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> Drug and Alcohol Office Procurement – responding to reform James Hunter Director Client Services and Development >

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Presentation on theme: "> Drug and Alcohol Office Procurement – responding to reform James Hunter Director Client Services and Development >"— Presentation transcript:

1 > Drug and Alcohol Office Procurement – responding to reform James Hunter Director Client Services and Development >

2 DAO and the Alcohol and Drug Sector DAO – Statutory Authority under the Alcohol and Drug Authority Act 1974, core functions: – Treatment and Support – Prevention – Workforce Development – Policy and Strategy – Research AOD Sector – 38 Not-for Profit Organisations and 3 Government providers Peak WA Network of Alcohol and other Drug Agencies (WANADA)

3 The Alcohol and Other Drug Sector Main service types Integrated Metro Community Drug Services and DAYS (5 services) Regional Community Drug Service Teams (7 services) Residential Rehabs (9 services) Sobering-up Centres (9 services) Detox (3 main services, plus some hospitals) Pharmacotherapy (e.g. Methadone, Buprenorphine, Naltrexone) (numerous services) Other specialist services (numerous services)

4 The Alcohol and Other Drug Sector DAO Funding Government providers – $17.6 million (35%) Not for Profit NGOs – $32.7 million (65%) Total of $50.3 million is approx 80% of DAO budget Other funding Commonwealth Government Fundraising / donations

5 2009/10 - Change is coming!

6 Component 1 Process Budget announcement – 15% in 2011/12, average of 10% in 13/14 Decision to extend all DAO agreements to 30 June 2012 Delivering Community Services in Partnership Policy All eligible DAO service agreements have received the 15% ($4.4 million in 11/12 for AOD sector) - this was the easy part! Initial information indicates salary boosts of 5% to 12% in the AOD sector Some early reports of decreased staffing turnover An effective but blunt instrument

7 Component 2 - Preparing Component 2 - Preparing – Average of 10% price adjustment, some will get more, some less, and some none at all Our focus has been on: Putting the Policy into immediate practice with request processes Designing a process for expiring agreements – 30 June 2012 Collecting material for DAO’s Agency Implementation Plan and Component 2 DAO and sector capacity building – including this forum funded from the Government’s Fostering Partnership grants process

8 Agency Implementation Plan DAO is required to submit an AIP in June 2012, that covers: – Our capacity to undertake reform – What we have done so far – What we plan to do We are focusing on Demonstrating commitment and capability Partnership and collaboration with our sector and FaCS Unit Positioning the sector to maximise the opportunity of Component 2 funding

9 New Policy in Practice – New agreements Open Request Processes Goldfields Community Drug Service Team Northwest Alcohol and Other Drug Support Royalties for Regions initiative – Kimberley and Pilbara

10 New Policy in Practice - Expiring Agreements Two groups 1.Preferred Service Provider process for residential rehab program services and a few specialist services 2.Extensions for 2012/13 year for remaining services (most services)

11 DAO’s – Preferred Service Provider Process Delivering Community Services in Partnership Policy & State Supply Commission policy on Open and Effective Competition Community service Commercial Does need still exist and is there an existing service provider? Request / tender process (Restricted or Open process) Yes - assess for Preferred Service Provider status No & funding > 150k PSP status - Sole Supplier Request process No PSP status Consult to refine service requirement Issue Request (tender) Receive Offer, evaluate, Community Services Procurement Review Committee Provide letter of acceptance to finalise service agreement or letter of preferred respondent to clarify issues before finalising service agreement

12 Broader procurement strategy and 2013/14 process DAO has historically utilised PSP, with Open Requests only used for new funding or for when underperforming contracts expire. DAO’s strategy going forward is being finalised and will be reflected in our Agency Implementation Plan. Delivering Community Services in Partnership Policy supports a range or processes: – Open Request – Restricted Processes – PSP – Direct Negotiation

13 Broader procurement strategy and 2013/14 process DAO’s strategy will be scrutinised independently via our AIP Approach taken needs to demonstrate it will deliver best outcomes and value for money for the community Likely to be a mix of PSP and Open Request, with some agreements extended for a further year Greater focus on agreeing outputs and outcomes in Service Agreements (what services, how much service, and what quality of service)

14 Reducing the administrative burden A key objective of Government is to reduce the administrative burden on the NFP sector Strategies planned to be introduced by DAO include: – Longer contract terms, with the norm being 3years + two 1 year options (5yr total) – Reduced financial reporting – Largely automated reporting (SIMS)  To make this work DAO’s challenge is to specify the right outputs/outcomes in the beginning, and your challenge is to price your services accurately

15 DAO perspective so far Opportunity to address sustainability issues in the sector. Opportunity to clarify and more sharply define and measure the outcomes we are purchasing on behalf of the community Work for DAO has increased in the short term – but has been coupled by increased support from FaCS Unit Increased external scrutiny of processes and decision making re purchasing services via CSPRC and FaCS unit

16 DAO perspective so far A framework now exists for the development and promotion of best practice in service procurement Relationships are critical in any complex change process – we are focussed on collaboration with WANADA and the sector, and the FaCS Unit The sustainability of reform appears secure due to high level commitment and a central unit in place to drive it (FaCS Unit)

17 Challenges remaining Procuring services on an outcomes basis is hard - need to better define and measure outcomes Pricing services sustainably to deliver outcomes is also hard Funding models are evolving e.g. self directed service design Inputs (resources required) and outputs (products of activity) are the way most people understand service procurement and delivery

18 Challenges remaining Capacity of the Sector – the sector is diverse with a range of organisations providing services Capacity of DAO – Capability assessment to occur in May 2012 Component 2 – the challenge is to use the opportunity to address remaining sustainability problems Relationships – how to maintain and strengthen them while changing the way we do business

19 Challenges remaining Anxiety about the consequences, intended and unintended, reform will have in the medium/long term Increased external scrutiny of procurement processes in our sector An evolving response to the DCSP Policy – how to remain flexible but also provide stability and certainty Commonwealth Government – a key player with a different approach to service procurement

20 Questions?

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