Home Based Care Tender Event Wednesday 17 th August 2011

1. Home Based Care Tender EventWednesday 17th August 2011 Surrey County Council, NHS Surrey and the Surrey Care Association

2. Welcome and Agenda 08.45 Arrivals and coffee 09.30 Introductions and agenda – Alastair Hinde(Category Manager, Procurement and Commissioning, SCC) 09.35 A Strategic Overview – Anne Butler (Assistant Director for Commissioning, SCC), Alastair Hinde, Marion Heron (Associate Director of Community and Continuing Healthcare Services and Contract Management Surrey, NHS Surrey) 10.00 Travel and Subsistence Planning – Anthony Bennett (Cobia Group Tax Director) 10.20 Co-design and Future Requirements – Jean Boddy (Senior Manager, Commissioning, SCC), Kathy Saunders (Quality Assurance Manager, SCC) and Rachel Hughes (Countywide Sourcing Team Manager, SCC) 10.45 Comfort Break and Refreshments 11.00 The Procurement Process – Helen Hunt (Senior Category Specialist, SCC) and Jenna Crombie (Category Specialist, SCC) 11.25 Questions and Answers 12 noon Close

3. A Strategic Overview Strategic Overview Anne Butler - Assistant Director for Commissioning, SCC Marion Heron - Associate Director of Community and Continuing Healthcare Services and Contract Management Surrey, NHS Surrey Alastair Hinde - Category Manager, Procurement and Commissioning, SCC

4. What is our vision for the future? “Working with all our partners to make a difference to the lives of people, through trusted, personalised and universal social care support, so people have choice and control, and can maximise their wellbeing and independence in their local community” Delivering this vision will mean vulnerable people in Surrey: • Live independently and safely • Have as much choice and control over their lives as possible • Live in their own home if they wish, or other accommodation of their choice, • Find out about information, services and support available and how to access them, • Get the support they need in local and community settings, and • Remain safe from abuse

5. How will we realise our vision? We need a radical strategic shift: • Continued shift from residential and nursing care to personalised community based care and support • Redesign systems, processes and structures for a Directorate that is fit for purpose • Work with partners to co-design and deliver services which are local, universal and preventative • Deliver cost effective and sustainable services • Provide leadership in health and social care, through commissioning and partnership with public health, districts and boroughs We will deliver this strategic shift by ensuring: • people who use services and carers drive and co-design all that we do • every person experiences a person centred approach to accessing support • carers are supported in their caring role and have a life outside caring • increased managerial and organisational competence and efficiency • effective partnerships delivering real outcomes for the residents of Surrey • improved performance - we are currently ‘performing well’ but aspire to be world class

6. Think Family – a whole system

7. Policy context Putting People First provides the direction for the provision of social care … empowering residents of Surrey to shape their own lives and the services they receive ... Promoting personalisation and enhancing quality of life for people with care and support needs 1,090,300 Total Surrey population Citizenship General population Information Lifestyle 305,000 Estimated number of older people with a low to moderate need, people with a physical and sensory disabilityand/or a learning disability and/or a mental health need Preventing deterioration, delaying dependency and supporting recovery Low to moderate needs Practical support Early intervention Enablement Substantial needs Ensuring a positiveexperience of care and support Community support for Long Term Conditions 31,100 Number of people receiving a social care service throughout a year Institutional Avoidance Critical needs Protecting from avoidable harm and caring in a safe environment Timely discharge

8. Personal Care & Support

9. Service Delivery Model …... promoting independence and choice through reablement, person-centred planning and self directed support……

10. Personalisation, Community & Outcomes Personalisation Community Outcomes …... People at the heart of our focus on personalisation, community and outcomes……

11. NHS SURREY “ONE PLAN”2011/12 – 2014/15Surrey Health and Care System

12. Values • Human – right to make mistakes • Reward and respect – say thank you and well done • Empower – support • Understand-able – • communicate • Act – with integrity • Connected – part of a whole • Ambition • One plan: safe, effective care and financial balance • Vision and Mission • Ensure transfer to: GP commissioning, Surrey County Council and to National Commissioning board are successful • Strategic Focus • Performance and financial balance • Structure • Relationships • Planning framework • annual operating plan • + • clinical strategy • + • commissioning intentions • = • QIPP • = • ONE PLAN

13. One Plan: The challenge We are required to keep cost down, offer choice of convenient and personalised services to local people, maintain good quality safe services for patients and the public. Two major challenges require integrated and effective response in order to achieve these goals. National financial downturn creates a challenge More people require more Health and Social Care (JSNA)

14. Adopt 3 key strategies Reduce demand by working hard to keep people healthy Find ways of delivering the same level of services at a lower cost Maintain affordable level of services to meet as much need as possible through re-design

15. One Plan: Principles Keep more people healthy Work with clinicians and system leaders to do “what is right” Make system incentives count towards better patient outcomes Spend public money once on the same need and gain further value Do as much as possible of everything that works first Monitor and enhance the experience of patients, carers and the public

16. Good Quality Outcomes Intelligent System Connected System Value for Money Enhanced Experience Anticipatory System

17. Home Based Care: Health & Social Care • Why have SCC and NHS Surrey adopted a joint route to market? • Analysis showed great deal of shared suppliers between Health and Adult Social Care • One framework agreement for Surrey • Opens both Health and Social Care opportunities to all providers • Smoother transition between social care and health and vice versa • First major step toward collaborative working between health and social care • Promotes greater efficiencies across Surrey health and social care economy… ASC NHS Surrey Home Based Care per £35.0m £6.0m annum

18. Travel and Subsistence Planning Travel and Subsistence Planning Anthony Bennett (Cobia Group Tax Director)

19. Co-design and Future Requirements Co-design and Future Requirements Jean Boddy (Senior Manager, Commissioning, SCC) Kathy Saunders (Quality Assurance Manager, SCC) Rachel Hughes (Countywide Sourcing Team Manager, SCC)

20. Outcomes to date • Need to be overt about some of priorities for the next three years to ensure the service delivers on the strategic direction • Your role in the Whole System is pivotal • Our JSNA and mapping identifies that volumes of domiciliary care will be increasing by at least 10% plus over next 5 years on top of demography / population increases – the future is optimistic – the future is personalised

21. Co-Design Process • Developed a Steering Group to advise and inform Co Design with Key Stakeholders • Consultation through Public Value Reviews, the National and Surrey Dementia Strategy • Policy update in light of the Health and Social Care Bill and Think Local Act Personal • Feedback from Quality Assurance and Performance Outcomes • Benchmarking best practice through Department of Health guidance and other Local Authorities. • Arranged meetings and discussions to ascertain views of people who need the service and their carers • Discussion with Providers • Analysis of Trends and JSNA needs per borough • Analysis of customer feedback surveyand meeting the customers

22. What our Co- Design is telling us Principles of reablement and supporting the in-house reablement pathway and support planning Dementia Care principles and flexible care Good Hydration and Nutrition is everyone’s responsibility End of life care Quality assurance and a move towards an outcome focus Carer aware Reference to electronic monitoring An agreed joint medication policy to align seamless care – NHS Surrey joint commissioning plans

23. Where we need to get to • Capable Communities and Active Citizens • Think Local Act Personal – really get to know your local area • Commissioning and supply partners should collaborate across public sector boundaries to achieve better efficiency and support innovation • Personal Budgets and Direct Payments – what added value can you bring to your customers? • Diversification - Creating micro initiatives • Be a Community Catalyst

24. Quality Assurance • Key Performance Indicators to be updated • Reported twice yearly • Response has been poor • It is a contractual requirement that providers complete the KPIs. From 2012 it is intended that the results will be published on our external website • Contract Monitoring Elements eg: • Annual Insurance Cover • Business continuity Plan • CQC Inspection: Areas of non compliance/Action plans • Registered Manager change • Staffing levels • Safeguarding • Complaints • Service user/care feedback • Notification of incidents

25. Quality Assurance … continued • Introduction of Outcomes Monitoring • Focus on 2 key areas Nutrition and Hydration • Promoting Hydration/Nutrition Action Plan • Training and development • Use of Promotional Materials • Development of Personal Hydration/Nutrition Action Plans • Co-ordination of care and links with wider services

26. Quality Assurance … continued • Dignity - ‘Dignity is about seeing the whole person and respecting their way of life’ - 10 Point Dignity Challenge is embedded in the Framework Agreement - this is a clear statement of what people can expect from a service that respects dignity - How will you evidence this challenge is embedded in your business? - Are you Dignity in Care Champions? - Examples of good practice

27. Sourcing Team Update Four Sourcing Teams: • North West Surrey (Spelthorne, Runnymede, Woking) 01932 795243 • East Surrey (Reigate & Banstead, Tandridge) 01737 737932 • South West Surrey (Waverley, Guildford, Surrey Heath) 01483 517799 • Mid Surrey (Mole Valley, Epsom & Ewell, Elmbridge). 01372 832090

28. Sourcing Team Structure

29. How can we work together? Invoice processing & invoicing frequency guidelines • Ideal frequency is minimum fortnightly invoicing to support timely payments • Explore common data set on invoices • Paper Invoices: • Summary Information: Reason for Variation • Area (Borough) clearly indicated • AIS ID • Electronic invoices: • Information Governance and Managing Risk • No personal or confidential information in emails • Encryption or Winzip & Password Protect Opportunity to feedback via email: rachel.hughes@surreycc.gov.uk

30. Comfort Break Fifteen minute break

31. The Procurement Process The Procurement Process Helen Hunt and Jenna Crombie Procurement and Commissioning, Surrey County Council

32. Why are we going out to tender? • Compliance with the law: The tender process allows us to comply with the laws and regulations (both UK and EU) that govern the spending of public money • Level playing field: We are committed to appointing providers in a fair, open and transparent manner • Market competition: The process generates market competition through transparent and consistent ways of working • Value for money: We have a responsibility to deliver value for money for people receiving support and Surrey residents

33. When are we going out to tender? Intended timetable Advert and pre-qualification questionnaire published on BravoSolution 9/9/11 Responses to the pre-qualification questionnaire submitted by interested providers 9/10 Tenderers shortlisted, and successful applicants invited to the Invitation to Tender stage7/11 Responses to ITT submitted by providers 12/12 Tender evaluation completed26 / 1 / 12 Recommendation to award made to Procurement Review Group15/2 Recommendation to award made to full Cabinet 27/3 Announce contract award following standstill 10/4 Contract go-live 14/4

34. How are we going out to tender? • As per the tenders in 2008 and 2010 We use our e-Sourcing portal (BravoSolution) to run this tender www.surrey.bravosolution.co.uk • We also use this portal for all of our tender opportunities • Benefits of using BravoSolution for providers: • Reduced costs • Open, accessible, supported process • Time saving • Security

35. How are we going out to tender … continued What do I need to use the portal? • You don’t need any special hardware or software to use our e-sourcing portal. You just need a PC or Mac and internet access What support will I get? • Our e-portal host provides free of charge help and support with a dedicated phone line, email address and on-line help • Remember – don’t leave the publishing of your PQQ or ITT response until the last minute! Business Link - www.businesslink.gov.uk • Business link is a free business advice and support service, available online and through local advisers

36. What are we going out to tender for? How will the model look from April 2012? • NO TRANSFERS: As per previous presentations made at SCA Forums, we will not be transferring existing clients / packages during this exercise as we did in 2008. As such this tender will be for NEW business only. The advert and PQQ will include detail as to how much business we project there to be in the various zones • NEW TIERING SYSTEM: We will be moving to the introduction of a single tiered system in each zone • NEW ZONES: Move to align the zones with the district and boroughs, and bring them in line with our personal care and support teams

37. What are we going out to tender for … continued

38. Q&A