1. Visit our website at: www.glasgowcity.hscp.scot
Follow us on Twitter: twitter.com/GCHSCP
#providerevent

2. Glasgow Health and Social Care Partnership Provider Event
Proof of Concept Update
2019 Framework for Selected Purchased Social Care Supports
24 April 2018

3. Agenda 1:15 Registration, Tea and Coffee 1:30 Welcome and Introduction
David Williams, Chief Officer, Glasgow City Health and Social Care Partnership
1:45 Proof of Concept Update
Pat Coltart, Commissioning Manager, GCHSCP
2: Framework for Selected Purchased Social Care Supports
Debbie Miller, Commissioning Manager, GCHSCP
2:30 Coffee Break
2:45 Table Discussion
Facilitators and Participants
3:45 Table Feedback
4:00 Question and Answer Session
Sharon Wearing, Chief Officer Finance and Resources, GCHSCP;
Susanne Millar, Chief Officer Strategy and Operations / CSWO, GCHSCP
Debbie Miller & Pat Coltart, Commissioning Managers, GCHSCP
4.30 Close

4. Welcome and Introduction
David Williams
Chief Officer
Glasgow City Health & Social Care Partnership
24 April 2018

5. GCHSCP Update Transformation programmes across care groups
Development of IJB Strategic Plan 2019 – 2022
Development of Primary Care Improvement Plan
Mental Health Strategy
Carers Act 2017 implementation
GDPR

6. Proof of Concept Update
Pat Coltart
Commissioning Manager
Glasgow City HSCP
24 April 2018

7. Background c£160m pa purchased community-based social care services
Purchasing on hourly rate basis; ‘inputs’ and ‘outputs’
Announcement in 2015 of New National Minimum Wage £9ph
c17% gap between current and future wage levels
Cost of increased pay award to providers – c£21m
Commissioning, procurement and monitoring/auditing arrangements and processes significant

8. Background cont. ‘Proof of Concept’ with 5 providers over 18 months
Co-produced proposals to assist meeting new NMW 2020 and savings/efficiencies – evidence base
Outcome reported
Provider Event (April 2017)
IJB (June 2017)
Further update
IJB Performance Scrutiny Committee (April 2018)

9. Proposals Alternative and/or leaner arrangements by the Partnership
contracting
contract management (incl. service outcomes framework)
care management
finance
Individual social care provider solutions
review/redesign of services and/or service delivery
use of shared care/supports, community-based assets and local social networks
use of assistive technology
review/redesign of internal back-office functions

10. Service Outcomes Framework Update
Whole service analysis of achievement of outcomes
Integrated into the Contract Management Framework
8 core service outcomes with KPIs across all care groups linked to contracts and service types reportable 6-monthly
Small scale testing with POC providers Fair Deal and Turning Point Scotland
Aiming to test process for April-September 2018 CMF period

11. Transformative Principles
Greater flexibility in the development and delivery of innovative social care and support networks within communities
Better use of resources for service delivery
Greater integration of services
Greater use of technology enabled care to a position of mainstream provision to meet individuals’ social care and support needs

12. Transformative Principles, cont.
Leaner commissioning and contract management arrangements
Less one-to-one and/or paid staff involvement in the lives of supported individuals with strengthening of communities and greater use of their assets and local social networks
Greater focus and emphasis on delivering sustainable service user outcomes

13. Progressing with Wider Social Care Market
2019 Framework Agreement for Selected Purchased Social Care Supports
Homelessness Alliance Commissioning
Addictions Services tendering activity

14. 2019 Framework for Selected Purchased Social Care Supports
Debbie Miller
Commissioning Manager
Glasgow City Health & Social Care Partnership
24 April 2018

15. GCHSCP’s Vision:
We believe that the City’s people can flourish, with access to health and social care support when they need it. This will be done by transforming health and social care services for better lives. We believe that stronger communities make healthier lives.
To comply with SDS Scotland Legislation (“provide information and promote service user choice”)
Best Value
Consolidate Glasgow’s social care market (replace the RSL and open up the market to new applicants)
Bring a range of pre-existing written and ‘unwritten’ contractual arrangements under the terms of 1 coherent contract - fit for purpose
Promote compliance with GCC Standing Orders when awarding business to external partners
84 different Providers submitted tenders
Evaluation was done on basis of 40% price and 60% quality
74 successful Provider applicants

16. 2019 Framework Agreement
To comply with SDS Scotland Legislation (“provide information and promote service user choice”)
Best Value
Consolidate Glasgow’s social care market (replace the RSL and open up the market to new applicants)
Bring a range of pre-existing written and ‘unwritten’ contractual arrangements under the terms of 1 coherent contract - fit for purpose
Promote compliance with GCC Standing Orders when awarding business to external partners
84 different Providers submitted tenders
Evaluation was done on basis of 40% price and 60% quality
74 successful Provider applicants

17. Aims of the Session:
Provide an update on the strategy development for the Framework including:
Procurement Objectives
Changes from the 2015 Framework
Scope of the2019 Framework
Feedback from Providers
New Processes for awards of business/Call Off Arrangements
Transitional Arrangements
Pricing Strategy
Tender Timeline
Selection and Award Criteria

18. Aims of the Session:
Provide an opportunity to discuss and influence the strategy development for the 2019 Framework including:
New Processes for awards of business under option 3 Council Selected Direct Award
Transitional Arrangements
Aspects of the Pricing Strategy
The pro’s and cons of increasing the duration of the 2019 Framework
The pros and cons of allowing new entrants to join the framework at prescribed intervals.

19. Procurement Objectives:
Provide choice for service users and legal proxies
Foster greater flexibility in the development and delivery of innovative social care and support networks within communities
Achieve better use of resources for service delivery
Promote greater integration of services
Move to greater use of technology enabled care to a position of mainstream provision to meet individuals’ social care and support needs
Deliver leaner commissioning and contract management arrangements
Encourage less one-to-one and/or paid staff involvement in the lives of supported individuals with strengthening of communities and greater use of their assets and local social networks
Promote greater focus and emphasis on delivering sustainable service user outcomes.

20. Contract Strategy Development
Reported within the GCHSCP governance structure and to the IJB
Established a multidisciplinary Framework Governance Group
Created 4 working groups looking at Strategy, Business Processes, Specifications and Contracts, Learning from the Provider Experience
Provider Engagement Sessions: 6/7 December 2017
Provider E- Survey: Cross section of 21 Providers
Service User and Carer consultation Sessions
Internal Stakeholder Engagement Sessions including Commissioning, Fieldwork, Finance, Business Development.

21. Key Changes Under Consideration
Exploring the following options:
The pro’s and cons of increasing the duration of the 2019 Framework – looking at 5 years plus two possible extensions of 1 year each.
Building in consideration of annual inflationary uplifts.
The pros and cons of allowing new entrants to join the framework at prescribed intervals.
The most effective way to ensure that both existing and new business is paid at 2019 Framework rates from the commencement of the contract
Addition of a technology enabled care section within the Care and Support Category

22. What business is in scope?

23. Framework Scope Categories Sub-Groups Care and Support Mental Health
Disabilities
Children Affected by Disability
Older People
Technology Enabled Care
Day Opportunities/Employability Supports
Mental Health – community based/building based
Disabilities-community based/building based
Children Affected by Disability-community based/building based
Older People- community based/building based
Short Breaks

24. Transitional Arrangements

25. Transitions to 2019 Framework
The intention is that both existing and new business will be paid at the rates agreed in the2019 Framework from the date the new Framework Agreement commences. The most effective way to achieve this is still being considered:
The possibilities being explored are:
Varying the 2015 Framework to allow prices to be set at the same rates agreed on the 2019 Framework
Terminating each individual call off contract under the 2015 Framework and re-awarding it under the 2019 Framework
All new business will be awarded under the 2019 Framework from the date of contract commencement. Final decisions are not yet taken in relation to formalising the transition arrangements for existing business.

26. Pricing Strategy

27. What did Providers say on pricing in the 2019 Framework?
52% Providers favoured being able to submit prices without GCC involvement
19% thought that GCC should set minimum and maximum prices
10% thought GCC should set a minimum price but no maximum
10% thought GCC should set a fixed price
10% did not have a view

28. Proposed pricing strategy for the 2019 Framework:
Bidders will submit their own rates
GCC will set a minimum price to ensure a sustainable rate
Prices will be fixed for 12 months
Inflationary uplifts will be considered annually
Individual budgets (IB) will not be increased unless the service users needs have changed. Where changes in rates mean the required support can not be adjusted to be provided within the existing IB, a Service User review will be required

29. Awards of business under the 2019 Framework

30. Awards of business via the 2015 Social Work Framework
3 Call Offs
SU Selected
Direct Award (option 2)
Council Selected
Direct Award (option 3)
Mini – Comp (option 3)

31. Provider Feedback:
Overall, the call off process was well understood by Providers but opinion was more divided about whether the processes were clear, efficient and effective at allocating business:
Survey: About 50% Providers agreed that the PER contained the right type and amount of client information.
Focus Groups: Reaction to the PER was mixed with Providers being fairly equally divided between those who thought it fit for purpose and those who thought it provided too much info.

32. Provider Feedback:
When asked whether the direct award process was clear, efficient and successful at allocating business:
33% of Providers did not express a view
24% of Providers neither agreed nor disagreed.
38% agreed the process was clear compared to 5% who disagreed
10% though it efficient compared to 34% who disagreed
29% thought it successful at allocating business compared to 14% who did not.

33. Conclusion:
Fieldwork staff reported that the call off process needs to be less complex, quicker, involve the transfer of less information, be less labour intensive and more streamlined.
Providers also expressed concerns about sustainability and resilience confirming that there is less capacity in the workforce than in previous years with the result that Provider’s are less able to:
accept some business such as half hour calls
accept packages in areas where they have little or no other work
maintain commitment to awards processes which require significant resources and which only sometimes result in generating new business

34. Option 3 Direct Award: Proposed Changes:
Provider Enquiry Report will be replaced with a more streamlined form containing anonymised basic service user/service requirement information.
Option 3 Direct Award will be advertised securely on a city-wide basis, accessible simultaneously to the top 20 ranked providers from the relevant category and sub group
Care Mangers will select from the top 5 ranked providers using “meets requirements” and professional judgement.
Selected provider will link with Care Manager and Service User to produce a detailed support plan.

35. Option 2 – Service User Direct Award
No significant change proposed to the existing process whereby service users, their Guardian or legal proxies are given the right to choose provider/s from the relevant categories on the framework. The main change in this area is:
GCC will make available modified versions of the option 3 processes to service users/proxies if they feel this is the best way to support their choice of Provider under option 2.
GCC will remove the restriction on service users only getting 2 chances to select their own provider before the process defaults to Council selection however GCC will keep the option for service users to default to option 3 if they decide this is the best course of action

36. Option 3: Mini-Competition
The experience of running mini-competition leads to the conclusion that they can add value in certain circumstances but that this needs to be weighed against the resources required to run them and the longer timeframes necessary to conclude them.
Change proposed:
Retain mini-competition for high cost option 3 awards.
Work to the principle of using discretion to carry out mini competitions on the basis of complexity rather than pre-determined financial thresholds.
Mini-completion would be run when it is considered likely to result in a better outcome for service users.

37. Contract Timetable: Milestone Expected Completion Date Tender Release
1st June 2018
Tender Close
13th July 2018
Evaluation
August – October 2018
Contract Award
December- January 2018
Contract Implementation
January 2018
Contract Commencement
February 2018

38. Selection and Award Criteria:
2 years experience within the last 3 years of delivering social care services
60% Quality
require 60% of available quality score to be awarded
Appropriate registrations with Care Inspectorate
4 Quality Questions
Minimum CI Grades for Quality of Care and support within the last 2 inspections
Fair Working Practices
Satisfy all requirements in relation to economic and financial standing
Case Study relevant to each Category/Sub Group being tendered
All GCC insurance criteria and Health and Safety to be met
40% Price
Applicants will be evaluated on Best Price
All organisational and business probity checks to be met
Evaluation will be based on the proportion to best price method.
Complete all tender documentation
Bidders bidding for more than 1 care group will need to apply the same fate for each care group.

39. Table Discussion Framework which Fosters Sustainability (20 minutes)
Technology Enabled Care (20 minutes)
Streamlining Direct Award Call-off Processes (20 minutes)

40. Framework which Fosters Sustainability (20 minutes)
Table Discussion
Framework which Fosters Sustainability (20 minutes)
In terms of creating a framework which fosters sustainability would your organisation welcome:
Consideration of an annual uplift and would this assist you with setting sustainable rates?
The proposal to set a minimum hourly rate?
Extending the duration of the Framework to offer some stability after a period of unprecedented upheaval in social care?  
A proposal to open the Framework and allow new entrants to join at prescribed intervals?

41. Technology Enabled Care (20 minutes)
Table Discussion
Technology Enabled Care (20 minutes)
What is your organisation’s view of the role of technology enabled care in social care services you currently provide and future services?
Is your organisation in a position to embrace this model of support and apply it appropriately?
Do you have a view on the inclusion of a separate technology enabled care section within the Care and Support Category?

42. Streamlining Direct Award Call-off Processes (20 minutes)
Table Discussion
Streamlining Direct Award Call-off Processes (20 minutes)
Are you in agreement with proposal to streamline the Direct award call off process?
What is the minimum service user and service requirement information your organisation needs to make a decision on whether to note interest in a package of support or not?

43. Table Feedback

44. Question and Answer Session

45. Close