25 March 2015 Aylesford Community Centre Emma Hanson Head of - - PowerPoint PPT Presentation

Advocacy in Kent: Planning Together

Co-Production Provider Workshop

25 March 2015 Aylesford Community Centre Emma Hanson Head of Strategic Commissioning Community Support Craig Merchant Procurement Manager - Care

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Agenda

9:30 Registration and refreshments 9:45 Welcome 9:50 Introduction and scene setting 10:00 Group discussion and feedback 11:30 Procurement overview 12:00 Closing Summary 12:30 Close

A Life not a Service !

What does a good life look like for you and your family and how can we work together to achieve it? Person

Service Support Support Service Support Service

No Wrong Door Circle of Support

The Care Act:

• Places well-being at its heart: the

primary responsibility of local authorities is the promotion of the individual wellbeing of both those with care needs and carers

• Shifts responsibility from providing

services to meeting needs

• Focuses on the need for services to be

preventative, and stresses the importance of using the existing strengths and assets of individuals and communities an assets based approach

Community Capacity Building

Information and Advice ‘Community Agents’ Mental Health Core Offer Older Person’s Core Offer Sensory and Disability Services Carers Services Advocacy

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Strategic Partner Kent County Council Service A Service D

Local Groups and Community Assets

Service E Service C

Contract Management

“A strategic partnership involves a formal agreement between two or more parties that have agreed to share finance, skills, information and/or other resources in the pursuit of common goals”

Background

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• KCC has a history of commissioning both

statutory and non-statutory advocacy services, through grants and contracts

• Grants awarded annually
• Existing contracts end in March 2015
• Our aim is to re-commission advocacy

services from April 2016

• LD Advocacy outside scope at this stage
• Existing advocacy services not fully

strategically aligned

Background

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• Different interpretations of advocacy
• Need to define ‘Advocacy’, and use

appropriately

• Identified gaps in provision, both in terms of

need and geographical coverage

• Different levels of qualifications of advocates
• Not a standardised performance monitoring

and quality assurance framework

• New statutory duties under the Care Act 2014

KCC Strategic Aims

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• Meet statutory duties in provision of

independent advocacy

• Within the Council’s budget
• Aligned to the authority’s proposed

Corporate Outcomes Framework ‘Supporting Independence and Opportunity’

What you’ve told us already

Advocacy World Café - 13 February 2015

• Standard definition of advocacy
• Support to understand, make decisions, voice an opinion

and involvement through a process

• Have points of entry and access to suit individual needs,

including phone, web, face to face

• Remove barriers to access: cultural & communication
• Intervene at earliest point to stop escalation of issue
• Lead to independence
• Importance of self advocacy, peer to peer support and

the sharing people’s skills

• Signposting to other support in community

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What you’ve told us already

Advocacy World Café - 13 February 2015

• Directory of advocacy services – accessible to all
• Partnership working: organisations working together to meet

need, whilst keep focus on own specialty, with right skills to support specific client groups.

• Triage: identification of need, urgency and/or communication

preference

• Simple pathways to reduce delay and maximise outcome
• Local advocacy – understanding local issues, reduce travel
• End postcode lottery – ensure fairness of distribution and

consistency of provision across whole of Kent

• Equality of access, remove barriers to those who need

advocacy

• Longer contracts so services are sustainable

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Advocacy Service Provision in Kent (adults) 2014/15

STATUTORY

Contract

Independent Mental Capacity Advocate (IMCA)

STATUTORY

Grant

Independent Mental Health Advocate (IMHA) OP Advocacy

Grant

Dementia Advocacy (West Kent only)

Grant

Sensory Advocacy

(No current provision)

PD Advocacy

Grant

LD Advocacy

Contract

MH Advocacy

Grant

STATUTORY

Contract Care Act (2014) Advocacy From April 2015

STATUTORY

Contract

Health Complaints Advocacy

Group discussion… Exploring options for delivery of Advocacy

• How would you design a model of

advocacy in Kent?

• How would you work collaboratively with
• ther partners to deliver the model?
• What should be the expected outcomes?
• How can they be measured?

Procurement overview

Craig Merchant

Procurement: Principles of competition

• Procedures will be transparent and contract
• pportunities will be publicised
• Suppliers will be treated equally
• Procurement procedures and decisions will be

proportionate

• Clearly defined lotting strategy covering the areas

and service demands of Kent

• TUPE and Pensions considered where

appropriate

Why a competitive tender process?

Regulations

• We have to comply with certain rules and regulations when buying goods and services, which

include EU directives on public procurement.

• Contracts for more than £172,514 of goods and services have to be advertised in the Official

Journal for the European Union in line with the public procurement directives.

• Our Constitution includes its own Contract and Tenders Standing Orders, to which all budget

holders must adhere: – For transactions valued at, or more than, £50,000, a formal tender process must be conducted where no fewer than three competitive tenders must be sought. – Further information can be found on our website on Spending the Councils Money

• Under the principles of the directives all competition must be fair, open and transparent.

Our promise to the market

• We are committed to using a mixed range of suppliers to help stimulate a varied and competitive
• marketplace. To achieve this, we will take a proactive role in our interaction with suppliers.
• We promise to treat each supplier, prospective supplier and enquirer with fairness and respect.

We will be helpful and considerate at all times to all those who require our assistance.

• We will follow a fully auditable process that is compliant with public procurement legislation and

give feedback to unsuccessful bidders upon request, following the award of a contract.

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Evaluation for Care

• Criteria and process is based on procurement standardised

approach and is “tweaked” to address the requirements of commissioners and service users within the category

• Any variations to the process will need to be agreed with

the Category Manager

• We will always provide evaluator and bidder guidance
• We will aim to build our evaluation around the portal
• We will only evaluate and score what is required and it will

be linked to the specification

• We will adopt appropriate criteria and sub criteria
• We will ensure that each procurement process has a

clearly understood threshold for quality

• Financial and quality scores will be evaluated separately
• Procurement will own and run the evaluation process
• We will always conduct a moderation stage

Stages of evaluation/down selection

Pre Qualification Questionnaire Invitation to Tender/Participate in Dialogue/Negotiate Supplier Interviews/Clarification Meetings Best and Final Offer – Only if process allows Pre award meeting

Each element must be scored and weighted if applied

Scoring Criteria

Score Assessment Interpretation % Score

4 Excellent Response is completely relevant and provides an excellent understanding of the issues. The response is comprehensive, unambiguous and provides above requirement details of how the requirement will be met. Offers significant beneficial added value 100% 3 Good Response is relevant and good. It demonstrates a good understanding of the requirement and provides additional details on how the requirements will be fulfilled. Offers additional beneficial added value 80% 2 Acceptable Response is relevant and acceptable and meets the

• requirement. The response addresses a broad understanding
• f the requirements and addresses the need

60% 1 Poor Response is partially relevant but lacks sufficient detail. The response addresses some elements of the requirement but contains insufficient or limited detail or explanation on how the requirement will be fulfilled. 40% Unacceptable Nil or inadequate response. Fails to demonstrate an ability to meet any of the requirement. Does not have any understanding of the need. 0%

Additional Criteria areas for Care

• Safeguarding
• Risk of harm
• Quality consideration and our willingness to pay
• Choice directive
• Statutory requirement
• Social value

Weightings

• Price and Quality are the main requirements
• Price

– Clear definition of fair cost of care and guide price – Are we able to set a maximum affordability threshold

• Quality

– Use of criteria and sub criteria – Operational delivery, including safeguarding – Mobilisation, Transition and transformation (MTT) – Commercials, Finance and Legal – HR, TUPE

When price and quality are both important

A minimum non-price threshold score has been set to assess Bidders abilities to deliver a quality service, alongside a maximum price threshold to ensure affordability. The graph below illustrates the award zone that having these two thresholds creates. Bids must score on or above the minimum non-price threshold and on or below the maximum price threshold to be deemed compliant.

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Kent Business Portal

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www.kentbusinessportal.org.uk

Thank you for your interest and contribution. Emma Hanson

Emma.hanson@kent.gov.uk

Craig Merchant

Craig.merchant@kent.gov.uk