Section one: Contracting authority
one.1) Name and addresses
KINGSTON-UPON-HULL CITY COUNCIL
Guildhall,Alfred Gelder St
HULL
HU1 2AA
Contact
ANDREA TETHER
Country
United Kingdom
NUTS code
UKE11 - Kingston upon Hull, City of
Internet address(es)
Main address
Buyer's address
one.3) Communication
The procurement documents are available for unrestricted and full direct access, free of charge, at
Additional information can be obtained from the above-mentioned address
Tenders or requests to participate must be submitted electronically via
one.4) Type of the contracting authority
Regional or local authority
one.5) Main activity
Health
Section two: Object
two.1) Scope of the procurement
two.1.1) Title
Community Wellbeing Services
Reference number
DN525174
two.1.2) Main CPV code
- 85100000 - Health services
two.1.3) Type of contract
Services
two.1.4) Short description
Hull City Council (HCC), is seeking to commission a Community Wellbeing model that is focussed on delivering outcomes for the people of Hull.
This new model will ensure that a person centred approach is undertaken at all times using a strengths based .
In support of achieving these outcomes, the new model will take a strengths-based approach. This will mean care workers working with people, to help to meet their goals and maintain their independence, not doings tasks for them, because it's quicker and easier. The new model will be a geographically based model with Community Wellbeing Providers taking responsibility for picking up all packages of care in their allocated area. Community Wellbeing Providers must establish a base in the areas in which they are working and focus on employing local people. This inclusion focused model will take into account the needs of local people and local communities, taking advantage of local diversity to drive positive outcomes. By collecting and understanding demographic data on local communities, services can more effectively meet local needs.
two.1.5) Estimated total value
Value excluding VAT: £122,651,620
two.1.6) Information about lots
This contract is divided into lots: Yes
Tenders may be submitted for all lots
Maximum number of lots that may be awarded to one tenderer: 1
The contracting authority reserves the right to award contracts combining the following lots or groups of lots:
The Authority reserves the right to award more than one Lot to a successful provider/s should there be un-allocated Lots following completion of the evaluation process.
two.2) Description
two.2.1) Title
Lot 1 - North East Area
Lot No
1
two.2.2) Additional CPV code(s)
- 85100000 - Health services
two.2.3) Place of performance
NUTS codes
- UKE11 - Kingston upon Hull, City of
Main site or place of performance
North East area of the City of Hull
two.2.4) Description of the procurement
The Authority, is seeking to commission a Community Wellbeing model that is focused on delivering outcomes for the people of Hull. This new model will ensure that a person centred approach is undertaken at all times using a strengths based approach.
Hull City Council Adult Social Care has undergone a transformational change and now has a new operating model embedded to deliver the vision of a 'Life not a service''. The vision of 'A life not a service' consists of four key elements:
• Focus on the person - we will build on people's strengths, supporting them to take control of improving their health, resilience and wellbeing
• Maximise independence - we will champion people's rights to live the fullest life that they can, knowing that this provides the best outcomes for people who use services
• Work in partnership - we will work creatively with individuals, local communities and our partners, supporting them to deliver the best possible outcomes so that people can live well
• Work effectively within the set budget - we will have a cost effective adult social care service delivered within the budget envelope to ensure those who most need support receive it and that we continue supporting people in the future
In support of achieving these outcomes, the new model will take a strengths-based approach. This will mean care workers working with people, to help to meet their goals and maintain their independence, not doings tasks for them, because it's quicker and easier. The new model will be a geographically based model with Community Wellbeing Providers taking responsibility for picking up all packages of care in their allocated area. Community Wellbeing Providers must establish a base in the areas in which they are working and focus on employing local people. This inclusion focused model will take into account the needs of local people and local communities, taking advantage of local diversity to drive positive outcomes. By collecting and understanding demographic data on local communities, services can more effectively meet local needs.
As part of our new commissioning approach, we will be exploring ways to focus better on achieving goals for people rather than time and task/activity. Rather than prescribing calls we want to work with providers to ensure they can offer flexibility in achieving outcomes. Regular monitoring will underpin this to assess whether outcomes are achieved. We want providers who can be innovative, flexible and responsive to meeting people's needs at home for as long as is possible. This Community Wellbeing model will support individuals to maximise their independence and gain skills to lead a healthy and fulfilling life. We will be working with care providers to use assistive technology to support individuals and their family and carers. We will also work with providers to work with and engage with local communities through the collection and analysis of demographic data, supporting them to identify gaps and tailoring their services to people's needs.
Recruitment and retention of a good quality, local workforce, with the right ethos, values and training is crucial for sustainability going forward. The Authority is committed to raising the profile of a career in social care and improving the terms and conditions of staff. We expect all Community Wellbeing Providers to commit to these same aspirations. This is explored further in the specification under workforce.
Over the term of this contract the new model and way of working will move homecare away from the current rigid 'time and task' model, which describes to Community Wellbeing Providers in detail how many calls they will make each day, for how long and then lists the task they need to undertake. Instead Community Wellbeing providers will be given a budget of hours. They will plan with people how they will use these hours to help them achieve the outcomes that matter to them most.
Commissioners recognise the current model of time and task has been in place for many years and there needs to be a transitional period during the first year of the contract while new systems, processes and training are put in place. Commissioners, Brokerage and the Contracts and Social Work teams will work closely with Community Wellbeing Providers during the contract mobilisation period and at the start of the contract to ensure Community Wellbeing Providers are supported to implement changes. This also will include an opportunity to access support from the council's Corporate Equalities team for assistance in understanding responsibilities around the Equality Act 2010 and public Sector Equality Duty and the collection and analysis of demographic data.
The geographical 'planned' hours will also have a % of additional capacity built in that will enable providers to plan for recruitment and be able to respond in a timely manner to picking up packages of care. It is envisaged that this will flex to meet demand throughout the year. The utilisation of this capacity will be monitored through Electronic Call Monitoring (ECM).
The aim of the new Community Wellbeing model is to enable people to stay at home, living as independently as they can, living the fullest possible life. To achieve this we have developed seven guiding principles that will underpin our commissioning approach:
• Focus on independence and wellbeing outcomes
• Build upon people's strengths and help them to achieve their personal goals as far as possible
• Place emphasis on prevention and self-management, helping people to help themselves to prevent needs from escalating wherever possible
• Promote short-term interventions that help people when they need it, preventing reliance on long term care packages as far as possible
• Provide good quality long-term services when they are required, which are value for money
• Support market sustainability so that we are paying the right price, for the right care, from the right place with a sustainable and skilled workforce
• Ensure that there is diversity within Hull's market for care and support
The North East area will be awarded to one Primary provider who will be allocated 70% of the work packages and one Secondary provider who will be allocated 30% of the work packages.
two.2.5) Award criteria
Price is not the only award criterion and all criteria are stated only in the procurement documents
two.2.6) Estimated value
Value excluding VAT: £25,160,044
two.2.7) Duration of the contract, framework agreement or dynamic purchasing system
Duration in months
60
This contract is subject to renewal
Yes
Description of renewals
The contract will have the option to extend for 2 further periods of 12 months each. The estimated total value provided includes the extension period options.
two.2.10) Information about variants
Variants will be accepted: No
two.2.11) Information about options
Options: Yes
Description of options
The contract will have the option to extend for 2 further periods of 12 months each. The estimated total value provided includes the extension period options.
two.2.14) Additional information
The procurement process will be conducted using the Light Touch Regime as follows:
Tenderers will need to submit a Selection Questionnaire and Invitation to Tender (ITT) Parts 2 & 2a uploaded to the YORtender portal by the deadline provided (35 days following publication). Any tenderers who fail the evaluation of the Selection Questionnaire will be eliminated from the tender process at that point. Tenderers who pass the Selection Questionnaire stage will progress to the next stage which will be evaluation of the quality assessment questions identified within ITT Parts 2 & 2A.
The highest ranked tenderer will be the Provider who achieves the threshold score, as detailed in the tender documentation and the highest weighted score. The Primary/Secondary Provider will be allocated their 1st preference, the second placed ranked tenderer will be awarded their 1st preference (assuming it has not been allocated to the highest ranked bidder) and so on until all geographical locations are allocated.
Tenderers who apply as a Primary/Secondary Provider and do not achieve the threshold score for the quality assessment as detailed in the ITT documentation, will not be considered for award of any of the Lots.
Successful Primary and Secondary Providers will be awarded Approved Provider status under Lot 5.
If a Primary, or Secondary Provider fails to deliver the service requirement under the framework during the term of the contract the opportunity will be offered to all Providers under Lot 5 as a further competition. The further competition process and timescales will be at the discretion of the Authority based on urgency of service delivery.
Following completion of the evaluation should there be any unallocated Lots the Authority reserves the right to award more than one geographical location to a Primary, or Secondary provider.
The estimated contract value for this Lot is based on an estimated number of commissioned hours and not planned time. These packages are currently being reviewed by the Authority with the expectation that the overall estimated contract value will be reduced.
two.2) Description
two.2.1) Title
Lot 2 - South East Area
Lot No
2
two.2.2) Additional CPV code(s)
- 85100000 - Health services
two.2.3) Place of performance
NUTS codes
- UKE11 - Kingston upon Hull, City of
Main site or place of performance
South East area of the City of Hull
two.2.4) Description of the procurement
The Authority, is seeking to commission a Community Wellbeing model that is focused on delivering outcomes for the people of Hull. This new model will ensure that a person centred approach is undertaken at all times using a strengths based approach.
Hull City Council Adult Social Care has undergone a transformational change and now has a new operating model embedded to deliver the vision of a 'Life not a service''. The vision of 'A life not a service' consists of four key elements:
• Focus on the person - we will build on people's strengths, supporting them to take control of improving their health, resilience and wellbeing
• Maximise independence - we will champion people's rights to live the fullest life that they can, knowing that this provides the best outcomes for people who use services
• Work in partnership - we will work creatively with individuals, local communities and our partners, supporting them to deliver the best possible outcomes so that people can live well
• Work effectively within the set budget - we will have a cost effective adult social care service delivered within the budget envelope to ensure those who most need support receive it and that we continue supporting people in the future
In support of achieving these outcomes, the new model will take a strengths-based approach. This will mean care workers working with people, to help to meet their goals and maintain their independence, not doings tasks for them, because it's quicker and easier. The new model will be a geographically based model with Community Wellbeing Providers taking responsibility for picking up all packages of care in their allocated area. Community Wellbeing Providers must establish a base in the areas in which they are working and focus on employing local people. This inclusion focused model will take into account the needs of local people and local communities, taking advantage of local diversity to drive positive outcomes. By collecting and understanding demographic data on local communities, services can more effectively meet local needs.
As part of our new commissioning approach, we will be exploring ways to focus better on achieving goals for people rather than time and task/activity. Rather than prescribing calls we want to work with providers to ensure they can offer flexibility in achieving outcomes. Regular monitoring will underpin this to assess whether outcomes are achieved. We want providers who can be innovative, flexible and responsive to meeting people's needs at home for as long as is possible. This Community Wellbeing model will support individuals to maximise their independence and gain skills to lead a healthy and fulfilling life. We will be working with care providers to use assistive technology to support individuals and their family and carers. We will also work with providers to work with and engage with local communities through the collection and analysis of demographic data, supporting them to identify gaps and tailoring their services to people's needs.
Recruitment and retention of a good quality, local workforce, with the right ethos, values and training is crucial for sustainability going forward. The Authority is committed to raising the profile of a career in social care and improving the terms and conditions of staff. We expect all Community Wellbeing Providers to commit to these same aspirations. This is explored further in the specification under workforce.
Over the term of this contract the new model and way of working will move homecare away from the current rigid 'time and task' model, which describes to Community Wellbeing Providers in detail how many calls they will make each day, for how long and then lists the task they need to undertake. Instead Community Wellbeing providers will be given a budget of hours. They will plan with people how they will use these hours to help them achieve the outcomes that matter to them most.
Commissioners recognise the current model of time and task has been in place for many years and there needs to be a transitional period during the first year of the contract while new systems, processes and training are put in place. Commissioners, Brokerage and the Contracts and Social Work teams will work closely with Community Wellbeing Providers during the contract mobilisation period and at the start of the contract to ensure Community Wellbeing Providers are supported to implement changes. This also will include an opportunity to access support from the council's Corporate Equalities team for assistance in understanding responsibilities around the Equality Act 2010 and public Sector Equality Duty and the collection and analysis of demographic data.
The geographical 'planned' hours will also have a % of additional capacity built in that will enable providers to plan for recruitment and be able to respond in a timely manner to picking up packages of care. It is envisaged that this will flex to meet demand throughout the year. The utilisation of this capacity will be monitored through Electronic Call Monitoring (ECM).
The aim of the new Community Wellbeing model is to enable people to stay at home, living as independently as they can, living the fullest possible life. To achieve this we have developed seven guiding principles that will underpin our commissioning approach:
• Focus on independence and wellbeing outcomes
• Build upon people's strengths and help them to achieve their personal goals as far as possible
• Place emphasis on prevention and self-management, helping people to help themselves to prevent needs from escalating wherever possible
• Promote short-term interventions that help people when they need it, preventing reliance on long term care packages as far as possible
• Provide good quality long-term services when they are required, which are value for money
• Support market sustainability so that we are paying the right price, for the right care, from the right place with a sustainable and skilled workforce
• Ensure that there is diversity within Hull's market for care and support
The South East area will be awarded to one Primary provider who will be allocated 70% of the work packages and one Secondary provider who will be allocated 30% of the work packages.
two.2.5) Award criteria
Price is not the only award criterion and all criteria are stated only in the procurement documents
two.2.6) Estimated value
Value excluding VAT: £36,108,072
two.2.7) Duration of the contract, framework agreement or dynamic purchasing system
Duration in months
60
This contract is subject to renewal
Yes
Description of renewals
The contract will have the option to extend for 2 further 12 month periods. The estimated total value of the contract includes the extension period options.
two.2.10) Information about variants
Variants will be accepted: No
two.2.11) Information about options
Options: Yes
Description of options
The contract will have the option to extend for 2 further 12 month periods. The estimated total value of the contract includes the extension period options.
two.2.14) Additional information
The procurement process will be conducted using the Light Touch Regime as follows:
Tenderers will need to submit a Selection Questionnaire and Invitation to Tender (ITT) Parts 2 & 2a uploaded to the YORtender portal by the deadline provided (35 days following publication). Any tenderers who fail the evaluation of the Selection Questionnaire will be eliminated from the tender process at that point. Tenderers who pass the Selection Questionnaire stage will progress to the next stage which will be evaluation of the quality assessment questions identified within ITT Parts 2 & 2A.
The highest ranked tenderer will be the Provider who achieves the threshold score, as detailed in the tender documentation and the highest weighted score. The Primary/Secondary Provider will be allocated their 1st preference, the second placed ranked tenderer will be awarded their 1st preference (assuming it has not been allocated to the highest ranked bidder) and so on until all geographical locations are allocated.
Tenderers who apply as a Primary/Secondary Provider and do not achieve the threshold score for the quality assessment as detailed in the ITT documentation, will not be considered for award of any of the Lots.
Successful Primary and Secondary Providers will be awarded Approved Provider status under Lot 5.
If a Primary, or Secondary Provider fails to deliver the service requirement under the framework during the term of the contract the opportunity will be offered to all Providers under Lot 5 as a further competition. The further competition process and timescales will be at the discretion of the Authority based on urgency of service delivery.
Following completion of the evaluation should there be any unallocated Lots the Authority reserves the right to award more than one geographical location to a Primary, or Secondary provider.
The estimated contract value for this Lot is based on an estimated number of commissioned hours and not planned time. These packages are currently being reviewed by the Authority with the expectation that the overall contract value will be reduced.
two.2) Description
two.2.1) Title
Lot 3 - North West Area
Lot No
3
two.2.2) Additional CPV code(s)
- 85100000 - Health services
two.2.3) Place of performance
NUTS codes
- UKE11 - Kingston upon Hull, City of
Main site or place of performance
North West area of the City of Hull
two.2.4) Description of the procurement
The Authority, is seeking to commission a Community Wellbeing model that is focused on delivering outcomes for the people of Hull. This new model will ensure that a person centred approach is undertaken at all times using a strengths based approach.
Hull City Council Adult Social Care has undergone a transformational change and now has a new operating model embedded to deliver the vision of a 'Life not a service''. The vision of 'A life not a service' consists of four key elements:
• Focus on the person - we will build on people's strengths, supporting them to take control of improving their health, resilience and wellbeing
• Maximise independence - we will champion people's rights to live the fullest life that they can, knowing that this provides the best outcomes for people who use services
• Work in partnership - we will work creatively with individuals, local communities and our partners, supporting them to deliver the best possible outcomes so that people can live well
• Work effectively within the set budget - we will have a cost effective adult social care service delivered within the budget envelope to ensure those who most need support receive it and that we continue supporting people in the future
In support of achieving these outcomes, the new model will take a strengths-based approach. This will mean care workers working with people, to help to meet their goals and maintain their independence, not doings tasks for them, because it's quicker and easier. The new model will be a geographically based model with Community Wellbeing Providers taking responsibility for picking up all packages of care in their allocated area. Community Wellbeing Providers must establish a base in the areas in which they are working and focus on employing local people. This inclusion focused model will take into account the needs of local people and local communities, taking advantage of local diversity to drive positive outcomes. By collecting and understanding demographic data on local communities, services can more effectively meet local needs.
As part of our new commissioning approach, we will be exploring ways to focus better on achieving goals for people rather than time and task/activity. Rather than prescribing calls we want to work with providers to ensure they can offer flexibility in achieving outcomes. Regular monitoring will underpin this to assess whether outcomes are achieved. We want providers who can be innovative, flexible and responsive to meeting people's needs at home for as long as is possible. This Community Wellbeing model will support individuals to maximise their independence and gain skills to lead a healthy and fulfilling life. We will be working with care providers to use assistive technology to support individuals and their family and carers. We will also work with providers to work with and engage with local communities through the collection and analysis of demographic data, supporting them to identify gaps and tailoring their services to people's needs.
Recruitment and retention of a good quality, local workforce, with the right ethos, values and training is crucial for sustainability going forward. The Authority is committed to raising the profile of a career in social care and improving the terms and conditions of staff. We expect all Community Wellbeing Providers to commit to these same aspirations. This is explored further in the specification under workforce.
Over the term of this contract the new model and way of working will move homecare away from the current rigid 'time and task' model, which describes to Community Wellbeing Providers in detail how many calls they will make each day, for how long and then lists the task they need to undertake. Instead Community Wellbeing providers will be given a budget of hours. They will plan with people how they will use these hours to help them achieve the outcomes that matter to them most.
Commissioners recognise the current model of time and task has been in place for many years and there needs to be a transitional period during the first year of the contract while new systems, processes and training are put in place. Commissioners, Brokerage and the Contracts and Social Work teams will work closely with Community Wellbeing Providers during the contract mobilisation period and at the start of the contract to ensure Community Wellbeing Providers are supported to implement changes. This also will include an opportunity to access support from the council's Corporate Equalities team for assistance in understanding responsibilities around the Equality Act 2010 and public Sector Equality Duty and the collection and analysis of demographic data.
The geographical 'planned' hours will also have a % of additional capacity built in that will enable providers to plan for recruitment and be able to respond in a timely manner to picking up packages of care. It is envisaged that this will flex to meet demand throughout the year. The utilisation of this capacity will be monitored through Electronic Call Monitoring (ECM).
The aim of the new Community Wellbeing model is to enable people to stay at home, living as independently as they can, living the fullest possible life. To achieve this we have developed seven guiding principles that will underpin our commissioning approach:
• Focus on independence and wellbeing outcomes
• Build upon people's strengths and help them to achieve their personal goals as far as possible
• Place emphasis on prevention and self-management, helping people to help themselves to prevent needs from escalating wherever possible
• Promote short-term interventions that help people when they need it, preventing reliance on long term care packages as far as possible
• Provide good quality long-term services when they are required, which are value for money
• Support market sustainability so that we are paying the right price, for the right care, from the right place with a sustainable and skilled workforce
• Ensure that there is diversity within Hull's market for care and support
The North West area will be awarded to one Primary provider who will be allocated 70% of the work packages and one Secondary provider who will be allocated 30% of the work packages.
two.2.5) Award criteria
Price is not the only award criterion and all criteria are stated only in the procurement documents
two.2.6) Estimated value
Value excluding VAT: £28,749,448
two.2.7) Duration of the contract, framework agreement or dynamic purchasing system
Duration in months
60
This contract is subject to renewal
Yes
Description of renewals
The contract will have the option to extend for 2 further periods of 12 months each. The estimated total value provided includes the extension period options.
two.2.10) Information about variants
Variants will be accepted: No
two.2.11) Information about options
Options: Yes
Description of options
The contract will have the option to extend for 2 further periods of 12 months each. The estimated total value provided includes the extension period options.
two.2.14) Additional information
The procurement process will be conducted using the Light Touch Regime as follows:
Tenderers will need to submit a Selection Questionnaire and Invitation to Tender (ITT) Parts 2 & 2a uploaded to the YORtender portal by the deadline provided (35 days following publication). Any tenderers who fail the evaluation of the Selection Questionnaire will be eliminated from the tender process at that point. Tenderers who pass the Selection Questionnaire stage will progress to the next stage which will be evaluation of the quality assessment questions identified within ITT Parts 2 & 2A.
The highest ranked tenderer will be the Provider who achieves the threshold score, as detailed in the tender documentation and the highest weighted score. The Primary/Secondary Provider will be allocated their 1st preference, the second placed ranked tenderer will be awarded their 1st preference (assuming it has not been allocated to the highest ranked bidder) and so on until all geographical locations are allocated.
Tenderers who apply as a Primary/Secondary Provider and do not achieve the threshold score for the quality assessment as detailed in the ITT documentation, will not be considered for award of any of the Lots.
Successful Primary and Secondary Providers will be awarded Approved Provider status under Lot 5.
If a Primary, or Secondary Provider fails to deliver the service requirement under the framework during the term of the contract the opportunity will be offered to all Providers under Lot 5 as a further competition. The further competition process and timescales will be at the discretion of the Authority based on urgency of service delivery.
Following completion of the evaluation should there be any unallocated Lots the Authority reserves the right to award more than one geographical location to a Primary, or Secondary provider.
The estimated contract value for this Lot is based on an estimated number of commissioned hours and not planned time. These packages are currently being reviewed by the Authority with the expectation that the overall contract value will be reduced.
two.2) Description
two.2.1) Title
Lot 4 - South West Area
Lot No
4
two.2.2) Additional CPV code(s)
- 85100000 - Health services
two.2.3) Place of performance
NUTS codes
- UKE11 - Kingston upon Hull, City of
Main site or place of performance
South West area of the City of Hull
two.2.4) Description of the procurement
The Authority, is seeking to commission a Community Wellbeing model that is focused on delivering outcomes for the people of Hull. This new model will ensure that a person centred approach is undertaken at all times using a strengths based approach.
Hull City Council Adult Social Care has undergone a transformational change and now has a new operating model embedded to deliver the vision of a 'Life not a service''. The vision of 'A life not a service' consists of four key elements:
• Focus on the person - we will build on people's strengths, supporting them to take control of improving their health, resilience and wellbeing
• Maximise independence - we will champion people's rights to live the fullest life that they can, knowing that this provides the best outcomes for people who use services
• Work in partnership - we will work creatively with individuals, local communities and our partners, supporting them to deliver the best possible outcomes so that people can live well
• Work effectively within the set budget - we will have a cost effective adult social care service delivered within the budget envelope to ensure those who most need support receive it and that we continue supporting people in the future
In support of achieving these outcomes, the new model will take a strengths-based approach. This will mean care workers working with people, to help to meet their goals and maintain their independence, not doings tasks for them, because it's quicker and easier. The new model will be a geographically based model with Community Wellbeing Providers taking responsibility for picking up all packages of care in their allocated area. Community Wellbeing Providers must establish a base in the areas in which they are working and focus on employing local people. This inclusion focused model will take into account the needs of local people and local communities, taking advantage of local diversity to drive positive outcomes. By collecting and understanding demographic data on local communities, services can more effectively meet local needs.
As part of our new commissioning approach, we will be exploring ways to focus better on achieving goals for people rather than time and task/activity. Rather than prescribing calls we want to work with providers to ensure they can offer flexibility in achieving outcomes. Regular monitoring will underpin this to assess whether outcomes are achieved. We want providers who can be innovative, flexible and responsive to meeting people's needs at home for as long as is possible. This Community Wellbeing model will support individuals to maximise their independence and gain skills to lead a healthy and fulfilling life. We will be working with care providers to use assistive technology to support individuals and their family and carers. We will also work with providers to work with and engage with local communities through the collection and analysis of demographic data, supporting them to identify gaps and tailoring their services to people's needs.
Recruitment and retention of a good quality, local workforce, with the right ethos, values and training is crucial for sustainability going forward. The Authority is committed to raising the profile of a career in social care and improving the terms and conditions of staff. We expect all Community Wellbeing Providers to commit to these same aspirations. This is explored further in the specification under workforce.
Over the term of this contract the new model and way of working will move homecare away from the current rigid 'time and task' model, which describes to Community Wellbeing Providers in detail how many calls they will make each day, for how long and then lists the task they need to undertake. Instead Community Wellbeing providers will be given a budget of hours. They will plan with people how they will use these hours to help them achieve the outcomes that matter to them most.
Commissioners recognise the current model of time and task has been in place for many years and there needs to be a transitional period during the first year of the contract while new systems, processes and training are put in place. Commissioners, Brokerage and the Contracts and Social Work teams will work closely with Community Wellbeing Providers during the contract mobilisation period and at the start of the contract to ensure Community Wellbeing Providers are supported to implement changes. This also will include an opportunity to access support from the council's Corporate Equalities team for assistance in understanding responsibilities around the Equality Act 2010 and public Sector Equality Duty and the collection and analysis of demographic data.
The geographical 'planned' hours will also have a % of additional capacity built in that will enable providers to plan for recruitment and be able to respond in a timely manner to picking up packages of care. It is envisaged that this will flex to meet demand throughout the year. The utilisation of this capacity will be monitored through Electronic Call Monitoring (ECM).
The aim of the new Community Wellbeing model is to enable people to stay at home, living as independently as they can, living the fullest possible life. To achieve this we have developed seven guiding principles that will underpin our commissioning approach:
• Focus on independence and wellbeing outcomes
• Build upon people's strengths and help them to achieve their personal goals as far as possible
• Place emphasis on prevention and self-management, helping people to help themselves to prevent needs from escalating wherever possible
• Promote short-term interventions that help people when they need it, preventing reliance on long term care packages as far as possible
• Provide good quality long-term services when they are required, which are value for money
• Support market sustainability so that we are paying the right price, for the right care, from the right place with a sustainable and skilled workforce
• Ensure that there is diversity within Hull's market for care and support
The South West area will be awarded to one Primary provider who will be allocated 70% of the work packages and one Secondary provider who will be allocated 30% of the work packages.
two.2.5) Award criteria
Price is not the only award criterion and all criteria are stated only in the procurement documents
two.2.6) Estimated value
Value excluding VAT: £32,634,056
two.2.7) Duration of the contract, framework agreement or dynamic purchasing system
Duration in months
60
This contract is subject to renewal
Yes
Description of renewals
The contract will have the option to extend for 2 further periods of 12 months each. The estimated total value provided includes the extension period options.
two.2.10) Information about variants
Variants will be accepted: No
two.2.11) Information about options
Options: Yes
Description of options
The contract will have the option to extend for 2 further periods of 12 months each. The estimated total value provided includes the extension period options.
two.2.14) Additional information
The procurement process will be conducted using the Light Touch Regime as follows:
Tenderers will need to submit a Selection Questionnaire and Invitation to Tender (ITT) Parts 2 & 2a uploaded to the YORtender portal by the deadline provided (35 days following publication). Any tenderers who fail the evaluation of the Selection Questionnaire will be eliminated from the tender process at that point. Tenderers who pass the Selection Questionnaire stage will progress to the next stage which will be evaluation of the quality assessment questions identified within ITT Parts 2 & 2A.
The highest ranked tenderer will be the Provider who achieves the threshold score, as detailed in the tender documentation and the highest weighted score. The Primary/Secondary Provider will be allocated their 1st preference, the second placed ranked tenderer will be awarded their 1st preference (assuming it has not been allocated to the highest ranked bidder) and so on until all geographical locations are allocated.
Tenderers who apply as a Primary/Secondary Provider and do not achieve the threshold score for the quality assessment as detailed in the ITT documentation, will not be considered for award of any of the Lots.
Successful Primary and Secondary Providers will be awarded Approved Provider status under Lot 5.
If a Primary, or Secondary Provider fails to deliver the service requirement under the framework during the term of the contract the opportunity will be offered to all Providers under Lot 5 as a further competition. The further competition process and timescales will be at the discretion of the Authority based on urgency of service delivery.
Following completion of the evaluation should there be any unallocated Lots the Authority reserves the right to award more than one geographical location to a Primary, or Secondary provider.
The estimated contract value for this Lot is based on an estimated number of commissioned hours and not planned time. These packages are currently being reviewed by the Authority with the expectation that the overall contract value will be reduced.
two.2) Description
two.2.1) Title
Lot 5 - Approved Suppliers
Lot No
5
two.2.2) Additional CPV code(s)
- 85100000 - Health services
two.2.3) Place of performance
NUTS codes
- UKE11 - Kingston upon Hull, City of
Main site or place of performance
South West area of the City of Hull
two.2.4) Description of the procurement
The Authority, is seeking to commission a Community Wellbeing model that is focused on delivering outcomes for the people of Hull. This new model will ensure that a person centred approach is undertaken at all times using a strengths based approach.
Hull City Council Adult Social Care has undergone a transformational change and now has a new operating model embedded to deliver the vision of a 'Life not a service''. The vision of 'A life not a service' consists of four key elements:
• Focus on the person - we will build on people's strengths, supporting them to take control of improving their health, resilience and wellbeing
• Maximise independence - we will champion people's rights to live the fullest life that they can, knowing that this provides the best outcomes for people who use services
• Work in partnership - we will work creatively with individuals, local communities and our partners, supporting them to deliver the best possible outcomes so that people can live well
• Work effectively within the set budget - we will have a cost effective adult social care service delivered within the budget envelope to ensure those who most need support receive it and that we continue supporting people in the future
In support of achieving these outcomes, the new model will take a strengths-based approach. This will mean care workers working with people, to help to meet their goals and maintain their independence, not doings tasks for them, because it's quicker and easier. The new model will be a geographically based model with Community Wellbeing Providers taking responsibility for picking up all packages of care in their allocated area. Community Wellbeing Providers must establish a base in the areas in which they are working and focus on employing local people. This inclusion focused model will take into account the needs of local people and local communities, taking advantage of local diversity to drive positive outcomes. By collecting and understanding demographic data on local communities, services can more effectively meet local needs.
As part of our new commissioning approach, we will be exploring ways to focus better on achieving goals for people rather than time and task/activity. Rather than prescribing calls we want to work with providers to ensure they can offer flexibility in achieving outcomes. Regular monitoring will underpin this to assess whether outcomes are achieved. We want providers who can be innovative, flexible and responsive to meeting people's needs at home for as long as is possible. This Community Wellbeing model will support individuals to maximise their independence and gain skills to lead a healthy and fulfilling life. We will be working with care providers to use assistive technology to support individuals and their family and carers. We will also work with providers to work with and engage with local communities through the collection and analysis of demographic data, supporting them to identify gaps and tailoring their services to people's needs.
Recruitment and retention of a good quality, local workforce, with the right ethos, values and training is crucial for sustainability going forward. The Authority is committed to raising the profile of a career in social care and improving the terms and conditions of staff. We expect all Community Wellbeing Providers to commit to these same aspirations. This is explored further in the specification under workforce.
Over the term of this contract the new model and way of working will move homecare away from the current rigid 'time and task' model, which describes to Community Wellbeing Providers in detail how many calls they will make each day, for how long and then lists the task they need to undertake. Instead Community Wellbeing providers will be given a budget of hours. They will plan with people how they will use these hours to help them achieve the outcomes that matter to them most.
Commissioners recognise the current model of time and task has been in place for many years and there needs to be a transitional period during the first year of the contract while new systems, processes and training are put in place. Commissioners, Brokerage and the Contracts and Social Work teams will work closely with Community Wellbeing Providers during the contract mobilisation period and at the start of the contract to ensure Community Wellbeing Providers are supported to implement changes. This also will include an opportunity to access support from the council's Corporate Equalities team for assistance in understanding responsibilities around the Equality Act 2010 and public Sector Equality Duty and the collection and analysis of demographic data.
The geographical 'planned' hours will also have a % of additional capacity built in that will enable providers to plan for recruitment and be able to respond in a timely manner to picking up packages of care. It is envisaged that this will flex to meet demand throughout the year. The utilisation of this capacity will be monitored through Electronic Call Monitoring (ECM).
The aim of the new Community Wellbeing model is to enable people to stay at home, living as independently as they can, living the fullest possible life. To achieve this we have developed seven guiding principles that will underpin our commissioning approach:
• Focus on independence and wellbeing outcomes
• Build upon people's strengths and help them to achieve their personal goals as far as possible
• Place emphasis on prevention and self-management, helping people to help themselves to prevent needs from escalating wherever possible
• Promote short-term interventions that help people when they need it, preventing reliance on long term care packages as far as possible
• Provide good quality long-term services when they are required, which are value for money
• Support market sustainability so that we are paying the right price, for the right care, from the right place with a sustainable and skilled workforce
• Ensure that there is diversity within Hull's market for care and support
All of the geographical areas across the City of Hull (Lots 1 - 4) will be awarded to one Primary provider who will be allocated 70% of the work packages and one Secondary provider who will be allocated 30% of the work packages.
Where there are instances of un-allocated packages across all geographical locations these packages of work will be offered to Approved Suppliers on Lot 5.
There is no guarantee of any work package allocated to providers awarded Approved Supplier status within this Lot.
two.2.5) Award criteria
Price is not the only award criterion and all criteria are stated only in the procurement documents
two.2.6) Estimated value
Value excluding VAT: £40,000,000
two.2.7) Duration of the contract, framework agreement or dynamic purchasing system
Duration in months
60
This contract is subject to renewal
Yes
Description of renewals
There will be an option to extend for 2 further periods of 12 months each. There is no guarantee of any work offered under this Lot, however we have tried to indicate an estimated value based on un-allocated work packages and possibility of any providers failure to deliver under the new contract requirements.
two.2.10) Information about variants
Variants will be accepted: No
two.2.11) Information about options
Options: Yes
Description of options
There will be an option to extend for 2 further periods of 12 months each. There is no guarantee of any work offered under this Lot, however we have tried to indicate an estimated value based on unallocated work packages and possibility of any providers failure to deliver urgent service requirements.
two.2.14) Additional information
The procurement process will be conducted using the Light Touch Regime as follows:
Tenderers will need to submit a Selection Questionnaire and Invitation to Tender Part 2 by the deadline provided. Any tenderers who fail the evaluation of the Selection Questionnaire will be eliminated from the tender process at that point. Tenderers who pass the Selection Questionnaire stage will progress to the next stage which will be the evaluation of the quality assessments questions identified within Invitation to Tender Part 2.
Tenderers must tick to confirm whether they are applying to be an Approved Supplier only. All questions which relate to this particular Lot must be responded to and tenderers who do not fail to achieve the threshold score, as detailed within the tender documentation will be eliminated from the tender process for not being able to meet sufficient quality requirements.
Following completion of the evaluation all providers who have achieved the threshold score will be awarded Approved Supplier status on Lot 5 and offered any un-allocated work packages across all geographical areas within the City of Hull.
Lot 5 will be opened up on a annual basis for new applicants to join following the first anniversary of the framework and every year until year 4. Should the contract be extended for the maximum period providers can apply for Approved Supplier status on this Lot until year 6.
New providers will need to complete the same application process and evaluation will remain the same as per tender documentation throughout the contract term and the extension period.
Where a Primary, or Secondary provider fails to deliver the service requirement across any geographical area the opportunity will be offered to all Approved Providers under Lot 5 as a further competition. The further competition process will follow the same quality assessment criteria as stated within the original tender documentation and timescales for undertaking the further competition will be at the discretion of the Authority based on urgency.
Section three. Legal, economic, financial and technical information
three.1) Conditions for participation
three.1.1) Suitability to pursue the professional activity, including requirements relating to enrolment on professional or trade registers
List and brief description of conditions
See tender documentation
three.1.2) Economic and financial standing
Selection criteria as stated in the procurement documents
three.1.3) Technical and professional ability
Selection criteria as stated in the procurement documents
Section four. Procedure
four.1) Description
four.1.1) Type of procedure
Open procedure
four.1.3) Information about a framework agreement or a dynamic purchasing system
The procurement involves the establishment of a framework agreement
Framework agreement with several operators
In the case of framework agreements, provide justification for any duration exceeding 4 years:
This procurement process is being conducted using the Light Touch Regime and Lot 5 will need to remain open in line with service delivery requirements for Lots 1 - 4.
four.1.8) Information about the Government Procurement Agreement (GPA)
The procurement is covered by the Government Procurement Agreement: Yes
four.2) Administrative information
four.2.2) Time limit for receipt of tenders or requests to participate
Date
18 June 2021
Local time
12:00pm
four.2.4) Languages in which tenders or requests to participate may be submitted
English
four.2.6) Minimum time frame during which the tenderer must maintain the tender
Duration in months: 6 (from the date stated for receipt of tender)
four.2.7) Conditions for opening of tenders
Date
18 June 2021
Local time
12:10pm
Place
YORtender portal
Section six. Complementary information
six.1) Information about recurrence
This is a recurrent procurement: No
six.2) Information about electronic workflows
Electronic ordering will be used
Electronic invoicing will be accepted
six.4) Procedures for review
six.4.1) Review body
Director of Legal Services & Partnerships
The Guildhall, Alfred Gelder Street
Hull
HU1 2AA
Telephone
+44 1482300300
Country
United Kingdom
six.4.3) Review procedure
Precise information on deadline(s) for review procedures
Alcatel Period