1. Provider PreTender Workshop Kindle Centre, Hereford 12 Sept 13

2. Wayne Welsby Head of Commercial Services

3. Agenda – Introduction – Consultation Feedback – Programme Scope & Services – Tender programme timescales * Break* – eMarketplace – options – How to Tender guidance – AOB

4. Important Information Important Info – https://www.herefordshire.gov.uk/businessopps https://www.herefordshire.gov.uk/businessopps – Now includes Networking community webpages – Proactis Portal https://tenders.herefordshire.gov.ukhttps://tenders.herefordshire.gov.uk

5. 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

6. Joanne Parkes-Newton Interim Procurement Manager

7. NSI & Home and Community Care Market Engagement Feedback

8. Breakdown of Organisation Types Submitting Questionnaires

9. Annual Turnover

10. Postcode from which the services would most likely be provided.

11. Have you tendered for public sector opportunities before?

12. Do you currently provide or have you previously provided...

13. Expressions of Interest Stated

14. Comments on Tendering Process

15. What the Council Will Do Whilst the timescales for tendering are tight, (when relevant) the council will seek to time the procurements in a programme which maximises the preparation and tendering time available for bidders, to allow for such factors as the formation of consortia. Design services so that the largest range of potential providers are able to compete. Tenders will be provided in a Microsoft format and no hard copies of responses will be requested. Information requirements will seek to be minimised e.g. copy of insurance certificates required prior to contract award only. Moving towards outcome focused specifications wherever possible and to allow for innovation.

16. What the Council Will Do Sufficient flexibility will be built into contracts, in order to more easily cope with any changing requirements. As far as is possible, visibility will be given of the council’s long term strategic commissioning approach to assist bidders in tailoring their approach. Transparency will be improved to support bidders in the completion of a compliant tender which showcases their capabilities. Specific marking guidance will be provided for each question, with the key points to be addressed highlighted.

17. Maximum word counts of between 500 and 1500 words will be adopted for answers; length being dependent upon the question complexity. PQQ question length will be restricted to a maximum of 750-1000 words. There will be a deadline by which clarification questions must be received from bidders. The council will also publish all answers to clarification questions by a set date, no later than 6 calendar days before the closing date. The council will also be flexible in accepting non-material enquiries by telephone. What the Council Will Do

18. Amy Pitt Commissioning Officer

19. Services Integrated Community Equipment Store (ICES) Aids and equipment to help people remain at home Strategy to outsource the existing service to a single provider. Reablement Short term 6 week support service to provide individuals with skills for daily living to enable them to live more independently. Strategy to outsource the service Sensory Impairment resources Dedicated support service to people with a sensory impairment. Currently consulting with Service User groups on the proposed scope of the service. Strategy to outsource the service to a single provider.

20. Services Home & Community Services Dom Care + others Market consultation to commence tomorrow! Consisting of: opportunity to comment on a fixed price approach and providing data to enable the Council to put forward a fixed price; to comment of the commissioning options under consideration including whether to zone provision; specification and approach to work allocation. Norfolk House Care and support service for the tenants within the scheme. Currently consulting with Service User group on the proposed scope of the service. Current thinking is to outsource the service to a single provider.

21. Services Shared Lives Scheme and Homeshare Formerly known as Adults Placement Scheme, the function is to support the ‘carers’ who deliver the service and enabling homeowners to have a ‘homesharer’ living with them with no support. Strategy to outsource the service to a single provider. Day Opportunities Wide mix of services to support vulnerable people. Service User eligibility will be subject to ‘substantial and critical need’. Strategy currently being confirmed, subject to consultation with Service User groups. Further workshop scheduled for next week 19 th Sept – 5.30pm till 6.30pm at Town Hall

22. Joanne Parkes-Newton Interim Procurement Manager

23. Projected Start & Award Dates PROCUREMENT Likely Process START DATEAWARD DATE ICESOpen11 th Oct 201324th Dec 2013 ReablementRestricted20 th Sept 201331st Jan 2014 Norfolk HouseOpen11 th Oct 201324 th Dec 2013 Adult Placement SchemeOpen11 th Oct 201324 th Dec 2013 Home & Community ServicesOpen25 th Oct 201329 th Jan 2014 Day OpportunitiesOpen25 th Oct 2013TBC Sensory ImpairmentOpen22 nd Nov 20137 th Feb 2014

24. Evaluation Approach Each question is weighted in terms of its importance to the Service. Weighting range is 1 - 3: with ‘1’ being low; ‘2’ medium & ‘3’ high. The weighting is multiplied by the marks awarded to the answer provided to produce a score for the question. Marks will be allocated to answers based on an evaluation of content against a marking schema of 0 – 5: with ‘0’ being unsatisfactory & ‘5’ being excellent. Each question will have a number of key points which should be addressed within your answer. Answers will be limited to a word count. Any words submitted in excess of the word count will not be evaluated. Marks will be allocated based on whether the answer addresses all key points; how well commissioning objectives / outcomes are satisfied; the level of detail and examples provided; the quality of supporting evidence provided (e.g. by way of documents; diagrams; charts etc. which are attached IN ADDITION to the evidence provided within the answer.

25. CATEGORY CONTRACT OBJECTIVES / REQUIREMENTS DETAIL / EXAMPLES COMPLIANCE / KEY POINTS COMPETEN CY 0 UN- SATISFACTORY Not addressed. No relevant / unsatisfactory level of detail. Non - compliant. Key points not addressed. Insufficient evidence to assess. 1 POOR Major deficiencies and only minimally addresses / linked to the objectives / indicative requirements. Insufficient relevant detail. Some supporting evidence / examples provided. Non – compliant: key points insufficiently addressed. Little evidence of the ability to meet the Council’s needs. Little evidence of competency. 2 PARTIAL Partial satisfaction of some aspects / deficiencies apparent. Insufficient linkage to objectives / indicative requirements. Contains some relevant detail, but incomplete. Some relevant supporting evidence / examples. Partial / qualified compliance stated. Some key points unanswered. Some evidence of competency.

26. CATEGORY CONTRACT OBJECTIVES / REQUIREMENTS DETAIL / EXAMPLES COMPLIANCE / KEY POINTS COMPETE NCY 3 SATISFACTORY Objectives / Requirements are addressed and whilst fully linked to the objectives / indicative requirements only basic detail provided. Complete but basic. Sufficient relevant supporting evidence / examples provided. Compliance stated. All key points addressed or in the absence of this, if some key points addressed to a good or excellent level, then this may equal satisfactory evidence overall. Sufficient evidence of competency / ability to meet Council’s needs. 4 GOOD Response fully addresses and is linked with a good level of clarity to the objectives / indicative requirements. Contains a good level of Council specific detail. Response adds value. A good level of detail and Council specific supporting evidence / examples. Compliance stated. All key points addressed to a good level of detail, or in the absence of this, if some key points addressed to an excellent level, then this may equal good evidence overall. Good evidence of competency / ability to meet Council’s needs. 5 EXCELLENT Response fully addresses and is linked with outstanding clarity to the objectives / indicative requirements. Contains an excellent level of Council specific detail. Response enhances / adds substantial value / may contain innovation. An excellent level of detail and Council specific supporting evidence / examples. Compliance stated. All key points addressed to an excellent level of detail, or in the absence of this, if some key points addressed to an outstanding level then this may equal excellent evidence overall. Excellent evidence of competency / ability to meet the Council’s needs.

27. Break

28. Social Care eMarketplace Wayne Welsby

29. Social Care eMarketplace Current examples include options to: Inform service users and carers of available providers Provide location, available services and contact details of providers Rate providers and see how others rate them Order and pay online for services and/or equipment Subject to timing and demand, potential regional approach??

30. Social Care eMarketplace eMarketplace – scalable functionality for Provider and service users Tier 0:Provider web presence Tier 1:Provider Directory with provider profile management Tier 2:Provider Directory with Catalogue Functionality Tier 3:Provider Directory with Catalogue Functionality (Payment options within solution and advanced reporting) Tier 4:Provider Directory with Catalogue Functionality (Payment options, Advanced Reporting, Additional functionality)

31. Social Care eMarketplace Paul Griffiths pgriffiths@herefordshire.gov.uk Discussion points Business & Client benefits Engagement and participation of Providers and Clients Required functionality

32. How to Tender Wayne Welsby

33. Proposed Procurement Processes Procurements to be conducted by either a single stage (Open) or a two stage (Restricted) process. Only Reablement procurements have been identified as using the Restricted Process; all other procurements are envisaged as using the Open Process

34. Proposed Procurement Processes Restricted process involves the completion of a Pre- Qualification Questionnaire (PQQ) which will be scored by the council. Only the highest scoring candidates being shortlisted and invited to submit a tender for the services (likely shortlist length of 5 – 8). Open Process involves submission of a selection questionnaire at the same time as a tender for the services, however only the tenders from candidates who meet all of the selection criteria will be evaluated.

35. What is a PQQ? PQQ stands for “Pre-Qualification Questionnaire”. PQQ’s typically are the start of any public procurement process. The purpose of the PQQ is to enable the buyer to move from a long-list of suppliers down to a short-list. In public sector this is done using an evaluation criteria which covers: Capability (experience). Capacity (volume/quantity). Economic and financial standing (solvency/integrity).

36. Where does the PQQ sit in the Tender process? PQQ is the first evaluation point in the tender lifecycle. Questions asked at PQQ give the Council confidence that organisations are suitably qualified for the opportunity and subsequent round. PQQ’s are focus on organisational capability and historical evidence. SpecificationAdvertisePQQTender Award Contract

37. What is asked for (1 of 2): “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.

38. What is asked for (2 of 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).www.legislation.gov.uk

39. Future approach Aims to minimise resourcing requirements for providers and evaluators Use existing accreditation standards where applicable – but not mandatory! Identify min standards and best practice policy requirements

40. Financial Standing New Approach, as used in used authorities including Birmingham, Cambridge, etc. Replaces the historical requirement of assessing 3 years accounts Apply a more risk approach for assessing bids Enable providers to self populate spreadsheet User friendly approach with guidance attached Recognise voluntary, social enterprise orgs

41. Financial Standing – new model

42. Other requirements Insurance – commitment to provide required cover subject to contract Quality Management – accreditation or evidence of policy Business Continuity - accreditation or evidence of policy Equal Opps – compliance with min standards identified & additional marks for ‘best practice’ criteria. H&S – accreditation with appropriate standards or evidence of policy Environmental - accreditation with appropriate standards or evidence of policy

43. What is a Tender? The tender is a formal document issued by the buying organisation which sets out the detailed requirements of work to be done. Tenders are forward looking asking questions around how requirements will be fulfilled. The objective of the tender is to identify a bidder with whom to contract. SpecificationAdvertisePQQTenderAward Contract

44. 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).

45. 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).

46. 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.

47. Public Services (Social Value) Act 2012 Seek to embed greater consideration of the social, economic and environmental wellbeing of Herefordshire through our procurement activity. Working with Bulmer Foundation to build on the good work of ‘Evaluate!’, evaluation tool which has particular focus on Social Return on Investment.

48. Thank You Questions?