1. Adult Social Care Supplier Engagement

2. 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

3. Transforming Adult Social Care in Herefordshire Supplier Engagement

4. Supplier Engagement Events? Short, medium and longer term commissioning activity Changes to our arrangements with Wye Valley NHS Trust Better and More for Less Accelerate Personalisation Market Development New Care and Support Bill

5. 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. We need to do better for less

6. 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

7. 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 The direction of travel for 2g Assessment and Social Work functions is not yet decide 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

8. 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 to minimise disturbance or distress to service users and their families The council will make sure that those who are assessed as vulnerable* (i.e. people with substantial and critical needs) will receive all the help and support they need. They will also be regularly reassessed to make sure their needs continue to be met appropriately We hope that 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

9. 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

10. Other Commissioning Tasks Home and Community Support Information, Advice, Advocacy and Brokerage Telecare Rapid Response

11. Suggested Commissioning Principles Broadly looking at framework approaches User and Carer experience Proportionate tendering exercises and qualification criteria dependent on complexity Safeguarding and Quality – sector led 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

12. 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

13. THE SERVICES

14. Sensory Impairment Provides assessment and support for people with sensory impairment throughout Herefordshire. 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.

15. 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.

16. 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.

17. 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.

18. 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.

19. 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.

20. 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.

21. Proposed Commissioning Approach Services to be commissioned via 5 – 6 procurement processes will be conducted concurrently during September 2013 – January 2014. The start and end times of these procurements will be straddled. Service delivery is planned to commence 1 st April 2014. The aim is to conclude all processes by 1 st February 2014 to allow for a minimum of 8 weeks mobilisation of each Service. Consultation with potential service providers is to be carried out during August 2013 to gather comments on the proposed commissioning approach. This will be via an opportunity to complete a questionnaire, as well as feedback provided at these events.

22. 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, (along with confirmation of the processes to be used and the confirmed commissioning approach) at supplier events currently scheduled for 28 th August 2013 12 th September 2013.

23. 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 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.

24. Proposed Commissioning Approach It is hoped 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 and its appointed service providers, 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, in that it may not be possible to guarantee minimum commissioning volumes due to range of services likely to be available and the operation of service user choice.

25. 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.

26. Proposed Procurement Processes Procurements to be conducted by either a single stage (Open) or a two stage (Restricted) process. 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.

27. PRACTICAL TIPS WHEN TENDERING FOR PUBLIC SECTOR CONTRACTS

28. 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. Questions asked within the tender document gives the Council confidence that organisations are suitably qualified for the opportunity and asks questions around how the requirements will be fulfilled. The objective of the tender is to identify a bidder with whom to contract.

29. What is asked in a Tender? “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 insurances for our protection should something go wrong. “FINANCIAL INFORMATION” We need evidence of solvency and to evaluate financial risk including over reliance.

30. What is asked in a Tender? “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

31. 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).

32. 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).

33. How Buyers Will Evaluate Bids Whilst a standard approach is followed to tender evaluation, this approach is 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 which will be shared with bidders. Tenders will be evaluated on a MEAT basis. The scoring regime will be clear and ‘guidance’ and ‘key points’ will be included to assist in answering the questions. Evaluator comments are captured throughout the process and bidders will be fully debriefed on the reasons for the scores and to provide an audit trail. If any errors or omissions are spotted within the tender or if any aspects are unclear, then let the council know straightaway so that it can be put right!

34. 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

35. Proactis Supplier Portal Login Page

36. QUESTION AND ANSWER SESSION

37. NEXT STEPS

38. Further Supplier Events – 2 nd August at the Kindle Centre Consultation Questionnaire How to Tender Workshops – 28 th August at the Kindle Centre – 12 th September at the Kindle Centre

39. Thank you for coming