Transcript Adult Social Care Supplier Engagement presentation

Adult Social Care Supplier Engagement
Welcome & Introductions
• Helen Coombes – Interim Director Adult Wellbeing
• Wayne Welsby – Head of Commercial Services
• Amy Pitt – Adult Social Care Commissioning
– Copies of the slides will be available on the
Business Opportunities page of the Council’s
website
– Exit in case of emergency
Transforming Adult Social Care in
Herefordshire
Supplier Engagement
Supplier Engagement Events?
• Short, medium and longer term
commissioning activity
• Changes to our arrangements with Wye Valley
NHS Trust
• Better VFM
• Accelerate Personalisation
• Market Development
• New Care and Support Bill
Where are we today?
• The majority of adult social care provision is provided externally through
managed budgets, block contracts, Direct Payments etc
• The council currently commissions Wye Valley NHS Trust and 2gether
Foundation Trust to manage and provide a range of adult social care
services on its behalf
• These services include our social work assessment and care management
function as well areas of direct service provision such as day
opportunities, community equipment and sheltered accommodation
• Adult social care budgets remain at just over 1/3rd of total council budgets
(34%), rising demand and reducing budgets make a very challenged
financial environment.
Why is it changing?
• The current arrangements with Wye Valley NHS Trust are about to come to
an end on 13th September 2013 so we need to find alternatives ways of
delivering services
• The Adult Social Care budget has overspent for many years and we need
to ensure we can deliver services within a budget we can afford
• We want to encourage and support people to live independently and stay
healthy for as long as possible
• We want to enable more people to take control of choosing and
purchasing their own services under the national personalisation agenda
as service users are the best people to decide what they need
What and when is it changing?
• Assessment and Social Work functions ( currently in Wye Valley) will
return to the council from September 2013 and we have a new
operational structure aligned to community health services
• All “direct service” provision will be commissioned rather than directly
provided by the council in the future (by March 2014)
• The services are:
–
–
–
–
–
–
Integrated Community Equipment Store (ICES)
Adult Placement Scheme
Norfolk House sheltered accommodation
Reablement Services
Day Opportunities
Sensory Impairment
What will this mean to service
users and carers?
• Where services change, we will work with existing and new providers to
make sure transition plans are in place
• The council will make sure that those who are assessed as vulnerable* (i.e.
people with substantial and critical needs) will be regularly reassessed to
make sure their needs continue to be met appropriately
• Service users and their carers will get an improved and more responsive
service
• Working with the market we hope to deliver more flexible direct care and
in some cases increase capacity
What will this mean to those who
wish to provide services?
• These changes create opportunities for all of us to think differently
• We are interested to hear from a range of providers, communities,
voluntary groups and staff (who may wish to become sole traders or set up
small businesses) who want to offer some of the activities people might
be interested in purchasing
• “Personalisation” is about choice, but to create choice, we need to work
with providers to ensure a range of services are available
• Complete the process by the end of March 2014
Other Commissioning Tasks
• Home and Community Support
• Information, Advice, Advocacy and Brokerage
• Telecare
• Rapid Response
Commissioning Principles
• Broadly looking at framework approaches
• User and Carer experience and involvement
• Proportionate tendering exercises and qualification criteria dependent on
complexity
• Safeguarding and Quality
• Outcome based with a strong focus on enablement
• Supplier Diversity and Support Local Economy where we can
• Promote Choice and Control – range of access for Personal Budgets
• Encourage partnerships and joint ventures to maximise benefits of volume
linked price reductions and capability of market
• Flexible contracting
2013 Plan
• Specific Procurement Activity Completed
• Market Position Statement and Intentions
• 2-3 year Procurement Plan shared to enable market planning
• Including e- market place, pre paid cards, ISF’s, retail model’s
• Integrated Pathways commissioned with the NHS
What is a Direct Payment?
• The Direct Payments scheme is a key part of the UK Government’s
national personalisation agenda to give service users greater choice and
control over their care and support. This approach gives service users
money directly to pay for their own care, rather than the traditional route
of a Council providing care for them (typically at set times for set tasks).
• Direct Payments promotes user choice, independence and flexibility which
in turn supports greater well-being and quality of life.
THE SERVICES
The Services
• Looking for a rich mix of services provided by Personal Assistants, care
agencies, private sector and voluntary sector.
• May include help with practical daily living tasks, such as:
– washing and dressing
– shopping and cleaning
– getting up and going to bed
– cooking and eating meals
• Also may include:
– at college or classes
– Leisure
– Specific events (H. Art events), Museum visits, talks on topics of interest.
Examples
•
Example 1: Jim is a 30-year-old with learning disabilities and autism who for the
past four years has used direct payments to fund fair trading (selling fair trade
goods at events to local customers) and to organise charity music gigs that raise
money for education projects in South Africa. He also employs two personal
assistants who have a specific interest in fair trade and the music he likes.
• Example 2: Josephine had to cut short her career as a graphic designer due to the
severity of rheumatoid arthritis. Her individual budget gave her £324 per week of
care. This is partly spent on massage, acupuncture and pedicures which help
relieve some of the symptoms of the condition. Of most significance though is the
employment of three personal assistants 30 hours a week to provide care and take
her out on shopping trips. Finding PAs that could drive was hugely important giving
Josephine regular contact with the outside world, whereas previously she'd been
unable to get out much.
Examples
•
Example 3: Mrs N, a 69-year-old music teacher from West Sussex, has a number of
health difficulties including spondylitis, arthritis and glaucoma. She was allocated
£203 per week to meet her needs through an individual budget and decided she
wanted to be the one in charge of how this would be spent. She changed the care
agency providing domiciliary care to a local one, saving her money that was then
spent on funding a car cleaner, gardener and chiropodist. She also employed her
grandson, who was a student, as a personal assistant to take her on weekly
shopping trips.
•
Example 4: Fatima is a 33 year old mother of three affected by Post traumatic
stress disorder and temporary intermittent physical paralysis. Fatima receives a
Direct Payment and uses that to employ an assistant for 14 hours a week. In
addition to helping her with household chores, her Assistant looks after her
children so that she can attend a local out-patients clinic. At the clinic Fatima is
able to get the support that she needs from others who are in a similar situation to
herself. Fatima is able to live an independent life and look after her children. She
has employed a Somali language speaker and this helps to ensure that her children
develop their own cultural identity
Examples
•
•
Example 5: Maria has a learning disability. She has 24-hour package of care using a
team of four personal assistants. She has a trusted circle of support to help her
decide and get what she wants. Her package of support is funded through Direct
Payments and the Independent Living (1993) Fund. An independent living trust
was set up to look after and manage her money on her behalf.
Example 6: Jill is a two year old with Glycogen Storage Disease type 1A. Jill is
attached to a feeding pump, which has to be monitored every 2 hours, day and
night. Jill's mum provides 24-hour care 7 days a week. She is a lone parent with
two other young children. Her only source of support was Jill's grandfather, who
would spend time in the home every evening. When the grandfather fell ill, Jill's
mum found herself in the position of having to send the other two children to bed
when Jill went to bed, or to leave them downstairs alone while she sat with Jill.
Direct Payments were arranged for 14 hours a week. This enabled Jill's mum to
spend some time with her other two children whilst a personal assistant sat with
Jill until she went to sleep.
Examples
• Example 7: John is a middle aged man who is living with HIV. He is unable
to work and spends most of his time at home. He gets very tired and so
finds it very difficult to go on outings. He barely manages to get to the
local shops to buy food. John applied for a DP and now he has a Personal
Assistant who comes to his house twice a week. It has made his shopping
trips much easier and he now enjoys social outings.
• Example 8: Judy and Mick are a young couple with 4 children under the
age of 6. Mick has a physical impairment and Judy has to take the kids to
school every day. She doesn't drive so this entails a lengthy journey across
town with 2 toddlers 'in tow' as Mick cannot cope with kids in his wife's
absence. They own a car but Judy doesn't have a license. They're not
receiving services within the home because neither of them want what
they feel would be an intrusion into their home. Judy is trying to meet all
of Mick's personal care needs. A carers' Direct Payment funded the cost of
driving lessons. Judy passed her test and is now able to use the family car,
which tremendously eases some of the burdens of caring for both Mick
and her four children.
Examples
• Example 9: Bill is deaf and blind and lives alone. His father previously
assisted him with many tasks; dealing with correspondence,
communication, and acting as a communicator guide when accessing
community services, socialising and shopping. His dad found this
extremely difficult and Bill was assessed as needing a communicator guide
for essential access needs. Due to the limited number of professionally
trained communicator/ guides in the community, Direct Payments where
set up to enable Bill to purchase such a service from an organisation that
the local Social Services would not normally contract with. This also
allowed more flexibility for Bill as the days and times for requiring this
support would vary from week to week.
Sensory Impairment
• After assessment completed, training/equipment/support/advice is given
to the service user to maximise their independence and safety.
• Enables people to remain in their own home for as long as possible and
prevents them needing more costly long term social care in the future.
• Reduces social care formal provision by supporting the preventative
agenda by assessing and providing specialist enablement equipment for
people at home.
• Needs to provide a cost effective service and offer special advice and
information for those affected by sensory impairment
• Supports drop-in clinics in the Market towns.
Day Opportunities
• Aim: Increase the range of services vulnerable adults can
access via personal budgets cf. traditional day centres.
• Eligibility: Critical and substantial needs assessment (FACS)
offered a personal budget accessed through range of
mechanisms.
• Outcomes:
1. Choice of quality support services which meet an individual’s
needs and wants
2. Ensure everyone is protected from risk and harm and able to
live a full, independent life.
Reablement
• Short term, home based intensive support  6 weeks
• Gives individuals the skills and confidence to live
independently at home.
• Assists hospital discharge.
• Outcomes:
1. Promote independence
2. Prevent deterioration of well-being due to ageing, illness
and disability
3. Delay need for more costly and intensive services.
Adult Placement Scheme
• Supports carers who can provide accommodation and support
in their own homes for adults with disabilities, learning
disabilities, health problems, mental health issues and older
people.
• Sources additional carers
• Individuals encouraged to live as independently as possible
and undertake everyday living tasks.
• Opportunity to share in family and community life.
• Short term and long term care.
• Outcomes:
1. Promote independence and choice
2. Person centric
3. Opportunity to live an ordinary life.
ICES
• Provides equipment to enable people to stay at home and
maintain their independence.
• Provides advice to carers to enable them to continue
domiciliary care.
• Short term or long term loan of items from special mattresses
to walking frames.
• Outcomes:
1. Gives individuals increased independence, choice and control
and supports safety.
2. Helps carers reduce the amount of support, reduces the risk
of injury and ill health.
Norfolk House
•
•
•
•
•
•
30 unit sheltered housing scheme for over 60’s with 24 hr. care.
The scheme provides:
Self-contained, easy to manage, non-institutional accommodation
A supportive community with support staff and other residents
Peace of mind and help in an emergency
Promotion of social inclusion, involvement , participation and active
citizenship
• An alternative to residential care
• Prevents hospital admission, depression, loneliness and anxiety.
Home Care
• Supports people with daily tasks on a long term basis in their homes after
a decline in health / illness/ or following an accident.
• Available to all client groups and provides respite for carers.
• Following a needs and eligibility assessment, a personal budget is created
and individuals choose how they spend this through a range of
mechanisms.
• Can include: personal care, preparation of meals and drinks, cleaning and
house care and general household management.
– Outcomes: - To maintain independence, health and wellbeing, to
receive personalised care, and ensure a safe service which treats
people with dignity and respect.
– To enable people to remain in their own homes for as long as they
wish and be a part of their local community, and support carers in
their role.
Proposed Commissioning Approach
• Services to be commissioned via 5 – 6 procurement processes
will be conducted concurrently during September 2013 –
January 2014.
• Service delivery is planned to commence 1st April 2014.
• The aim is to conclude all processes by 1st February 2014 to
allow for a minimum of 8 weeks mobilisation of each Service.
• Consultation with potential service providers to be carried out
during August 2013 to gather comments on the proposed
commissioning approach. This will include an opportunity to
complete a questionnaire, as well as feedback provided at
these events.
Proposed Commissioning Approach
• The procurement processes to be used will be shaped and
informed by the feedback gained from consultation. Feedback
on the results of the consultation will be published on the
council’s website.
• Feedback will be presented, the tender processes to be used
and the commissioning approach to be confirmed at supplier
events scheduled for
28th August 2013
12th September 2013.
Proposed Commissioning Approach
•
In particular, the council is interested in exploring a commissioning approach
which seeks to capture and concentrate the expertise of specialist service
providers across the range of Home and Community Support services via one
procurement process.
•
This procurement for ‘Home and Community Support’ would be seen as
encompassing such services such as:
Day Opportunities
Home Care
Norfolk House
Sensory Impairment
These could be on a framework agreement with a range of suppliers such as
domiciliary care agencies, leisure activities, social activities, clubs and even holiday
provisions.
Proposed Commissioning Approach
• These package of specialist services would be tendered for
alongside more traditional approaches to the provision of care
for example
Integrated Equipment
Adult Placement Scheme
Reablement
which would be commissioned via a block contract.
Proposed Commissioning Approach
• It is planned that this will enable the commissioning of more
innovative services, which will better meet the needs of
service users and offer increased choice.
• In addition to commissioning by the council, the plan is for
these services to be able to be commissioned directly by
service users as part of their personalised budget.
• However, to enable this it is likely that the contractual
framework for the provision of these services will be
structured differently to that for the more traditional services.
Proposed Commissioning Approach
• These ‘Home and Community Support Services’ would be
packaged into smaller lots, making accessible to a wider range
of potential providers.
• The specification for these services would also be less
prescriptive, focusing on satisfying overall commissioning
objectives, in other words more ‘outcome’ focused’.
• To this end, the council is particularly interested in
understanding the range of services which are available in the
marketplace , to make sure that the scope of the procurement
is broad enough to encompass these.
Wayne Welsby
Head of Commercial Services
Where can I find Tender
Opportunities?
• Register on Proactis, our e-Tendering Portal:-
https://tenders.herefordshire.gov.uk/SupplierPortal/
•
•
•
•
Its free to register
Easy to search for Opportunities
Technical Support is available
The core communication channel for procurement
Proposed Procurement Processes
Two Procurement process options:
• Restricted (two stage) process involves the completion of a
Pre-Qualification Questionnaire (PQQ) which will be scored.
Only the highest scoring shortlisted providers are invited to
tender for the services (likely shortlist providers of 5 – 8).
• Open (single stage) Process involves submission of a selection
questionnaire at the same time as a tender for the services.
Process used will be influenced by number of factors including,
potential tenderers and number of suppliers required.
PRACTICAL TIPS WHEN TENDERING FOR
PUBLIC SECTOR CONTRACTS
What is a Invitation to Tender (ITT)?
• An ITT is a formal document issued by the Council which sets
out the detailed requirements of work to be done.
• Complies with the EU Treaty principles of .. transparency,
proportionality, equal treatment and non-discrimination.
• Questions asked within the ITT gives the Council confidence
that organisations are suitably qualified for the opportunity
and asks questions around how the requirements will be
fulfilled.
• The objective is to identify a bidder with whom to contract.
Ten Top Tips on How to Tender
•
•
•
•
•
•
•
•
•
•
Don’t be put off – if in doubt ask! (via Proactis)
Read the documentation thoroughly and understand what is required.
Understand the Council; aims, priorities, commissioning principles.
Do answer in full, do not assume anything is obvious or “goes without saying”,
particularly if you are a current supplier as we can only evaluate what’s in the Tender.
Make it clear which question your answer refers to – clearly number and cross
reference. Help the evaluation team to make the right decisions.
Note the evaluation criteria and weightings and ensure extra care given to key
questions.
Be clear on your pricing model - state any assumptions you made when pricing (e.g.
availability of resources, timing etc)
Complete and return the documents by the date and time given. Check that you
have signed everything you should have.
Don't include publicity or promotional material in your submission unless you are
asked to do so.
Do ask for feedback if you are unsuccessful, it will help you with the next tender.
What is asked in a Tender (1)?
•
•
•
•
“BASIC DETAILS OF YOUR COMPANY”
– We want to know who we are dealing with e.g. company name, parent company
details, VAT registration.
“REFERENCES”
– Purchasers need to validate claims. References are a test of capability and capacity.
– Proof often sought from more than one client.
“INSURANCE”
– We seek (proportional) insurances for our protection should something go wrong.
“FINANCIAL INFORMATION”
– We need evidence of solvency and to evaluate financial risk including over reliance.
What is asked in a Tender (2)?
“EQUAL OPPORTUNITIES”, “ENVIRONMENTAL MANAGEMENT” AND
“QUALITY ASSURANCE”
• The Council operates these policies and it seeks to work with organisations sharing
same values and controls.
“HEALTH & SAFETY”, “EQUALITY & DIVERSITY”
• The Council complies with H&S and E&D legislation.
• Through its policies and procedures, it seeks to contract with organisations
matching its aspirations.
“BUSINESS AND COMPANY STANDING”
• These are statutory questions which all public bodies must ask.
• Public Services Contracts Regulations 1993 (www.legislation.gov.uk).
Responding to Tenders
PLAN YOUR RESPONSE
• Early on thoroughly read tender documents (including T&C’s).
• If the tender is unclear, seek clarification.
• Know the tender timetable and deadlines.
• Plan for sub-contractor input to your tender response.
• Determine the evaluation methodology as early as possible.
• Know how to respond (labelling, formats, attachments and templates).
Responding to Tenders
PREPARE AND SUBMIT YOUR RESPONSE
• Tenders are evaluated based on content not ‘gloss’.
• Keep responses concise and to word limits where specified.
• Use affirmative language not conditional phrases (“subject to”, “however”,
“might” etc.).
• If you guaranteeing an aspect of delivery – clearly say so.
• Prepare your own checklist and tick-off what you have completed.
• Keep up-to-speed with buyer’s messages (e.g. tender amendments).
How Buyers Will Evaluate Bids
• Whilst a standard approach is followed to evaluate tenders, this will be adapted to meet
the needs of each procurement process. For this set of tenders:
• Tenders will be first checked to make sure that they are compliant.
• Compliant tenders will then be evaluated individually by specialists who will then
meet to agree a consensus score.
• There will be a scoring regime against which evaluators will mark tenders - this will
be shared with bidders.
• Tenders will be evaluated on a MEAT (Most Economically Advantageous Tender)
basis combining quality and price.
• Evaluator comments are captured throughout the process and bidders will be fully
debriefed on the reasons for the scores.
NEXT STEPS
• Supplier Events
– 29th July at the Kindle Centre
– 2nd August at the Kindle Centre
• Consultation Questionnaire
• How to Tender Workshops
– 28th August at the Kindle Centre
– 12th September at the Kindle Centre
QUESTION AND ANSWER SESSION
Thank you for coming