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Solihull Council is looking to commission a Perpetrator Intervention & Disruption Service which will play a key role in reducing and mitigating the impact of domestic abuse in Solihull as part of its Perpetrator Tiered Approach to Intervention model. The commissioned Service will provide co-located Domestic Abuse Senior Practitioners within Children Services and Adult Social Care Teams, and Solihull Community Housing, providing on the ground specialist expert advice and guidance to risk assessments, support planning and management in relation to cases where domestic abuse is present and a concern. This will include outcome advice, such as signposting, referrals or escalation, which will support an increase in perpetrator disruption tactics. The Provider will also deliver multi-agency training to equip staff with tools and knowledge around Domestic Abuse key themes. The Service will work with Children Service’s, Adult Service’s and Solihull Community Housing, and other organisations where capacity allows, to provide them: Case surgeries with specialist consultation, assist professionals with their approach to safe practice, risk assessment, and appropriate interventions suitable to individuals and the needs of families. Attendance at complex case reviews, strategy meetings, and /or allocation meetings to support professionals in their assessment of risk and potential safe responses to identified families whereby Domestic Abuse is a factor. Support and advice on modelling and planning home visits enabling professionals to assess and respond appropriately to Domestic Abuse, considering all individuals impacted and affected. Support around having safe and appropriate conversations with perpetrators about their harmful behaviour and considering and assessing risk factors for victims/survivors/children as a result of holding perpetrators to account for their behaviours, as well as using professional curiosity to respond to bilateral allegations appropriately and in a non-bias way. Robust risk assessing of Domestic Abuse cases, support to adequately safety plan and engage with specialist victim/survivor support providers to enhance safety at all times. Identification of opportunities that may be available to disrupt and divert perpetrator behaviour. Support frontline practitioners to identify behaviour change work with perpetrators and where appropriate onward referral to specialist support from other agencies. Advice and support to professionals around safety and support for the victim and their children, utilising our existing partnerships with specialist support organisations. Training that is responsive to meeting emerging needs of the multi-agency workforce. To deliver a series of multi-agency training workshops to staff to share learning, practice, and support in. Including, but not limited to: • Understanding and working with Domestic Abuse • De-escalation training • Assessing and managing DA risk • Holding safe conversations and best practice • Partner agency working • Coercive Control and Gaslighting • Victim blaming language • Stalking and harassment • Motivational interviewing • Bilateral Allegations All multi-agency training is delivered flexibly to meet emerging needs of the professionals engaging across different agencies. This includes virtual webinar or large-scale training sessions in addition to smaller team focused training, virtually or in person that allows space to work through themes and skills for practice. Close working relationships with managers throughout and meeting regularly with all teams to: • Provide information about and promote the service. • Identify and support training around key themes identified by staff and team managers. • Facilitate reflective practice sessions to embed change in working. • Participate in supervision, and skills practice sessions, and training for staff to support managers to understand and supportively embed culture change in respect of responding to domestic abuse. The model will equip staff with specific tools and underpinning knowledge which will help them to do the following: • Encourage perpetrators to acknowledge their harmful and abusive behaviour and have consideration of the harm that domestic abuse causes to victims. • Identify the perpetrators likely future readiness for further interventions such as a full perpetrator programme/intervention. • Increase the likelihood of engagement with a specialist service or commencement on identified and appropriate perpetrator programmes • Make more informed risk assessments and contribute effectively towards safety planning and risk management around the family (victims and children), and ensuring response appropriate to their needs, and at the right time. The Service must remain responsive to ongoing reforms, recognising that local delivery models, pathways, and partnership arrangements will continue to develop and embed over time. The Provider will be expected to work flexibly and adapt its approach, systems, and practice to align with emerging local priorities, new multi-agency structures, and evolving expectations around perpetrator focused work. This includes proactively engaging in co design, contributing to continuous improvement, and ensuring the Service can integrate seamlessly with future models as they are implemented. For example, Children’s Services Families First Reforms. The contract is for an initial term of 3 years, with the potential for extension up to a further 2 years, dependent upon success in achieving the required outcomes, meeting KPIs and the availability of funding. Selection includes a minimum turnover threshold, and evaluation will be against Quality, Price and Social Value, as per the associated tender documents. The procurement documents are available for unrestricted and full direct access, free of charge, at https://solihull.my.site.com/s/ Additional information can be obtained from the above-mentioned address Tenders or requests to participate must be submitted electronically via https://solihull.my.site.com/s/ Tenders or requests to participate must be submitted to the above-mentioned address
This tender is for the provision of prevention and early intervention for people who are living with mental ill health. The service objective is to prevent mental health complications escalating into longer-term difficulties, supporting people to be as independent as possible where the overarching aims are to reduce the number of people accessing social care services earlier than necessary, reduce hospital admission, prevent the need for long-term care, enhance independence and self-reliance, promote choice and control, improve people’s quality of life, improve financial resilience and support carers/family where appropriate. The Enablement Service delivers short-term targeted, one-to-one support. This is a 12-week programme of support, typically providing a minimum of 5 hours per week, focussed on developing daily living skills, confidence and independence, widened access to include people with learning disabilities, physical disabilities and acquired brain injuries, ensuring services align with the Care Act 2014 prevention and wellbeing duties. The Mental Wellbeing Drop-In Service provides community-based, open-access mental wellbeing support. This service operates six days per week, across multiple community venues in North, South and Central Solihull, providing low-level mental wellbeing support and acting as a preventive and step-down offer from statutory services. It is envisaged that one contract for a Single Service Provider or Lead Service Provider with partner/sub-contractors will be enacted for the Enablement Service as a cost-and-volume element and for the Mental Wellbeing Drop-In Service element, a block arrangement, to ensure a seamless transfer between provision for Service Users.
Provision of high quality Personal and Nursing Care as defined by the current Care Quality Commission (CQC) standards for which you have registration, to people who are nominated by the Council to the Provider’s Home. The Service will be provided to those who have an assessed Care and Support need, for whom Personal or Nursing Care in residential setting has been identified as the most appropriate form of care and support. In the main, people who use the Service will have complex care and/or support needs.
£14,826,577.5
Contract value
Solihull Metropolitan Borough Council is undertaking a pre-market engagement exercise to understand provider interest and gather insight into the most effective model for delivering a Long-Acting Reversible Contraception (LARC) in Solihull.<br/><br/>This is a market engagement exercise for services that fall within the Health Care Services (Provider Selection Regime) Regulations 2023. For the avoidance of doubt, the provisions of the Procurement Act 2023 do not apply to this market engagement exercise.
£180,000
Contract value
This is not a procurement exercise, it is a market engagement. The purpose of the contract will be to ensure that decisions requested under S202 of the Housing Act 1996 are made on behalf of SMBC by a suitably qualified and experienced independent expert who is able to offer an impartial and objective review process. The service provider shall effectively discharge SMBC’s duty under Section 202 of the Housing Act 1996 (as amended by the Homelessness Act 2002, the Localism Act 2011 and the Homelessness Reduction Act 2017) by making and detailing all relevant enquiries; writing review decision letters and adhering to all of the relevant legislative and other legal requirements (including ‘The Homelessness (Review Procedure etc.) Regulations 2018’). This will include having due regard to any additional relevant guidance which may be issued by the Government in relation to aspects of the service.
£100,000
Contract value