Our commissioning intentions have been focused on changing behaviours to promote independence, developing evidence-based early interventions to prevent peoples’ care needs increasing, and devising new delivery models through joint work with our partners.
We gather data and feedback from a wide range of sources and analyse this in conjunction with predicted demand models to determine the requirements for future service provision.
We have a particular focus on using available resources more effectively and seek to work with a more diverse range of partners including voluntary and community sector organisations, small and medium sized enterprises (SMEs), and entrepreneurs to deliver high quality support for our residents.
The current Coronavirus pandemic has had and will continue to have for some time, a significant effect upon both the provider market and the demand for support. As such we are continuing to monitor the situation closely to understand what this means for our current commissioning plans and to engage with our providers and stakeholders to ensure that we maintain a stable market in these unprecedented times.
Where necessary we will revise our commissioning plans and re model services to ensure that we continue to meet needs of Darlington residents in the “new normal”
The purpose of a collaborative commissioning process is to design how we best respond to the needs of people and communities by putting them at the heart of everything we do; the aim of improving outcomes, ensuring the right care, in the right place at the right time, harnessing the
power of people and communities by taking an inclusive asset-based approach, and making informed investment to ensure we maximise the value of the Gateshead pound.
Effective commissioning will be driven by a data led, evidence-based approach which also promotes collaboration, integration and innovation across the Gateshead System to meet identified current and future needs, as well as any gaps in provision. Our ambition is to provide a high quality, high
performing market through support and collaborative service design with people, providers and communities.
The aims of effectively commissioning in Gateshead will support:
• Early identification, assessment and diagnosis – effective working across health and social care to streamline processes, reduce waiting times for assessment and diagnosis, and avoid people having to tell their story multiple times.
• Continuity of care – there are arrangements in place to ensure continuity as young people move into adulthood.
• Information, advice and support – ease of access to a good range of services and user-friendly information.
• Early intervention – support the move towards ‘Prevention’ as well as improving access to and the availability of universal services.
• The availability and range of services – services are personalised, flexible and outcome focussed with a range of solutions on offer to meet people’s needs, often moving away from traditional models of support.
• Opportunities for connecting – enabling providers and the health and social care workforce to come together to identify opportunities for improved processes and service delivery. Also connecting communities and incorporating peer support into all health and social care pathways.
• Family and carergiver support – there is a range of mechanisms and support in place for caregivers to support them with and/or give caregivers a break from their caring role.
• A competent workforce – appropriately skilled and trained workforce.
• Value for money – that any services commissioned are done so on the basis of providing the most efficient and effective way of meeting people’s needs.
Last updated 29th August 2023
We acknowledge that developing long term commissioning intentions in this time of a Covid pandemic is challenging. However, our focus over the next 3 years will be to further implement Community Led Support This will offer opportunities to commission in a different way to meet the needs of the local population, both in terms of prevention and ongoing support. Our aims are that:
– Co-production brings people and organisations together around a shared vision;
– There is a focus on communities and each will be different;
– People can get support and advice when they need it so that crises are prevented;
– The culture becomes based on trust and empowerment;
– People are treated as equals, their strengths and gifts built on;
– Bureaucracy is the absolute minimum it has to be; and
– The system is responsive, proportionate and delivers good outcomes.
Home Care aged 18+
The Council currently has a number of Business Partners and Spot Providers that are supported by an Approved List of Spot Providers. Should demand needs change, then any opportunities will be advertised via the North East procurement Organisation (NEPO). The current contract ends in November 2025.
Residential & Nursing Care
Middlesbrough Council are keen to engage with providers who are looking to develop or expand their Residential and Nursing Care Homes for Mental Health and Learning Disability provision.
We would like to hear from providers who are looking to develop general residential services for those aged 18-64.
Extra Care Housing for persons aged 55+ with eligible care and housing needs
There are currently voids in both of the extra care schemes within Middlesbrough and this remains reasonably stable. Middlesbrough Council are not looking to increase our Extra Care capacity at this time.
Enablement and Support for persons with Learning Disabilities, Mental Health, Physical Disabilities and/ or Autism
The current Focussed Care and Support Framework will be fully appraised and any recommendations or opening of the Framework to be considered in 2024.
ISLs / Supported Housing
At the current time the Council is not looking at increasing ‘shared’ supported accommodation.
Tees Valley Complex Care and Support Framework
The current contract is Teeswide and is in partnership between Middlesbrough, Redcar & Cleveland, Stockton, Darlington and Hartlepool Council. The contract ends in March 2029, should demand needs change, then any opportunities will be advertised via the North East Procurement Organisation (NEPO).
Tees Advocacy Service
The current contract is in partnership between Middlesbrough, Redcar & Cleveland and Stockton Council to provide access to IMHA, IMCA, paid RPR, Care Act and general advocacy advice. The current contract ends April 2026, with the option to extend until 2030.
Day Services / Day Opportunities
Organisations that are looking to develop innovative services / opportunities in Middlesbrough can contact the Council via email@example.com Of particular interest would be any services / opportunities that would be available in the evenings or weekends. We will be mapping current services to identify any gaps in provision throughout 2024.
Middlesbrough Council’s Commissioning Team are always keen to hear from housing providers to discuss new and innovative models of service provision which can meet our current demands. Housing providers should be registered with the Regulator of Social Housing and should be able to evidence their inclusion on the list, found on GOV.UK
To inform future Commission intentions, data from a variety of sources is regularly reviewed and analysed, to determine local need.
Redcar and Cleveland’s commissioning intentions are increasingly being affected by the ongoing Covid-19 pandemic. Previously agreed intentions may now be subject to review as we cannot accurately predict the future market based on the significant effect on services, directly related to the Corona virus. These changes will no doubt re model the way future services are aligned, and consultations will be required to ensure the Council develop the right services to meet the needs and demands within the Borough.