Question to the Department of Health and Social Care:

To ask the Secretary of State for Health and Social Care, if he will make an assessment of whether the Bath, Swindon, and Wiltshire Integrated Care Board's decision to award a contract to HCRG Care Group for community-based care (a) includes social value in the contract, (b) conducts a public interest test for procurement and (c) ensures value for money while achieving the goals in the Business Case.

Following a procurement process, HCRG Care Group will lead an innovative partnership with the National Health Service, local authorities, and voluntary sector groups, and will take responsibility for community services from 1 April 2025, under a contract that will run for at least a seven-year period.

The performance of HCRG Care Group, both from a clinical and non-clinical perspective, will be subject to the same scrutiny as all other health and care providers commissioned by the integrated care board (ICB), which includes NHS and non-NHS organisations. The contract contains the usual safeguards and ability to issue notices, as is standard with all NHS contracts. There is a fixed financial envelope, and the provider is contractually required to deliver the services from within this funding. HCRG Care Group will also be required to undertake regular reporting regarding financial performance to the ICB.

I understand from the ICB that social value contributions will be monitored as part of the contract monitoring process. As part of procurement evaluation, 10% of the score was weighted to social value benefits in line with central guidance. The commitments made by HCRG Care Group within their bid form part of their contract.

Furthermore, the ICB report that they had a legal duty to proceed to procurement because existing contracts were ending and there was no scope to legally extend them further. Reprocuring the contract could not be subject to consultation as it was not optional. The procurement was carried out in line with the requirements of the process, and therefore, commissioners are required to abide by the outcome.

Engagement with patients and the public took place on the ICB’s Health and Care model and elements of the ICB’s Integrated Care Strategy, which gave a framework of the priorities that fed into market engagement events with providers. These events shaped the primary and community questions response from the ICB’s Delivery Plan, and subsequent transformation priorities and key outcomes for integrated community-based care, which formed the basis of the Integrated Community Based Care programme, and the procurement.