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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

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Community Regeneration and Tackling Poverty Learning Network Andrew Spowart

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Community regeneration and tackling poverty learning network andrew spowart

Community Regeneration

and Tackling Poverty

Learning Network

Andrew Spowart

Stuart Jamieson 2 April 2009


The task

The Task

Procuring for improved outcomes Inverclyde’s experience with procurement/tendering in

relation to F.S.F.


Structure for session

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

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

Legacy of CRF

Inherited local issues associated with:

- Governance

- Deployment of CRF

- Performance

Joint improvement Team established

to review/take stock


Joint improvement plan

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

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

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

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

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

Specifications

Detailed performance specifications drawn up for:

- Employability

- Health inequalities

- Alcohol/Drugs

- Community Engagement


Specifications detailed

Specifications detailed:

Overview of the service required

Service specifics

Specific Target Groups

Specific Target Areas

Menu of core output/outcome indicators


Market response

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

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

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

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

QUESTIONS ?


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