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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
1 1
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
4
5
Strategic Partner
Kent County Council
Service A
Service D
Local Groups and
Community Assets
Service E
Service C
Co
ntract
Man
agemen
t
“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
6 6
• 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
7 7
• 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
8 8
• 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
9
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
10
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
other 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
opportunities 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.
15
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 of 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%
0 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.
22/06/2015 www.kentbusinessportal.org.uk 22
Kent Business Portal
22/06/2015 www.kentbusinessportal.org.uk 23
www.kentbusinessportal.org.uk
Thank you for your interest and contribution.
Emma Hanson [email protected]
Craig Merchant [email protected]
