community regeneration and tackling poverty learning network andrew spowart
DESCRIPTION
Community Regeneration and Tackling Poverty Learning Network Andrew Spowart Stuart Jamieson 2 April 2009. The Task. Procuring for improved outcomes Inverclyde’s experience with procurement/tendering in relation to F.S.F. Structure for Session. Background – the legacy of CRF - PowerPoint PPT PresentationTRANSCRIPT
Community Regeneration and Tackling Poverty
Learning Network
Andrew SpowartStuart Jamieson 2 April 2009
The Task
Procuring for improved outcomes Inverclyde’s experience with procurement/tendering in
relation to F.S.F.
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
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
Legacy of CRF
• Inherited local issues associated with: - Governance - Deployment of CRF - Performance
• Joint improvement Team established to review/take stock
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
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
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
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
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
Specifications
• Detailed performance specifications drawn up for:
- Employability
- Health inequalities
- Alcohol/Drugs
- Community Engagement
Specifications detailed:
• Overview of the service required
• Service specifics
• Specific Target Groups
• Specific Target Areas
• Menu of core output/outcome indicators
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
Contract award analysis
• 46 Contracts awarded
• Spread as follows:
- Employability £3.9m
- Health inequalities £0.9m
- Alcohol/Drugs £1.2m
- Community Engagement £2.6m
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
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
QUESTIONS ?