RESOLVED: That
(1) a new service model, which incorporated a focus on internal services for those with the highest needs, provided in specialist environments and in which people with lower needs would be supported by alternative providers in the community, be agreed;
Phase One: Reducing & Rationalising Buildings
During Phase One, the Council would make operational changes to services to tackle the current over provision of spaces and offer best value for money. This would deliver required Medium Term Financial Strategy (MTFS) savings during 2013/14 whilst moving towards the proposed service model.
During this phase the Council would reduce the number of Council buildings used by in-house services from seven to four. Capacity at Sancroft Hall would also be utilised as the Council moved to this approach. Current vacancy levels in all five facilities would ensure that the Council could continue to offer high quality day opportunities as it transitioned to the new model.
The Council would support service users to maintain friendship and peer groups, which consultation had demonstrated to be important to them. Services provided would be at the current level, and of a similar type. The Council would commence planning for comprehensive reviews of individual needs to take place in Phase Two.
Phase Two: Longer Term Changes to Delivery in NRCs
During Phase Two we would implement changes to deliver the new day opportunities model. This will include the development of specialised services to meet the needs of the most vulnerable in the community.
Phase Two would involve changes over a period of time, including individual assessment and support planning to help people to identify the most appropriate service for their needs.
(2) the transformation of individual services during Phase Two of implementation, as described below, be approved:
A: Byron Neighbourhood Resource Centre - A specialised service would be provided for people with a learning disability including challenging behaviour and Autism;
B: Kenmore Neighbourhood Resource Centre - A specialised service would be provided for people with Complex Physical and/or Sensory Disabilities;
C: Vaughan Neighbourhood Resource Centre - A specialised service would be provided for people with a learning disability and complex needs;
D: Milmans Neighbourhood Resource Centre - A specialised service would be provided for older people including people with dementia;
(3) the Council cease to use the following buildings for day opportunities for vulnerable people:
Bentley Neighbourhood Resource Centre – the Council would consider alternative use or potential disposal of this property.
Gordon Avenue – Officers would negotiate with the owner of the property in relation to changing/ending use.
Bedford House – The building would continue to be used as a permanent residential care home for ten people with a learning disability as approved by Cabinet in March 2013. The Council would consider the future use of this building;
(4) theCapital Programme be amended so that this resource could be made available for capital works which arise from this review, and the recent review of Residential Care services. This would rename the capital project for "Bentley Day Centre Remodelling and Refurbishment" to "Remodelling and Refurbishment of Adult Services Residential Care and Day Care Services";
(5) the further development of a marketplace of community-based services for people with personal budgets delivered through the Council’s on?line market place – My Community ePurse – be noted;
(6) the further development of integrated services, offering a greater range of health related services and therapies within the four designated Neighbourhood Centres and other community facilities, as part of the new responsive model of day opportunities, be noted.
Reason for Decision: The development of this new model of day opportunities for vulnerable people in Harrow would
· deliver a model in which services were strategically aligned and financially affordable for the future;
· ensure that the London Borough of Harrow was using its resources to support those most in need in safe and high quality services;
· deliver revenue savings of £300,000 in 2013/14 and £300,000 in 2014/15;
· ensure that we use the buildings available to us in the most effective and efficient ways;
· support greater integration of health and social care services in order to develop improved seamless, preventative services, for example, using centres for physiotherapy and health education;
· respond to the changing demographic profile of people who use day opportunities, for example, by providing services that were able to respond to young people with severe autism and challenging behaviour support staff.
Alternative Options Considered and Rejected: As set out in the report.
Conflict of Interest relating to the matter declared by Cabinet Member / Dispensation Granted: None.