GLASGOW CITY COUNCIL
INVITATION TO TENDER FOR
ADULT SHARED LIVES SERVICES
(Adult Family Placements)
CONTRACT Ref: GCC004345SW
12th January 2018
CONTENTS
1. INTRODUCTION 3
1.1 Council Overview 3
1.2 Corporate Procurement Unit 5
1.3 Corporate Procurement Unit Objectives 5
1.4 eProcurement Strategy 6
1.5 Introduction to Tender 6
1.6 Format of Tender 7
2. INSTRUCTIONS TO BIDDERS 9
2.1 Issue of Invitation to Tender 9
2.2 Description of the Supply of the Services 11
2.3 Rules Relating to the Tendering Process 13
2.4 Completion of the Tender 14
2.5 Submission of the Tender 17
2.6 Special Tender Instructions 17
2.7 Insurances 18
2.8 Health and Safety Vetting 19
2.9 Transferring Employees 19
3. TERMS AND CONDITIONS 20
4. SCOPE OF REQUIREMENTS 21
4.1 Introduction 21
4.2 Background 21
4.3 Scope of Services 22
4.4 Specification 24
4.5 Forecast of Requirements 24
4.6 Call Off Processes 24
4.7 Outcomes 24
4.8 Additional Tender Processes 24
4.9 Tender Timetable 25
4.10 Contract and Supplier Management 25
4.11 Key Performance Indicators 26
4.12 Conditions of Tendering 26
4.13 Billing Route 27
5. FAIR WORK PRACTICES 28
6. GENERAL INFORMATION 29
7. EVALUATION AND SCORING CRITERIA 30
7.1 Prior Information/Contract Notice 30
7.2 ESPD(S) European Single Procurement Document Scotland 30
7.3 Information Relevant to the Procurement along with Selection and Exclusion 31
Information
8. CERTIFICATES 38
9. TENDER RETURN CHECKLIST 39
APPENDICES
Appendix A Freedom of Information 40
Appendix B Tender Portal Tips (PCS-t) 42
1 INTRODUCTION
1.1 Council Overview
Glasgow, situated in the Central Belt of Scotland on the west coast and with a population of around 600,000, is Scotland's largest city and is the commercial capital of Scotland. It is one of Europe's top 20 financial centres and is home to many of Scotland's leading businesses.
The city is administered by Glasgow City Council with the municipal headquarters, the City Chambers, situated in George Square, at the heart of the city.
Glasgow City Council works with partner agencies including Scottish Enterprise, Visit Scotland, Glasgow City Marketing Bureau, NHS Greater Glasgow & Clyde, public sector organisations, educational institutions and the private and voluntary sectors to raise the profile of the city and make it an attractive place to live in, study in, work in, or visit.
Glasgow has also recently been the host city for the 2014 Commonwealth Games. This fantastic achievement showcased our great city and country to towns and cities throughout the world; brought substantial economic benefits to the city; and strengthened our legacy of world-class sporting venues.
Social Work Services within the Council
The vision of the Social Work Services (SWS) within the Council is to provide high quality services that protect children and adults from harm, promote independence and deliver positive outcomes for Glasgow citizens.
In order to achieve our Vision, six core Service Aims have been developed to provide sharper focus for strategic planning activity:
· Focus on the person through an approach committed to personalisation, independence,social inclusion and choice
· Design and deliver services around the needs of individuals, carers and communities
· Ensure transparency, equity and fairness in the allocation of finite resources
· Focus on building a culture of continuous improvement with the aim of driving up the quality of services
· Ensure services are an integral part of a whole public sector approach to support vulnerable people and promote social well-being
· Ensure a competent, confident and valued workforce to deliver high quality professional services
A set of Values provides a framework for our collective leadership of Social Work Services, by setting out the common norms of behaviour among employees. These common behaviours will, in turn, support the achievement of our Vision. The Values we set out here are also closely aligned with those of the Scottish Social Services Council (SSSC):
· Protect the rights and promote the interests of service users and carers
· Promote the independence and self-determination of service users
· Respect the rights of service users while protecting them from harming themselves or other people
· Foster a culture of rights and responsibilities among service users, carers and communities
Within the context of this commitment, Social Work Services' particular responsibility is to care for, protect and support people who need these services, helping them to take responsibility for, and control over, their lives. In this context the aim is:
· provide a service that ensures equality of access to all and actively promotes non-discrimination
· provide care and protection for children looked after and accommodated by the Council
· maintain and develop services for children and young people at risk or in trouble
· arrange services for children and adults with learning or physical disabilities
· ensure care and support for older people and people with dementia, mental health problems and addictions
· provide support and assistance to prevent homelessness and repeat homelessness and to increasingly sustain service users within their own communities
· support carers and families
· support the criminal justice system and provide alternatives to custody whilst promoting public safety and reducing levels of re-offending
· plan and develop preventative rehabilitation services for individuals or communities at risk
· integrate service delivery to vulnerable individuals, families and communities within the Council’s wider strategies for social inclusion and regeneration
· arrange welfare advice and counselling services for vulnerable individuals or groups
· deliver services of the highest quality in partnership and consultation with users and carers, providers and the wider community
Glasgow City Council Companies and LLPs.
In addition, in its pursuit of best value, the council has set up some organisations to improve service delivery. In the last few years the following companies and LLPs have been set up.
City Building (Glasgow) LLP was established in 2006, and the services undertaken by the Building Services Department of the council were transferred to this LLP. It is a wholly owned LLP of the council with its own Board and Managing Director. This structure enables the LLP to deliver quality construction services to the council and other public sector organisations.
Community Safety Glasgow Ltd was established in 2006 and is a company limited by guarantee with charitable status. The company is jointly owned by the council and Strathclyde Police and has its own Board of Directors and Managing Director. This company takes forward crime prevention measures and tackles antisocial behaviour in the City of Glasgow, including violence against women.
Culture and Sport Glasgow (branded as Glasgow Life) and Culture and Sport Glasgow (Trading) CIC were established in 2007 to deliver cultural, leisure and outdoor recreation services for the City of Glasgow. CSG is a company limited by guarantee with charitable status. It has a Board of Directors chaired by a Council elected member and a separate Chief Executive. Culture and Sport (Trading) CIC is the wholly owned trading subsidiary (Community Interest Company) of CSG and reports to a separate Board of Directors.
City Parking (Glasgow) LLP was established in 2007 to operate the City Council’s 18 off-street parking facilities. This is a wholly owned LLP of the council with its own Board and Managing Director.
Services Glasgow LLP (branded as Access) was established in 2008 and a joint venture between the council and Serco. It provides support and strategic advice to Glasgow City Council on all ICT and property related issues. This jointly owned LLP has its own Board and Managing Director.
City Property (Glasgow) LLP became operational on 1st October 2009 and consists of two partners – Glasgow City Council and Glasgow City Council LLP Investments Ltd. The organisation has evolved from the property services previously carried out by Glasgow City Council, Development & Regeneration Services and is responsible for the management, disposal and development of Glasgow City Council’s extensive non-operational property assets.
Following a review of ALEOs operated by Glasgow City Council, City Markets (Glasgow) LLP was merged with City Property (Glasgow) LLP and City Property Glasgow (Investments) LLP effective from Sunday 26th February 2012. City Markets Glasgow is a trading division of City Property (Glasgow) LLP.
Glasgow City Council took the decision to transfer all of the services, assets and staff previously held within Direct and Care Services to a new organisation known as Cordia (Services) LLP (“Cordia”) which began operating on 1 April 2009. Cordia has a very diverse portfolio of work, including the provision of catering, cleaning, facilities management and homecare services for the council and other organisations.
Glasgow City Marketing Bureau was established in 2005 to promote Glasgow through national and international conferences, conventions, exhibitions and other PR-related activities. It is a private company owned by the council with its own Board and Chief Executive. The transfer of ownership of GCMB to Glasgow Life was successfully completed on the 29th April, 2016.This now means that Glasgow Life (Culture and Sport (Charity)) has two subsidiaries: Culture and Sport Glasgow (Trading) CIC and Glasgow City Marketing Bureau.
Jobs and Business Glasgow Ltd was formed from the merger of the five local regeneration companies spread across the City. It was established on 1 April 2011 and is the Council’s statutory vehicle for the delivery of regeneration services. It is a company limited by guarantee and a registered Scottish charity. It has a CEO and a board which comprises City Councillors and representatives from the private sector.
In relation to this Invitation to Tender, Bidders are asked to note that no Affiliated Bodies shall be involved in this Invitation to Tender.
Glasgow City Health and Social Care Partnership
The way in which health and social care services are planned and delivered across Scotland has changed due to the Public Bodies (Joint Working) (Scotland) Act 2014 (the ‘Act’). Local Authorities and Health Boards are required by law to work together to plan and deliver adult community health and social care services, including services for older people. This new way of working is sometimes referred to as ‘Health and Social Care Integration.’
At its heart, Integration is about ensuring that those who use community health and social care services get the right care and support whatever their needs, at the right time and in the right setting at any point in their care journey, with a focus on community-based and preventative care.
Health and Social Care Integration aims to:
•improve the quality and consistency of services for patients, service users, carers and their families
•provide joined-up quality services where people are cared for in their own homes or in a homely-setting where it is safe to do so and
•ensure resources are used effectively and efficiently to deliver services that meet the increasing number of people with long-term and often complex needs, many of whom are older.
Within Glasgow City, Glasgow City Council and NHS Greater Glasgow and Clyde have integrated the planning and delivery of all community health and social care services, including services for children, adults, older people, along with homelessness and criminal justice services. This work is led and directed by the Glasgow City Integration Joint Board, with the Council and Health Board delivering services under the banner of the ‘Glasgow City Health and Social Care Partnership.’
Whilst the Integrated Joint Board (IJB) sets the commissioning priorities in support of service delivery, neither the IJB not the Partnership has authority to procure services. All procurement activity in support of the commissioning priorities of the Partnership is conducted by, and via the policies and processes of, the respective partner organisations. From this point onwards, any reference to the ‘Purchasing Authority’ will mean Glasgow City Council as the Purchaser.
1.2 Corporate Procurement Unit
The aim of the Corporate Procurement Unit (CPU) is to take an overview of the council’s procurement portfolio and drive Council-wide collaboration thereby providing value in the procurement of goods and services. Essentially this involves the CPU taking the lead role in promoting, co-ordinating and delivering strategic procurement efficiencies within the council and as defined within the Review of Public Procurement by John McClelland. In addition, the CPU are responsible for the development of procurement personnel, policy, processes and systems to ensure there is a best practice standardised approach across the council’s procurement community. This includes provision of procurement related governance and standards as well as performance monitoring and the tracking of efficiencies as aligned to the council’s key objectives.
1.3 Corporate Procurement Unit Objectives
The Corporate Procurement key objectives can be summarised as follows:
· Legal compliance and Governance.
· To deliver savings and best value.
· To reflect the council’s strategic plan, priorities and policies.
· To be a fit for purpose service.
· To be collaborative and innovative,
1.4 eProcurement Strategy
With the support and commitment of the Scottish Government's e-procurement programme and its ePS initiative for public sector buying Glasgow City Council has successfully implemented an ambitious eProcurement programme that has transformed procurement within the council. This has happened with the use of new processes supported by technology and through working partnerships with our suppliers.
The Glasgow Family procurement professionals are working with Service Areas and Arms Length External Organisations (ALEOs) in order to secure best value for money for the council by implementing a strategic approach to procurement. A fully integrated and user friendly common set of tools is available to users across all areas in order to unlock the savings opportunities secured by the procurement team. The utilisation of the toolset enables purchasing professionals to track contractual compliance with mutual advantages to both the council and suppliers.
Further to the above, the council has launched a Programme that will further optimise the use of technology within Financial, HR and Customer Contact services and help drive best value out of the way these services are delivered across the council. One project within the Financial Workstream focuses specifically on increasing the percentage of electronic invoices we process to in excess of 85%. Electronic connectivity, using either direct interfacing, procurement cards or hosted e-invoicing is becoming the council standard and will be supported by appropriate compliance rules. There are significant advantages to both our vendors and to the council in streamlining our processes and utilising new technology – the most important of which will be faster payments and efficiency savings. Unlocking savings allows the council to redirect finances to frontline services in line with the council’s agenda and objectives.