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 ?