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Glasgow Health and Social Care Partnership Provider Event Proof of Concept Update 2019 Framework for Selected Purchased Social Care Supports 24 April 2018

Agenda 1:15 Registration, Tea and Coffee 1:30 Welcome and Introduction David Williams, Chief Officer, Glasgow City Health and Social Care Partnership 1:45 Proof of Concept Update Pat Coltart, Commissioning Manager, GCHSCP 2:00 2019 Framework for Selected Purchased Social Care Supports Debbie Miller, Commissioning Manager, GCHSCP 2:30 Coffee Break 2:45 Table Discussion Facilitators and Participants 3:45 Table Feedback 4:00 Question and Answer Session Sharon Wearing, Chief Officer Finance and Resources, GCHSCP; Susanne Millar, Chief Officer Strategy and Operations / CSWO, GCHSCP Debbie Miller & Pat Coltart, Commissioning Managers, GCHSCP 4.30 Close

Welcome and Introduction David Williams Chief Officer Glasgow City Health & Social Care Partnership 24 April 2018

GCHSCP Update Transformation programmes across care groups Development of IJB Strategic Plan 2019 – 2022 Development of Primary Care Improvement Plan Mental Health Strategy Carers Act 2017 implementation GDPR

Proof of Concept Update Pat Coltart Commissioning Manager Glasgow City HSCP 24 April 2018

Background c£160m pa purchased community-based social care services Purchasing on hourly rate basis; ‘inputs’ and ‘outputs’ Announcement in 2015 of New National Minimum Wage 2020 - £9ph c17% gap between current and future wage levels Cost of increased pay award to providers – c£21m Commissioning, procurement and monitoring/auditing arrangements and processes significant

Background cont. ‘Proof of Concept’ with 5 providers over 18 months Co-produced proposals to assist meeting new NMW 2020 and savings/efficiencies – evidence base Outcome reported Provider Event (April 2017) IJB (June 2017) https://glasgowcity.hscp.scot/meeting/21-june-2017 Further update IJB Performance Scrutiny Committee (April 2018) https://glasgowcity.hscp.scot/meeting/18-april-2018

Proposals Alternative and/or leaner arrangements by the Partnership contracting contract management (incl. service outcomes framework) care management finance Individual social care provider solutions review/redesign of services and/or service delivery use of shared care/supports, community-based assets and local social networks use of assistive technology review/redesign of internal back-office functions

Service Outcomes Framework Update Whole service analysis of achievement of outcomes Integrated into the Contract Management Framework 8 core service outcomes with KPIs across all care groups linked to contracts and service types reportable 6-monthly Small scale testing with POC providers Fair Deal and Turning Point Scotland Aiming to test process for April-September 2018 CMF period

Transformative Principles Greater flexibility in the development and delivery of innovative social care and support networks within communities Better use of resources for service delivery Greater integration of services Greater use of technology enabled care to a position of mainstream provision to meet individuals’ social care and support needs

Transformative Principles, cont. Leaner commissioning and contract management arrangements Less one-to-one and/or paid staff involvement in the lives of supported individuals with strengthening of communities and greater use of their assets and local social networks Greater focus and emphasis on delivering sustainable service user outcomes

Progressing with Wider Social Care Market 2019 Framework Agreement for Selected Purchased Social Care Supports https://glasgowcity.hscp.scot/meeting/21-march-2018 Homelessness Alliance Commissioning https://glasgowcity.hscp.scot/meeting/18-january-2017 Addictions Services tendering activity

2019 Framework for Selected Purchased Social Care Supports Debbie Miller Commissioning Manager Glasgow City Health & Social Care Partnership 24 April 2018

GCHSCP’s Vision: We believe that the City’s people can flourish, with access to health and social care support when they need it. This will be done by transforming health and social care services for better lives. We believe that stronger communities make healthier lives. To comply with SDS Scotland Legislation (“provide information and promote service user choice”) Best Value Consolidate Glasgow’s social care market (replace the RSL and open up the market to new applicants) Bring a range of pre-existing written and ‘unwritten’ contractual arrangements under the terms of 1 coherent contract - fit for purpose Promote compliance with GCC Standing Orders when awarding business to external partners 84 different Providers submitted tenders Evaluation was done on basis of 40% price and 60% quality 74 successful Provider applicants

2019 Framework Agreement To comply with SDS Scotland Legislation (“provide information and promote service user choice”) Best Value Consolidate Glasgow’s social care market (replace the RSL and open up the market to new applicants) Bring a range of pre-existing written and ‘unwritten’ contractual arrangements under the terms of 1 coherent contract - fit for purpose Promote compliance with GCC Standing Orders when awarding business to external partners 84 different Providers submitted tenders Evaluation was done on basis of 40% price and 60% quality 74 successful Provider applicants

Aims of the Session: Provide an update on the strategy development for the 2019 Framework including: Procurement Objectives Changes from the 2015 Framework Scope of the2019 Framework Feedback from Providers New Processes for awards of business/Call Off Arrangements Transitional Arrangements Pricing Strategy Tender Timeline Selection and Award Criteria

Aims of the Session: Provide an opportunity to discuss and influence the strategy development for the 2019 Framework including: New Processes for awards of business under option 3 Council Selected Direct Award Transitional Arrangements Aspects of the Pricing Strategy The pro’s and cons of increasing the duration of the 2019 Framework The pros and cons of allowing new entrants to join the framework at prescribed intervals.

Procurement Objectives: Provide choice for service users and legal proxies Foster greater flexibility in the development and delivery of innovative social care and support networks within communities Achieve better use of resources for service delivery Promote greater integration of services Move to greater use of technology enabled care to a position of mainstream provision to meet individuals’ social care and support needs Deliver leaner commissioning and contract management arrangements Encourage less one-to-one and/or paid staff involvement in the lives of supported individuals with strengthening of communities and greater use of their assets and local social networks Promote greater focus and emphasis on delivering sustainable service user outcomes.

Contract Strategy Development Reported within the GCHSCP governance structure and to the IJB Established a multidisciplinary Framework Governance Group Created 4 working groups looking at Strategy, Business Processes, Specifications and Contracts, Learning from the Provider Experience Provider Engagement Sessions: 6/7 December 2017 Provider E- Survey: Cross section of 21 Providers Service User and Carer consultation Sessions Internal Stakeholder Engagement Sessions including Commissioning, Fieldwork, Finance, Business Development.

Key Changes Under Consideration Exploring the following options: The pro’s and cons of increasing the duration of the 2019 Framework – looking at 5 years plus two possible extensions of 1 year each. Building in consideration of annual inflationary uplifts. The pros and cons of allowing new entrants to join the framework at prescribed intervals. The most effective way to ensure that both existing and new business is paid at 2019 Framework rates from the commencement of the contract Addition of a technology enabled care section within the Care and Support Category

What business is in scope?

Framework Scope Categories Sub-Groups Care and Support Mental Health Disabilities Children Affected by Disability Older People Technology Enabled Care Day Opportunities/Employability Supports Mental Health – community based/building based Disabilities-community based/building based Children Affected by Disability-community based/building based Older People- community based/building based Short Breaks

Transitional Arrangements

Transitions to 2019 Framework The intention is that both existing and new business will be paid at the rates agreed in the2019 Framework from the date the new Framework Agreement commences. The most effective way to achieve this is still being considered: The possibilities being explored are: Varying the 2015 Framework to allow prices to be set at the same rates agreed on the 2019 Framework Terminating each individual call off contract under the 2015 Framework and re-awarding it under the 2019 Framework All new business will be awarded under the 2019 Framework from the date of contract commencement. Final decisions are not yet taken in relation to formalising the transition arrangements for existing business.

Pricing Strategy

What did Providers say on pricing in the 2019 Framework? 52% Providers favoured being able to submit prices without GCC involvement 19% thought that GCC should set minimum and maximum prices 10% thought GCC should set a minimum price but no maximum 10% thought GCC should set a fixed price 10% did not have a view

Proposed pricing strategy for the 2019 Framework: Bidders will submit their own rates GCC will set a minimum price to ensure a sustainable rate Prices will be fixed for 12 months Inflationary uplifts will be considered annually Individual budgets (IB) will not be increased unless the service users needs have changed. Where changes in rates mean the required support can not be adjusted to be provided within the existing IB, a Service User review will be required

Awards of business under the 2019 Framework

Awards of business via the 2015 Social Work Framework 3 Call Offs SU Selected Direct Award (option 2) Council Selected Direct Award (option 3) Mini – Comp (option 3)

Provider Feedback: Overall, the call off process was well understood by Providers but opinion was more divided about whether the processes were clear, efficient and effective at allocating business: Survey: About 50% Providers agreed that the PER contained the right type and amount of client information. Focus Groups: Reaction to the PER was mixed with Providers being fairly equally divided between those who thought it fit for purpose and those who thought it provided too much info.

Provider Feedback: When asked whether the direct award process was clear, efficient and successful at allocating business: 33% of Providers did not express a view 24% of Providers neither agreed nor disagreed. 38% agreed the process was clear compared to 5% who disagreed 10% though it efficient compared to 34% who disagreed 29% thought it successful at allocating business compared to 14% who did not.

Conclusion: Fieldwork staff reported that the call off process needs to be less complex, quicker, involve the transfer of less information, be less labour intensive and more streamlined. Providers also expressed concerns about sustainability and resilience confirming that there is less capacity in the workforce than in previous years with the result that Provider’s are less able to: accept some business such as half hour calls accept packages in areas where they have little or no other work maintain commitment to awards processes which require significant resources and which only sometimes result in generating new business

Option 3 Direct Award: Proposed Changes: Provider Enquiry Report will be replaced with a more streamlined form containing anonymised basic service user/service requirement information. Option 3 Direct Award will be advertised securely on a city-wide basis, accessible simultaneously to the top 20 ranked providers from the relevant category and sub group Care Mangers will select from the top 5 ranked providers using “meets requirements” and professional judgement. Selected provider will link with Care Manager and Service User to produce a detailed support plan.

Option 2 – Service User Direct Award No significant change proposed to the existing process whereby service users, their Guardian or legal proxies are given the right to choose provider/s from the relevant categories on the framework. The main change in this area is: GCC will make available modified versions of the option 3 processes to service users/proxies if they feel this is the best way to support their choice of Provider under option 2. GCC will remove the restriction on service users only getting 2 chances to select their own provider before the process defaults to Council selection however GCC will keep the option for service users to default to option 3 if they decide this is the best course of action

Option 3: Mini-Competition The experience of running mini-competition leads to the conclusion that they can add value in certain circumstances but that this needs to be weighed against the resources required to run them and the longer timeframes necessary to conclude them. Change proposed: Retain mini-competition for high cost option 3 awards. Work to the principle of using discretion to carry out mini competitions on the basis of complexity rather than pre-determined financial thresholds. Mini-completion would be run when it is considered likely to result in a better outcome for service users.

Contract Timetable: Milestone Expected Completion Date Tender Release 1st June 2018 Tender Close 13th July 2018 Evaluation August – October 2018 Contract Award December- January 2018 Contract Implementation January 2018 Contract Commencement February 2018

Selection and Award Criteria: 2 years experience within the last 3 years of delivering social care services 60% Quality require 60% of available quality score to be awarded Appropriate registrations with Care Inspectorate 4 Quality Questions Minimum CI Grades for Quality of Care and support within the last 2 inspections Fair Working Practices Satisfy all requirements in relation to economic and financial standing Case Study relevant to each Category/Sub Group being tendered All GCC insurance criteria and Health and Safety to be met 40% Price Applicants will be evaluated on Best Price All organisational and business probity checks to be met Evaluation will be based on the proportion to best price method. Complete all tender documentation Bidders bidding for more than 1 care group will need to apply the same fate for each care group.

Table Discussion Framework which Fosters Sustainability (20 minutes) Technology Enabled Care (20 minutes) Streamlining Direct Award Call-off Processes (20 minutes)

Framework which Fosters Sustainability (20 minutes) Table Discussion Framework which Fosters Sustainability (20 minutes) In terms of creating a framework which fosters sustainability would your organisation welcome: Consideration of an annual uplift and would this assist you with setting sustainable rates? The proposal to set a minimum hourly rate? Extending the duration of the Framework to offer some stability after a period of unprecedented upheaval in social care?   A proposal to open the Framework and allow new entrants to join at prescribed intervals?

Technology Enabled Care (20 minutes) Table Discussion Technology Enabled Care (20 minutes) What is your organisation’s view of the role of technology enabled care in social care services you currently provide and future services? Is your organisation in a position to embrace this model of support and apply it appropriately? Do you have a view on the inclusion of a separate technology enabled care section within the Care and Support Category?

Streamlining Direct Award Call-off Processes (20 minutes) Table Discussion Streamlining Direct Award Call-off Processes (20 minutes) Are you in agreement with proposal to streamline the Direct award call off process? What is the minimum service user and service requirement information your organisation needs to make a decision on whether to note interest in a package of support or not?

Table Feedback

Question and Answer Session

Close