Transcript BDR - Surrey Care Association

Home Based Care Tender Event
Wednesday 17th August 2011
Surrey County Council, NHS Surrey and the Surrey
Care Association
Welcome and Agenda
08.45
Arrivals and coffee
09.30
Introductions and agenda – Alastair Hinde (Category Manager, Procurement and
Commissioning, SCC)
09.35
A Strategic Overview – Anne Butler (Assistant Director for Commissioning, SCC),
Alastair Hinde, Marion Heron (Associate Director of Community and Continuing
Healthcare Services and Contract Management Surrey, NHS Surrey)
10.00
Travel and Subsistence Planning – Anthony Bennett (Cobia Group Tax Director)
10.20
Co-design and Future Requirements – Jean Boddy (Senior Manager,
Commissioning, SCC), Kathy Saunders (Quality Assurance Manager, SCC) and Rachel
Hughes (Countywide Sourcing Team Manager, SCC)
10.45
Comfort Break and Refreshments
11.00
The Procurement Process – Helen Hunt (Senior Category Specialist, SCC) and Jenna
Crombie (Category Specialist, SCC)
11.25
Questions and Answers
12 noon Close
2
A Strategic Overview
Strategic Overview
Anne Butler - Assistant Director for Commissioning, SCC
Marion Heron - Associate Director of Community and Continuing Healthcare
Services and Contract Management Surrey, NHS Surrey
Alastair Hinde - Category Manager, Procurement and Commissioning, SCC
3
What is our vision for the future?
“Working with all our partners to make a difference
to the lives of people, through trusted,
personalised and universal social care support, so
people have choice and control, and can maximise
their wellbeing and independence in their local
community”
Delivering this vision will mean vulnerable people in Surrey:

Live independently and safely

Have as much choice and control over their lives as
possible

Live in their own home if they wish, or other accommodation
of their choice,

Find out about information, services and support available
and how to access them,

Get the support they need in local and community settings,
and

Remain safe from abuse
4
How will we realise our vision?
We need a radical strategic shift:

Continued shift from residential and nursing care to personalised community based care
and support

Redesign systems, processes and structures for a Directorate that is fit for purpose

Work with partners to co-design and deliver services which are local, universal and
preventative

Deliver cost effective and sustainable services

Provide leadership in health and social care, through commissioning and partnership
with public health, districts and boroughs
We will deliver this strategic shift by ensuring:

people who use services and carers drive and co-design all that we do

every person experiences a person centred approach to accessing support

carers are supported in their caring role and have a life outside caring

increased managerial and organisational competence and efficiency

effective partnerships delivering real outcomes for the residents of Surrey

improved performance - we are currently ‘performing well’ but aspire to be world
class
5
Think Family – a whole system
6
Policy context
Putting People First provides the direction for the provision of social care
… empowering residents of Surrey to shape their own lives and the services they
receive ...
1,090,300
Total Surrey population
305,000
Estimated number of
older people with a
low to moderate need,
people with a physical
and sensory disability
and/or a learning
disability and/or a
mental health need
31,100
Number of people receiving a
social care service
throughout
a year
Citizenship
General
population
Information
Lifestyle
Low to
moderate
needs
Practical support
Early intervention
Promoting
personalisation and
enhancing quality of life
for people with care and
support needs
Preventing
deterioration,
delaying
dependency and
supporting recovery
Enablement
Substantial
needs
Critical
needs
Community support
for Long Term
Conditions
Institutional
Avoidance
Timely discharge
Ensuring a positive
experience of care
and support
Protecting from
avoidable harm and
caring in a safe
environment
7
Personal Care & Support
8
Service Delivery Model
…... promoting independence and choice through reablement,
person-centred planning and self directed support……
Multiple referral and contact points
Person centred planning
Brokerage/Direct payment/Sourcing
Team
Safeguarding
Community development
Advise, assess (proportionate), re-able
Ongoing personal care and support/In
Touch
9
Personalisation, Community & Outcomes
…... People at the heart of our focus on personalisation,
community and outcomes ……
Community
Personalisation
Outcomes
10
NHS SURREY “ONE PLAN”
2011/12 – 2014/15
Surrey Health and Care System
11
Ambition
One plan: safe,
effective care
and financial
balance
Vision and
Mission
Ensure transfer to:
GP commissioning,
Surrey County
Council and to
National
Commissioning
board are
successful
Strategic Focus
Values
Human – right to
make mistakes
Performance and
financial balance
Structure
Relationships
Reward and
respect – say thank
you and well done
Empower – support
Understand-able –
communicate
Act – with integrity
Connected – part of a
whole
Planning
framework
annual operating
plan
+
clinical strategy
+
commissioning
intentions
=
QIPP
=
ONE PLAN
12
One Plan: The challenge

We are required to keep cost down, offer choice of
convenient and personalised services to local people,
maintain good quality safe services for patients and the
public.

Two major challenges require integrated and effective
response in order to achieve these goals.
– National financial downturn creates a challenge
– More people require more Health and Social Care
(JSNA)
13
Adopt 3 key strategies
1.
Reduce demand by working hard to keep
people healthy
2.
Find ways of delivering the same level of
services at a lower cost
3.
Maintain affordable level of services to
meet as much need as possible through redesign
14
One Plan: Principles

Keep more people healthy

Work with clinicians and system leaders to do “what is
right”

Make system incentives count towards better patient
outcomes

Spend public money once on the same need and gain
further value

Do as much as possible of everything that works first

Monitor and enhance the experience of patients, carers
and the public
15
Good Quality
Outcomes
Fair &
Equitable
Locally
Relevant
Value for
Money
Trusted &
Confident
Respected
Anticipatory System
Enhanced
Experience
16
Home Based Care: Health & Social Care
Why have SCC and NHS Surrey adopted a joint route to market?
• Analysis showed great deal of shared suppliers between Health and Adult Social Care
ASC
Home Based Care per
annum
£35.0m
NHS Surrey
£6.0m
•One framework agreement for Surrey
•Opens both Health and Social Care opportunities to all providers
•Smoother transition between social care and health and vice versa
•First major step toward collaborative working between health and social care
•Promotes greater efficiencies across Surrey health and social care economy…
17
Travel and Subsistence Planning
Travel and Subsistence Planning
Anthony Bennett (Cobia Group Tax Director)
18
Co-design and Future Requirements
Co-design and Future Requirements
Jean Boddy (Senior Manager, Commissioning, SCC)
Kathy Saunders (Quality Assurance Manager, SCC)
Rachel Hughes (Countywide Sourcing Team Manager, SCC)
19
Outcomes to date
-Need to be overt about some of priorities for the next
three years to ensure the service delivers on the strategic
direction
-Your role in the Whole System is pivotal
-Our JSNA and mapping identifies that volumes of
domiciliary care will be increasing by at least 10% plus
over next 5 years on top of demography / population
increases – the future is optimistic – the future is
personalised
20
Co-Design Process
•Developed a Steering Group to advise and inform Co Design with Key
Stakeholders
•Consultation through Public Value Reviews, the National and Surrey Dementia
Strategy
•Policy update in light of the Health and Social Care Bill and Think Local Act
Personal
•Feedback from Quality Assurance and Performance Outcomes
•Benchmarking best practice through Department of Health guidance and other
Local Authorities.
•Arranged meetings and discussions to ascertain views of people who need the
service and their carers
•Discussion with Providers
•Analysis of Trends and JSNA needs per borough
•Analysis of customer feedback survey and meeting the customers
21
What our Co- Design is telling us
•Principles of reablement and supporting the in-house reablement
pathway and support planning
•Dementia Care principles and flexible care
•Good Hydration and Nutrition is everyone’s responsibility
•End of life care
• Quality assurance and a move towards an outcome focus
•Carer aware
•Reference to electronic monitoring
•An agreed joint medication policy to align seamless care – NHS
Surrey joint commissioning plans
Where we need to get to

Capable Communities and Active Citizens

Think Local Act Personal – really get to know your local
area

Commissioning and supply partners should collaborate
across public sector boundaries to achieve better
efficiency and support innovation

Personal Budgets and Direct Payments – what added value
can you bring to your customers?

Diversification - Creating micro initiatives

Be a Community Catalyst
23
Quality Assurance

Key Performance Indicators to be updated

Reported twice yearly

Response has been poor

It is a contractual requirement that providers complete the KPIs. From
2012 it is intended that the results will be published on our external
website

Contract Monitoring Elements eg:
–
–
–
–
–
–
–
–
–
Annual Insurance Cover
Business continuity Plan
CQC Inspection: Areas of non compliance/Action plans
Registered Manager change
Staffing levels
Safeguarding
Complaints
Service user/care feedback
Notification of incidents
24
Quality Assurance … continued

Introduction of Outcomes Monitoring

Focus on 2 key areas
Nutrition and Hydration
-
Promoting Hydration/Nutrition Action Plan
Training and development
Use of Promotional Materials
Development of Personal Hydration/Nutrition Action Plans
Co-ordination of care and links with wider services
25
Quality Assurance … continued

Dignity
- ‘Dignity is about seeing the whole person and respecting their
way of life’
- 10 Point Dignity Challenge is embedded in the Framework
Agreement - this is a clear statement of what people can expect
from a service that respects dignity
- How will you evidence this challenge is embedded in your
business?
- Are you Dignity in Care Champions?
- Examples of good practice
26
Sourcing Team Update
Four Sourcing Teams:

North West Surrey (Spelthorne, Runnymede, Woking)
01932 795243

East Surrey (Reigate & Banstead, Tandridge)
01737 737932

South West Surrey (Waverley, Guildford, Surrey Heath)
01483 517799

Mid Surrey (Mole Valley, Epsom & Ewell, Elmbridge).
01372 832090
27
Sourcing Team Structure
Rachel Hughes
Countywide Sourcing Team Manager
Jenny Connell
Sourcing Team Manager
NW Surrey
Resource Advisor
Sourcing Advisors
Sourcing Assistants
Ian Gray
Sourcing Team Manager
Mid Surrey
Resource Advisor
Sourcing Advisors
Sourcing Assistants
John Amans
Sourcing Team Manager
East Surrey
Resource Advisor
Sourcing Advisors
Sourcing Assistants
Victoria Dixon
Sourcing Team Manager
SW Surrey
Resource Advisor
Sourcing Advisors
Sourcing Assistants
28
How can we work together?
Invoice processing & invoicing frequency guidelines

Ideal frequency is minimum fortnightly invoicing to support timely
payments

Explore common data set on invoices

Paper Invoices:
-
Summary Information: Reason for Variation
-
Area (Borough) clearly indicated
-
AIS ID

Electronic invoices:
-
Information Governance and Managing Risk
-
No personal or confidential information in emails
-
Encryption or Winzip & Password Protect
Opportunity to feedback via email: [email protected]
29
Comfort Break
Fifteen minute break
30
The Procurement Process
The Procurement Process
Helen Hunt and Jenna Crombie
Procurement and Commissioning, Surrey County Council
31
Why are we going out to tender?

Compliance with the law: The tender process allows us to
comply with the laws and regulations (both UK and EU) that
govern the spending of public money

Level playing field: We are committed to appointing
providers in a fair, open and transparent manner

Market competition: The process generates market
competition through transparent and consistent ways of
working

Value for money: We have a responsibility to deliver value
for money for people receiving support and Surrey residents
32
When are we going out to tender?
Intended timetable
Advert and pre-qualification questionnaire published on BravoSolution 9/9/11
Responses to the pre-qualification questionnaire submitted by interested
providers 9/10
Tenderers shortlisted, and successful applicants invited to the Invitation to
Tender stage 7/11
Responses to ITT submitted by providers 12/12
Tender evaluation completed 26 / 1 / 12
Recommendation to award made to Procurement Review Group 15/2
Recommendation to award made to full Cabinet 27/3
Announce contract award following standstill 10/4
Contract go-live
14/4
33
How are we going out to tender?

As per the tenders in 2008 and 2010 We use our e-Sourcing
portal (BravoSolution) to run this tender
www.surrey.bravosolution.co.uk

We also use this portal for all of our tender opportunities

Benefits of using BravoSolution for providers:
-
Reduced costs
-
Open, accessible, supported process
-
Time saving
-
Security
34
How are we going out to tender …
continued
What do I need to use the portal?
• You don’t need any special hardware or software to use our
e-sourcing portal. You just need a PC or Mac and internet access
What support will I get?
• Our e-portal host provides free of charge help and support with a dedicated
phone line, email address and on-line help
• Remember – don’t leave the publishing of your PQQ or ITT response until the
last minute!
Business Link - www.businesslink.gov.uk
• Business link is a free business advice and support service, available online
and through local advisers
35
What are we going out to tender for?
How will the model look from April 2012?

NO TRANSFERS: As per previous presentations made at SCA
Forums, we will not be transferring existing clients / packages
during this exercise as we did in 2008. As such this tender will be
for NEW business only. The advert and PQQ will include detail
as to how much business we project there to be in the various
zones

NEW TIERING SYSTEM: We will be moving to the introduction
of a single tiered system in each zone

NEW ZONES: Move to align the zones with the district and
boroughs, and bring them in line with our personal care and
support teams
36
What are we going out to tender for …
continued
37
Q&A
38