Transcript ETendering Masterclass Ann McNicholl Tendering Masterclass

COMMISSIONING MASTER CLASS –
LEWISHAM
Date 24th September
Presenter Ann McNicholl
Children England
Engage London
Aims and objectives:
• Discuss with commissioners their intentions
• Clarify the tender process
• Making the best case
• Demonstrating value for money and evidence of experience
• Options and ideas
Learning outcomes
• Any additional learning outcomes ?
Engage London
What makes a good tender submission?
• Ability to meet the service specification and provide evidenced
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based service solutions to meet target group and deliver outcomes
Evidence ability to deliver the service, previous experience and
knowledge of working with the need group and qualifications to do
so.
Ability to set up and delivery the service and the business skills in
running the service – submit business plan.
Ability to work in partnership and how this will be achieved.
Ability to measure impact and outcomes.
Evidence the embedding of policies & procedures within your
organisation.
Ability to engage & consult with target group to inform services
Engage London
Preparation ...preparation......
• Read through the entire application form and guidance notes
• Assess the risks, investment required and engage key
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stakeholders.
Think about each of the questions and ensure you understand
what each question is asking.
Look at the evaluation scoring.
Develop project plan to complete the submission.
Pay attention to the clarification questions and answers
Attend provider briefing sessions.
Ask questions and seek clarification where required.
Do not leave the submission until the last minute.
Completing the application form
• Get others involved in generating ideas and reminding you of successes, products
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and insights
...but try and have single authorship, or at least very good editing
Keep it powerful, factual and relevant
Leave plenty of time for quality assurance and proof reading
There is a lot of supporting information – get started on that now
Know the specification inside out – and focus on its requirement
Pay close attention to the Council’s strategic objectives. They need their providers
to deliver them
Put yourself in the shoes of the evaluator can only score you on what you put down
on paper
Update policies and procedures with current legislation
Your uniqueness is key – the application form provides a lot of assistance
Evidencing skills and experience
Capabilities
Relationships and
leadership
Creativity
Managing feelings
Qualitative data
Quantitive data
Inputs..Outputs...Outcomes and Impact
Doing the budget
• Know the cost of your service
• Where can you make reductions?
• Keep non staff costs low, but keep them in
• Does your budget mirror your other proposals (re: expertise of practitioners, for
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example)
Value for money is the right balance of results and costs. Evidence value in terms of
price, quality, performance, volumes and ability to bring in additional funds or
benefits.
You are essentially writing down what you have been doing and what you believe in
– don’t doubt it
Be aware of others’ costs and prices but DO NOT collude with them
Commissioners are not looking for gold plating
Pitfalls to avoid
• Answer did not address the question.
• The submission made no explicit link to the outcomes required, it was implied but not
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explicit.
Lack of specificity in meeting the described needs and understanding the complexity of
need.
Services were based on existing provision with little explicit reference to meeting the
requirements of the service specification.
Limited explanation given as to what is to be provided (assumed awareness of the
organisation’s ability to provide a service)
Services were too expensive as it included provision not required in the category provider
was bidding for.
No reference was made as to how referrals would be received and how assessment of
needs would be undertaken.
No information given as to how the provider would communicate with other professionals.
Business plan did not address the management of risks
managing risks, contingency planning or interim
service arrangements.
Consortiums and partnerships
• Be clear that this consortium is not your total business but an arrangement to
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increase your involvement and expertise in a certain market
Agree on a business model. You will all come with different ones and risk wasting a
lot of time on internal issues after a contract has been won if you have not clarified
this in advance
They take time to set up. You will need a company secretary – probably from a
member organisation
They are worth it if you, with other organisations, want to remain, or become, major
players in service delivery. Size of turnover is a significant factor for procurement
officers, as is the management of risk
Different contracting models:
• Provider
• Managing agent
• Managing provider
• Super provider
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