Community Regeneration and Tackling Poverty Learning Network Andrew Spowart
description
Transcript of Community Regeneration and Tackling Poverty Learning Network Andrew Spowart
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 ?