1. Community Regeneration and Tackling Poverty Learning Network Andrew Spowart Stuart Jamieson 2 April 2009

2. The Task Procuring for improved outcomes Inverclyde’s experience with procurement/tendering in relation to F.S.F.

3. Structure for Session Background – the legacy of CRF The move from CRF to FSF Strategic Procurement/Commissioning Framework The procurement process – objectives – the process itself Current state of play – what we are learning Conclusion/Next Steps

4. Inverclyde – in context Significant concentrated deprivation in Inverclyde Well up there in the Poverty/Deprivation league table. 42 data zones within most deprived 15% Received sizeable funds via CRF £14.6M 2005/8 - Guide by ROA

5. Legacy of CRF Inherited local issues associated with: - Governance - Deployment of CRF - Performance Joint improvement Team established to review/take stock

6. Joint Improvement Plan Acknowledge no quick fixes in turning around area Smarter deployment of future resources Strategic approach to the deployment of resources – informed by new Community Plan and emerging SOA provided policy rational/basis for FSF deployment

7. The Move from CRF to FSF Alliance Board initiated a range of actions - Uncertainty surrounding CRF - Review and evaluation of CRF Project Portfolio – remove duplication/overlap. Similar projects competing with similar projects. - Financial Assessments of project - Analysis of projects against partner organisational priorities

8. CRF Projects All evaluated Core projects – Projects which could be continued and receive financial support Marginal Projects – Worthy of support – however did not allign/syncronise with national/local priorities Non Core Projects: Projects should be discontinued Exit Strategy

9. Strategic Procurement / Commissioning Framework In moving towards FSF there was a need to move away from grant funding projects in the traditional way Breaching Procurement Legislation? Inverclyde Alliance – wanted to become strategic “An intelligent client” - wanted to procure/commission services Need for a procurement/commissioning Framework with agreed roles/unique responsibilities

10. Strategic Procurement Process What services did we want to procure? - Employability - Health Inequalities - Alcohol Drugs - Community Engagement Informed decisions by local intelligence, data zones, knowledge and opinion Policy Emerging local Community Plan and interim SOA

11. Specifications Detailed performance specifications drawn up for: - Employability - Health inequalities - Alcohol/Drugs - Community Engagement

12. Specifications detailed: Overview of the service required Service specifics Specific Target Groups Specific Target Areas Menu of core output/outcome indicators

13. Market Response Significant market response to tender notice Helped by capacity building with local suppliers 70 bids for services – including internal council bids All bids evaluated using agreed framework

14. Contract award analysis 46 Contracts awarded Spread as follows: - Employability £3.9m - Health inequalities £0.9m - Alcohol/Drugs £1.2m - Community Engagement £2.6m

15. What we have learned? Procured for improved outcomes – added value Direct link with Community Plan and SOA Effective Service relationship with contractors – business relationship Rationalised service providers – removed degrees of duplication and overlap

16. Conclusion / Next Steps Contracts expire March 2010 FSF Resources into G.A.E. last of the ringfenced monies Decisions for Council/Partners on resource allocation/deployment in context of SOA Window of opportunity

17. QUESTIONS ?