E Tendering Masterclass Ann McNicholl Tendering Masterclass Ann McNicholl Commissioning master Class – Lewisham

1. ETenderingMasterclassAnn McNichollTendering MasterclassAnn McNichollCommissioning master Class – Lewisham Date 24th September Presenter Ann McNicholl Children England

2. Engage London Aims and objectives: • Discuss with commissioners their intentions • Clarify the tender process • Making the best case • Demonstrating value for money and evidence of experience • Options and ideas

3. Learning outcomes • Any additional learning outcomes ?

4. Engage London What makes a good tender submission? • Ability to meet the service specification and provide evidenced based service solutions to meet target group and deliver outcomes • Evidence ability to deliver the service, previous experience and knowledge of working with the need group and qualifications to do so. • Ability to set up and delivery the service and the business skills in running the service – submit business plan. • Ability to work in partnership and how this will be achieved. • Ability to measure impact and outcomes. • Evidence the embedding of policies & procedures within your organisation. • Ability to engage & consult with target group to inform services

5. Engage London Preparation ...preparation...... • Read through the entire application form and guidance notes • Assess the risks, investment required and engage key stakeholders. • Think about each of the questions and ensure you understand what each question is asking. • Look at the evaluation scoring. • Develop project plan to complete the submission. • Pay attention to the clarification questions and answers • Attend provider briefing sessions. • Ask questions and seek clarification where required. • Do not leave the submission until the last minute.

6. Completing the application form • Get others involved in generating ideas and reminding you of successes, products and insights • ...but try and have single authorship, or at least very good editing • Keep it powerful, factual and relevant • Leave plenty of time for quality assurance and proof reading • There is a lot of supporting information – get started on that now • Know the specification inside out – and focus on its requirement • Pay close attention to the Council’s strategic objectives. They need their providers to deliver them • Put yourself in the shoes of the evaluator can only score you on what you put down on paper • Update policies and procedures with current legislation • Your uniqueness is key – the application form provides a lot of assistance

7. Evidencing skills and experience

8. Inputs..Outputs...Outcomes and Impact

9. Doing the budget • Know the cost of your service • Where can you make reductions? • Keep non staff costs low, but keep them in • Does your budget mirror your other proposals (re: expertise of practitioners, for example) • Value for money is the right balance of results and costs. Evidence value in terms of price, quality, performance, volumes and ability to bring in additional funds or benefits. • You are essentially writing down what you have been doing and what you believe in – don’t doubt it • Be aware of others’ costs and prices but DO NOT collude with them • Commissioners are not looking for gold plating

10. Pitfalls to avoid • Answer did not address the question. • The submission made no explicit link to the outcomes required, it was implied but not explicit. • Lack of specificity in meeting the described needs and understanding the complexity of need. • Services were based on existing provision with little explicit reference to meeting the requirements of the service specification. • Limited explanation given as to what is to be provided (assumed awareness of the organisation’s ability to provide a service) • Services were too expensive as it included provision not required in the category provider was bidding for. • No reference was made as to how referrals would be received and how assessment of needs would be undertaken. • No information given as to how the provider would communicate with other professionals. • Business plan did not address the management of risks managing risks, contingency planning or interim service arrangements.

11. Consortiums and partnerships • Be clear that this consortium is not your total business but an arrangement to increase your involvement and expertise in a certain market • Agree on a business model. You will all come with different ones and risk wasting a lot of time on internal issues after a contract has been won if you have not clarified this in advance • They take time to set up. You will need a company secretary – probably from a member organisation • They are worth it if you, with other organisations, want to remain, or become, major players in service delivery. Size of turnover is a significant factor for procurement officers, as is the management of risk • Different contracting models: • Provider • Managing agent • Managing provider • Super provider

12. Contact Detailsmembership@childrenengland.org.ukengagelondon@childrenengland.org.ukwww.childrenengland.org.ukTel: 0207 833 3319