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Thames Valley Police & Crime Commissioner. Commissioning specialist victim support services September 2014. Overview. Local commissioning 2015/16 Approx. £2,467,000 Victims’ Grants (to cover full costs of the non specialist referral services, RJ and local specialist services)

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thames valley police crime commissioner

Thames Valley Police & Crime Commissioner

Commissioning specialist victim support services

September 2014


Local commissioning 2015/16

  • Approx. £2,467,000 Victims’ Grants (to cover full costs of the non specialist referral services, RJ and local specialist services)
  • Provision will be through contracts in the six priority themes, and contracts will not necessarily be awarded all at the same time
  • Specifications are expected from November
six priority themes
Six priority themes
  • Practical and emotional support for victims of sexual assault
  • Practical and emotional support for victims of domestic violence
  • Practical and emotional support for children and young victims of crime
  • Psychological counselling for victims in the priority categories and/or victims who have been unable to recover from the impact of the crime
  • Third party reporting mechanism for victims of hate crime
  • Victim-centred restorative justice
guiding principles
Guiding principles
  • Thames Valley coverage, needs-led
  • Single contract/ leader provider or consortia
  • Quality and consistency of services (clear reporting; evidence of impact)
  • Enhancing the capacity of local VCSE providers

- to provide services where this is in the best interests of victims

social value
Social Value
  • Duty on public bodies to consider social value ahead of a procurement (Social Value Act 2012)
  • Must consider:
    • how what is proposed to be procured might improve the economic, social and environmental well-being of the area, and
    • how, in conducting the process of procurement, it might act to secure that improvement
social value1
Social value
  • Social value is a way of thinking about how scarce resources are allocated and used. It involves looking beyond the price of each individual contract and looking at what the collective benefit to a community is when a public body chooses to award a contract
    • Social value asks the question: ‘If £1 is spent on the delivery of services, can that same £1 be used, to also produce a wider benefit to the community?
social value discussion
Social value - discussion

How can social value be demonstrated by bidders?

  • Voluntary & Community organisations are part of local communities
    • Local knowledge, networks and connections including for referrals and support
    • Social and local commitment, including through volunteers or involvement as victims
    • Trust built through local relationships
    • As charities with ‘no shareholders’ more of

the funding can be spent on victims

  • Coverage of whole area by connecting local groups which provide similar services
  • Integration of expertise by connecting general providers with specialists
  • Sharing full service coverage to avoid wasteful competition
the collaboration continuum
The collaboration continuum
  • Joint working (delivery and/or back office)
  • 2 or more charities/organisations
  • Shared decision making and management

Joint committee or info sharing

Joint management and delivery of a project


venture company



collaboration discussion
Collaboration - discussion
  • Opportunity – what voluntary & community organisations bring to the table in partnership
    • Range of strategic connections
    • New skills and expertise; sharing ideas
    • A broad referral base

- Pathways: identification; referral in; referral out; continuous support

collaboration discussion1
Collaboration - discussion
  • Challenges – what stands in the way of voluntary & community organisation partnerships?
    • Capacity of smaller, niche organisations by specialism or locality (smaller community groups)
    • Size of Thames Valley goes beyond individual local authority boundaries where organisations operate
    • The priority themes cover elements but not all of the overall service; cross local authority boundary funding is not in place for other services
    • Other providers and organisations are not

known, for such a large geographical area

    • Risk of smaller organisations being discouraged

or lost as a stand-alone provider

collaboration lead providers
Collaboration - lead providers
  • Understanding and

connecting to a wider

network of providers and

community organisations,

for pathways and needs-

led support (‘egg white’)

guiding principles1
Guiding principles
  • Collaboration must be in the interests of your beneficiaries
    • Access to new resources, relationships or networks, information
    • Better quality and coordination of services
    • Cost savings and efficiencies
    • Greater influence on policy; strength together
    • Area of benefit (can work outside but such work must produce a benefit for your beneficiaries)
critical issues 1
Critical issues 1
  • What area does your organisation cover?
  • Have you developed links with other organisations which complete the coverage?
  • Who will lead?
  • What are the arrangements between the partners/consortium members? (MoU; partnership agreement; joint venture company…)
  • What are the financial arrangements?
critical issues 2
Critical issues 2
  • What expertise does your organisation have?
  • Have you developed links with other organisations which provide full expertise?
  • Who will lead?
  • What are the arrangements between the partners/consortium members? (MoU; partnership agreement; joint venture company…)
  • What are the financial arrangements?
critical issues 3
Critical issues 3
  • You could provide full VS services across the whole TVPCC area
  • Are you willing to share or do you want to compete for the whole pie?
  • Who will you share with? (and using what arrangements?)
  • How will sharing the work contribute to building social value? (Evidence)
critical issues all
Critical issues - all
  • Due diligence on partners
  • What’s in the agreement
  • Risks: complex decision making; additional costs; reputation; liabilities
  • Management – who has power to do what?
  • Accountability, control and sanctions
  • Capacity
  • Costs of taking lead role/delivery role
legal agreement
Legal agreement
  • Essential to have a clear agreement between the consortium members reflecting the way you have decided to work
  • Possible to develop “boiler plate” agreement
  • Not very expensive…
  • Potential risks of not having a proper agreement are considerable
tvpcc procurement
TVPCC procurement
  • 2015/16 will be contracts for services
  • Transparent procedures; fair competition for all suppliers; open to all sectors of the community
  • Most appropriate and cost effective (taking account of whole life costing)
  • Comply with TVPCC financial and Diversity and Disability regulations; and Quality of Service Commitment
  • Comply with wider EU and government policy on procurement

First wave Invitation To Tender (ITT) Nov 2014:

  • RJ, ISVA, Young People’s Services

- Open procedure, 3 years +1 +1

  • OJEU process – 40 day ITT, evaluation, clarification, award, 10 day standstill.
  • Evaluation (a) Cost 40% (b) Deliverables 60%

Deliverables scored 0 to 10, where:

    • 10 (meets requirement in full)
    • 6 (meets most of the requirement but with at least 1 significant concern)
    • 2 (provides little of the requirement)
next steps
Next steps
    • Survey and directory, to increase awareness about the range of organisations across the Thames Valley providing support services to victims
    • To be compiled by Reading Voluntary Action with Oxfordshire Community and Voluntary Action, Community Impact Bucks and Community Action Milton Keynes
  • Engagement workshops, 13 and 16 October
    • Draft service specifications and procurement
  • Bid-writing workshop, 5 November
    • Effective tendering and proposals
For further information

Other inquiries