Agenda item

6.1       This item was introduced by Penny Shimmin, Ruairi McCourt, and Barry Atkins.

6.2       The transfer of day services to Sussex Community Development Association (SCDA) has gone well. TUPE has been smooth, and there has been good continuity of care with almost all former staff transferring over. The new service revolves around a range of enjoyable activities which are accessible to a range of clients, including those with dementia. There is a particular emphasis on providing healthy, freshly cooked food. There is also a greater emphasis on administration, particularly in terms of measuring performance/outcomes. To date there have been no complaints about the new services, although there have been many compliments.

6.3       East Sussex County Council continues to fund places for eligible clients, but this is now on a ‘spot-purchase’ basis which offers improved value for money. SCDA has the opportunity to exploit the resource potential of the units it runs – by, for instance, attracting more self-funding clients.

6.4       SCDA’s business model assumes a diminishing reliance on ESCC funding over coming years. SCDA will seek to replace this funding source by expanding catering and other offers (including a potential move into the Community Meals market). SCDA is committed to a research partnership with Sussex University. In time this will produce evidence on the outcomes of day services as a preventative tool.

6.5       In response to a question on the potential for NHS funding of day services, BA told Members that services could be pitched to the NHS if there was evidence of health benefits. KH added that we are moving, through the East Sussex Better Together programme, to an integrated health and social care offer. Day services have a role to play as part of this offer, and have particular value in supporting carers, but in the future the question of whether funding comes from health or social care will become much less relevant.

6.6       Self-sufficiency is an aspiration for SCDA, but not an actual target at the current time. The change of provider has already realised significant savings for the county council, and the move to a spot purchase system has meant that the council is better-placed to control financial risk. It is also unlikely that an in-house service would have had the potential to generate income in innovative ways that SCDA has. 

6.7       Clients for day services tend to come from relatively close to the day centres. In addition to the three services managed by SCDA further services have been developed including the use of residential care homes that provide day services. Service users have indicated that they do not favour long transport journeys to services. 

6.8       The transfer of responsibility to SCDA has already realised the £700K savings target. It has also made the day service model much more sustainable, particularly in terms of reducing risks for ESCC (e.g. risks associated with maintaining the day services estate).

6.9       The committee welcomed SCDA’s successful performance to date. Members also noted that there may be wider applications of this business model – particularly in terms of a provider having the opportunity to add value by exploiting commercial opportunities that would not be open to an in-house provider. This model could be usefully explored for services such as libraries.

6.10     The committee agreed that it should receive a follow-up report on the performance of day services in autumn 2016.