services for them. This is also important because a Direct Payment does not mean anything if there is nothing to buy. This is also one of the reasons people are stuck in hospital – there is not the right care for them near their home.

4. If NHS England and local NHS people do not work with Local Authority Commissioners, then the person using care may not see a big change in their care. The person’s care manager needs to be free to make a support plan and buy services no matter where they are – if not then the person using care may not see a big change in their care. The money that NHS England uses needs to be shared with local areas, so that better care is bought - if not then the person in hospital may not be able to go home quickly. What are the Risks for the Project? We may not have enough time to do this work properly – we will pay close attention to the progress and make more plans if we need to.

5. Barriers:  Funded by NHS England, currently funding not allowed to move outside NHS England.  Information about person does not cross easily  Different Commissioning process. Barriers:  Different funding streams, currently funding for the person is only shared through the Better Care Fund and s75 agreements.  Information is slow to cross over.  Lack of care coordinators to take up care and push for funding from Local Authority.  CCG can have a medical model of patients and care versus Local Authority social model of people and enablement.  CCG has different Commissioning process.  CCG covers different areas to Councils.  Councils can have difficulty funding care. Lack of providers giving specialised care in community. Lack of clear data around numbers of people needing care now and in near future in the community – difficult to plan service delivery. For the most complex cases, funded centrally For other cases, funded by local NHS Trusts Local CCG Local Authority Where majority of care should be delivered, funded by Local Authorities

6. If this work is done well, it will; 1.Listen to the voice of people using care, 2.Give good tools and ideas to people who buy services, 3.Give a way out to people stuck in hospital because there is no local care, 4.Help Winterbourne View Joint Improvement Programme do what it is meant to do, 5.Help solve problems between Commissioners and Providers. 6.Help people across Local Authorities and NHS to work together for people who use care. The things that this work will make: 1.National Procurement Strategy for Health and Social Care Services – a report for people buying services. 2.Model procurement regulations for person centred buying of care- a tool for people buying services.

7. The Strategy could explain the role of: 1.Quality of Life Standards and audit, - this uses the voices of people using care, and their carers, 2.Joint Strategic Needs Assessment – this asks everyone in a local area what is needed, 3.The person using the services being bought or developed, 4.Best practice for Positive Behaviour Support, - so that it is paid for if it is needed, 5.The Voice of Providers who are asked to make new services or provide existing care, 6.Market Position Statements, 7.NHS rules around buying care, and local rules around buying care, 8.The myths (wrong ideas) about buying services, 9.Case studies which show what can happen if there are delays or problems in buying care for people, 10.How to get agreement on who is at risk when the contract for care fails, or if something goes wrong when the care is not delivered properly. What will the National Procurement Strategy for Health and Social Care look like?

8. Action Plan