Académique Documents
Professionnel Documents
Culture Documents
Contents
Introduction 2
Background 2
The Justification 11
Next Steps 11 - 12
1
Introduction
This Accreditation Tool is intended to provide a We have asked: ‘How do we know what we are
structured method of assessing the health of your actually getting?’ and ‘How do we know that it
organisation, to measure the impact of your will meet customer needs and expectations’
services and to demonstrate effectiveness.
The Approved Preferred Provider Scheme is
The tool incorporates relevant recommendations designed to meet with pre-qualification
from the Health Care Commission and forms part requirements in the event of future tenders,
of a suite of tools and techniques being developed significantly reducing the resources required to carry
to contribute to the process of a Whole System out repeated pre tender work, it also lends support
Review of Drug and Alcohol Services. to Continuous Quality Management should a
contract for service(s) be subsequently made.
An earlier version of the Accreditation Tool has
already been in use at North Tyneside Council and The toolkit is however concerned with the
has been used as an illustration of best practice by production of a standing list of approved preferred
NIHME and CSIP for commissioners involved in providers and aims to lessen the reliance on
managing and developing provider markets. ‘Beauty Contest’ approaches to commissioning.
2
The A.P.I.E Commissioning Framework
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3
Future Service Priorities and Priority 3: Prescribing Services Fit For Purpose
Commissioning Intentions
Priority 1: Equitable Access to services without Commissioning intention 3a: To ensure that access to
prejudice to criminal justice status or prescribing services is based on assessed need and
geographical location available to individuals within their communities.
Commissioning intention 1a: Develop the current Commissioning intention 3b: Develop a model for
treatment modalities to meet the capacity and fully integrated Specialist, GPwSI and Shared Care
demand for both those within the criminal justice services which meet the needs of PDU / PSU in
system and those outside of it. Sunderland.
Commissioning intention 1b: Undertake a needs Commissioning intention 3c: Services, to have the
assessment and gaps analyses in the six regeneration appropriate level of clinical governance in place.
localities within the city of Sunderland and map this Including prescribing regimes commensurate with
across those providers currently in treatment to best practice.
identify the geographical locations for the
establishment of treatment services and Commissioning intention 3d: All prescribing
interventions to meet the local needs of PDU / PSU. services to have the necessary nursing and clinical
support to provide safe and effective prescribing to
both PDU / PSU
Priority 2: Develop services that are client
facing and collaborative in the delivery of Commissioning intention 3e: All prescribing
treatment modalities services to be commissioned as part of integrated
services with the appropriate referral and
Commissioning intention 2a: Through the integrated care pathways established.
operation of an Approved Preferred Provider
Scheme identify those organisations that are able
to respond flexibly and creatively to meet assessed Priority 4: Day programmes / community
client need and demonstrate an ability to work opportunities
collaboratively with partner agencies in the
interest of the client. Commissioning intention 4a: Existing day services
will be reviewed and commissioned to ensure that
Commissioning intention 2b: Commission whole they promote social inclusion and access to
integrated services which require high levels of mainstream opportunities with equitable access
integration and collaboration to meet the needs of for both Criminal Justice and non Criminal Justice
PDU / PSU in Sunderland. This will include co clients.
location and multi agency bases located through
out the Partnership based on assessed need, Commissioning intention 4b: Existing use of Local
rather than historical arrangements. Authority Grant and other grant aid will be
reviewed in order to determine what is appropriate
Commissioning intention 2c: To remove un- use of the grants and how to ensure funding
necessary barriers and steps into treatment. By agreements which support voluntary sector
having a single point of contact from which all provision are sustainable.
client journeys are begun. This will be within both
the criminal justice system and outside of it. Commissioning intention 4c: A review of all
structured day programmes and day care activities
Commissioning intention 2d: Through setting joint will be conducted and mapped across local needs
targets with all providers for pull through referrals assessment. Services will then be configured to
from each part of the system remove any best meet the assessed needs of PDU / PSU in
opportunities for anti competitive practice and Sunderland
actively measure collaboration as an outcome.
4
Commissioning intention 4d: Adult Services on Commissioning intention 5e: We will establish
behalf of the Partnership will work with all strategic partnerships with housing providers and
Directorates of the City Council to ensure that others to secure sustainable accommodation
their services address the social inclusion of provision and where appropriate exploring the
people with PDU / PSU. possibility of shared ownership schemes.
Commissioning intention 4e: User-led services will Commissioning intention 5f: Given the anticipated
be developed, specifically exploring the use of the reduction in services funded under Supporting
Clubhouse model and or Peer Led Services. People, the Adult Services and Housing
Directorates on behalf of the Partnership will seek
Commissioning intention 4f: Employment services to ensure sufficient resources are secured for PDU
will be reviewed alongside commissioning partners / PSU, that they are targeted most appropriately
and evidence-based models will be commissioned and that impact of change is managed with users,
in the light of national guidance. carers and partners in drug and alcohol services.
5
Commissioning intention 7d: Work with the Home Priority 9: Diversity
Office and NTA to ensure that the Drugs
Intervention Programme is effectively joined up Commissioning intention 9: To provide a range of
with the wider treatment provision. Ensuring that services that reflect the diverse needs of the
client journeys are effective as a result of access to population of Sunderland. Equal access to relevant
services based on assessed need rather than what appropriate drug treatment services for the whole
is close to hand. population. Commissioners will work with providers
to eradicate unlawful discrimination and promote
Commissioning intention 7e: A closer interface equal opportunities with respect to age, culture,
with crime and disorder will be established to gender, sexuality, mental ability, mental health,
provide greater joined up working with regard to geographical location, offending background,
enforcement, supply and demand, treatment and physical ability, political beliefs, religion, health or
rehabilitation. status or any other specific factors which result in
discrimination.
Commissioning intention 8a: Service Level To provide geographical and out of office hour’s
Agreements will be founded on outcomes for coverage. The partnership recognises the need to
service users and in line with the priorities of this get the balance right between the level of quality
strategy. and quantity of cover to be provided by the
specialist Harm Minimisation and Needle Exchange
Commissioning intention 8b: Greater integration of service. To this end additional capacity will be
the delivery groups and the Strategic Board will be commissioned to specifically increase the access
established with representation from stakeholders of needle exchange within pharmacy in addition to
across the City, including users and carers, expertise, training and support to be provided
commissioners and provider agencies. within tier 3 and criminal justice provision. This will
be undertaken in conjunction with the Harm
Commissioning intention 8c: A revised format will be Reduction Strategy /Treatment Effectiveness
agreed with voluntary and independent sector Groups to ensure that the necessary pathways and
partners for a forum to support development of the protocols into all aspects of the Health Service are
joint agenda between commissioners and providers. accessible from acute through to secondary,
primary and tertiary care for BBV, Hep C HIV etc.
Commissioning intention 8d: We will engage with
commissioners in both the TPCT / LA to consider
how we can work together to improve the capacity
of the voluntary and independent sector to
provide services.
6
Monitoring To take this project forward we are rolling out Key
Monitoring the implementation of the Priority Objectives 2a and 8a, which includes a:
commissioning strategy needs to involve
independent oversight and a wide range of 1. strategic review of current service provision
stakeholders. To that end, it will be reported to the
Partnership Strategic Board. The involvement of 2. statistical review of service outputs
service users and carers in the evaluation is
important and evidence of delivering the vision for 3. clear and transparent approach to future
services and outcomes for service users and carers commissioning.
will be sought as evidence of effective strategy
implementation. The Approved Preferred Provider Scheme will act
as a step change in meeting with our
The pattern of current commissioning will be commissioning and procurement expectations in
reviewed to ensure that it drives towards, the pursuit of: Key Priority Objective 2a.
delivery of the strategy. New and revised Service
Level Agreements and contracts will be introduced
over time to include clear outcome indicators and
delivery to the strategic vision. The commissioning
statement of intention will help develop a
Commissioning strategy which will form a working
document which may be revisited over its lifetime
to ensure that it remains current, challenging and
effective to changing needs, expectations and
requirements.
7
Safer Communities: Outcomes Assessment and Evaluation Framework for a Substance Use Preferred Provider Scheme
Promote Well-being Outcomes Contributing, Enjoying and Achieving Outcomes Behaving Safely
To identify and close any treatment gaps between the police, acute
Improve and extend locally based shared care and specialist hospital services, primary care and specialist services as part of the
prescribing services. Harm Minimisation and Reduction Strategies.
To extend and increase the opportunities for volunteering, training and
Increase the availability of personalised care and treatment options. employment for people in recovery or with low to moderate drug and Establish a Pubic and Private Industry Charter of Corporate Social
alcohol dependency. Responsibility
Improve the take up of universal services.
To promote and development self- help and social enterprise projects. Establish a Charter for Community Investment restoring self
Ensure the effectiveness of treatment options. esteem at group, community, ward and city level.
To ensure that the consumer voice is heard and fully incorporated into
Ensure proper and rigorous care and treatment planning. the design and planning of services both operationally and strategically. Implement a continuous health promotion campaign delivering
'can do' information and advice to raise awareness of substance
Reduce mortality rates. To celebrate the achievements of individuals, groups and organisations use, its effects and sign posts to help.
that are successfully integrated into the host communities.
Reduce drop out rates. Ensure that primary care services are adequately equipped and
To ensure that universal leisure and recreational services are available, resourced to identify the health, economic and social risks
Improve retention rates. accessible and used by people with a drug and/or alcohol problem. associated with substance use.
Increase the numbers in treatment. Ensure social and economic balance is restored where health
inequalities exist.
Judgements
Strategic Leadership Relevance 1. Exists to meet its own priorities and solely uses resources to meet self
Evaluation for Preferred Outcomes:
Meeting Need determined objectives;
Provider Status Stands Out
Stakeholder engagement 2. Shows an awareness of other agencies issues and concerns setting aside some Highly Recommended
Resource Allocation Originality and Impact resources to address issues of common concern; Commended
3. Has a joint or shared commitment to improve outcomes in a particular way Accredited but NOT preferred status
and shares resources to address the identified need;
4. Has a transparent integrated relationship with other partners and pools its
resources to address population needs.
‘Our health, our care, our say’ - Commissioning Process
National Commissioning Framework
Support to
Support to GPs PCT & LA Partnership
Individuals
PCT LA
Commissioning Commissioning
Direct
Practice based
Payments
Public Satisfaction Commissioning PCT/LA Public Satisfaction
Individual
Survey (PBC) Joint Commissioning Survey
Budgets
Conceptualisation
Experts Group
10
Project Mandate / Clinical Governance
Projection Initiation
Our response to the challenges that emerge from the These five stages will combine to form the basis of
Audit Commission Report is a combined crime, a sector wide evaluation and will ask provider
disorder and substance misuse strategy entitled, organisations to demonstrate their strengths in
Safer Sunderland Strategy 2005-2008. The Safer offering ` effective partnering based` single or
Sunderland Partnership will deliver this strategy. mixed modality substance use services.
Historically, Sunderland, has taken a predominately The Fitness for Purpose Assessment and
reactive and `enforcement` based approach to Evaluation Schedule is designed to provide a real
treating the symptoms rather than the underlying time picture of services and will assess current
causes of crime, disorder and substance misuse. The service arrangements against our ability to meet
new strategy rebalances this by building a strategic with both strategic and procurement expectations.
framework that includes action on: Prevention; Early It will also allow both commissioners and provider
Intervention; Local Support and Rehabilitation organisations the opportunity to size their
respective assets and meet with modern standards
We know from experience that partners in of service. Our aim is to future proof the provision
Sunderland have a good track record, taking the of services to people living in Sunderland.
opportunity to use resources more flexibly where the
freedom to do so has been provided. This experience The accreditation tool kit comprises of a three
provides us with the confidence to do things dimensional approach to service evaluation,
differently and while meeting our outstanding drawing upon the lessons learnt in Mental Health,
commitments we will be looking for services that are Learning Disabilities and Older People’s Services,
better aligned and truly fit for purpose. while responding to local, regional and national
concern about the level of service disaggregation
In short we believe that by working to deliver the in the substance use sector.
cross cutting outcomes we will enable the
development of effective partnering, with the
partnership as a whole tackling the underlying
causes of substance misuse more effectively.
11
The schedule has integrated best practice in
Continuous Quality Improvement, incorporating
the thematic substance misuse expectations, set
out in the Safer Sunderland Strategy and Block 9
of the Local Area Agreement, with Standards for
Health and sector specific competency
frameworks, like the NHS Knowledge and Skills
Framework for Health and Wellbeing, the
Substance Misuse Advisory Service, DANOS, and
the GSCC framework for Heath and Social Care.
12
Guidance Notes 4. Prepare the Documentation for Submission
The main stages, activities and approximate allow 6 - 9 hours
durations for completing the assessment are: Key Activities:
• the aim is to show your organisation in the best
1. Preparation allow 4-6 hours light so prepare the documents with the reader
Key Activities: in mind, 4-6 hours
• decide the scope and boundaries of the Fitness • sign off the finished product with all those
for Purpose Assessment involved in the production of the material., 2-3
• identify who will participate and complete the hours
assessment
• determine the timescales for each activity and 5. Prepare your team for the Interviews
set dates for reconciliation meetings etc Key Activities:
• brief participants for consistency of approach • build your team
• develop confidence and trust in each other
2. Purchaser Expected Norms (PEN) • be open and honest
allow 12 - 20 hours
Key Activities: 6. Completing the Whole Fitness for Purpose
• complete the business and accreditation Assessment Process allow 29 - 42 hours
application and attach the accompanying Key Activities:
policies, procedures and audited accounts, • ownership
4-6 hours • leadership
• complete the self assessment questionnaire • inclusivity
and document the evidence for their scoring,
3-4 hours Using the Fitness for Purpose
• collate the data setting out the scores from the Self Assessment
self assessment on a spread sheet, 4-6 hours Having completed your self assessment you are
• seek to reconcile different perspectives in order now able to identify the strengths of your
to arrive at agreement on the evidence and organisation and the areas for improvement in
score for each question in the self assessment order to form a judgement about your expected
3-4 hours outcome on accreditation.
3. Collect the Evidence for the Provider To meet with the requirements for Preferred Status
Evidence of Consistent Value Application you must have answered with 4 or 5 to the
(PECVA) allow 9 - 13 hours questions set out in the Self Assessment Schedule
Key Activities: and be able to evidence this in your ROA.
• determine which services you are going to
profile for the Record of Achievement (ROA), To meet with the requirement for accreditation
2-3 hours you must have answered with 3 or more to the
• gather and collate the evidence to meet the questions set out in the Self Assessment Schedule.
criteria set for each service profile included in
your ROA, 4-6 hours Having identified your strengths – what is it that
• seek to reconcile any differing perspectives in you are doing that makes them effective? Can
order to arrive at agreement on the evidence to these aspects be transferred to other areas where
be submitted with the ROA, 3-4 hours you need to make improvements?
ension 2
Dim
[
[ Depth/Scope of + Depth/Scope
Business Objectives Evidence
6 7
Xn = 2>
14
Fitness for Purpose
Accreditation Outcomes
Providers or partnerships assessed as scoring
2> have met with the criteria for accreditation.
15
The First Dimension:
Purchaser Expected Norm(s)
(PEN)
This aspect of your organisations work has be
grouped into Six Key Business Objectives which are
shown in figure 1 below:
Fig 1
Key Business Objectives Indicative Evidence and DOH Standards for Better Health
Strategic Leadership
Supportive and effective partnering (D2;D8;D11;D13; C17;C18)
Relevance and Rationale
Properly audited accounts and sound day to day arrangements for the
Financial Management
administration of all monies. (C7;C20)
Purchaser Expected Norms (PEN) will be assessed
on the form and content of key business and care
planning policies and procedures. The depth and
scope of the policies and procedures submitted as
evidence of competency will be used to assess the
provider in this dimension.
16
The Second Dimension:
Provider Evidence of
Consistent Value Application
(PECVA)
This aspect of your organisations work has been
grouped into Seven Core Competencies, which are
concerned with a more detailed look at direct work
with service users, their families and communities.
The Seven Core Competencies are shown in figure 2:
Fig 2
NHS_KSF;HWB2-7
HSC 438,437,419,413, 233,226
PH02.00 -06,PH04.00-06
NHS- KSK;HWB2-7
EC02,03,05,07,08,09,10,11F,11H,21,23,27,28,30
. EUSC 01 – 15; EUSC – 46,48,52,53.
CHS 2, 3, 7. GEN 6, 7, 8.
HSC_I14,21,22,24, 325,328,329,335,
384,385,414,415,416,417,422,427,428,431
PH01.00-06
Intervene and Provide Services To provide services to achieve change through the
DANOS: provision of support, care and treatment, protection
AA1;AA3;AB7;AC3;AD4;AF2;AG3;AH9;AH10; and control.
AI1;AK3;CA3
NHS-KSF;HWB2-7
HSC221,222,226,229,335,239,415,416,435,
421,422,424,426,428,429.
Provider of evidence of
Competency framework Results
consistent value application
17
Core Competency and Multi-Standards
Indicative Evidence
Framework
NHS-KSF;HWB2-7
HSC3103,
26,45,47,410,411,412,413,420,421,422,426,
429,432,452,210,225
NHS-KSF;HWB2-7
HSC3100,3102,3115,3121,MCI_D4,429,446,452
VSNTO_FD_F9
PH06.00-04;PH07.00-07
NHS-KSF;HWB2-7
HSC 3119,23
PH03.01-03
PH10.00-01
GSCC
18
The Third Dimension: Level of
Customer Integration (X)
This aspect of your evaluation is concerned solely
with the extent to which services can demonstrate
integration across the other two dimensions, PEN
and PECVA. The construction of this dimension is
based upon PCS analysis. PCS analysis is a way of
examining how anti-discriminatory practice
becomes a sewn in feature of service delivery. The
seven core competencies are assessed against the
provider’s ability to meet with the descriptive
expectations shown in the columns.
Fig 3
Level of Customer
3 2 1 0
Integration
Meets Value Demonstrates a Shows an awareness of Shows a commitment Ignores, denies,
requirements considered professional the need to integrate to issues of quality disregards or fails to
value base showing how joint business planning demonstrating that recognise the
the integration of and care planning with service provision is importance of a value
business and care consumers and can tailored to the needs of base in both business
planning processes show that the latter is a specific client group and care planning, has
promotes the interests becoming central to and adheres to a a rigid, defensive or
of consumers and meeting business commonly held belief dismissive response to
communities , and objects within a shared that supports the issues of power and
issues of self value based system. promotion of services discrimination.
determination, users rights, illustrating
recognising that the how people are
tensions inherent in involved in care
both business planning planning
and care planning must arrangements.
meet with a clear value
base.
Level of Customer 3 2 1 0
Integration
Can show how shared
Communicate and differing
Demonstrates the Can present well Shows an inability to
and Engage ability to form effective ordered arguments conceptualise the
perspectives are used working relationships based on adequate context within which
within the with individuals, data collection but is the work is being
organisation/partnershi agencies and reactive in forming undertaken,
p showing how colleagues both effective working misunderstanding the
consumer views are internally and relationships with purpose of
integrated, and has externally and conveys others and presents relationships with
documented strategies confidence to others the information if only others.
for assessing need at about the work being requested to do so.
all levels, both done and is open to
internally and learning from
externally, and how this consumers.
shapes business
planning.
19
Level of Customer
3 2 1 0
Integration
Shows an ability to The provider can Has started to show an Fails to make effective
Promote and enable work in partnership demonstrate working understanding of an use of service users,
with consumers and in a genuinely and authentic application carers and staff
other stakeholders; consistently of empowerment and strengths. Fails to
enables choice and empowering way; has applies this to practice; identify the
self-determination by identified and uses all shows advocacy skills opportunities for
sharing information, processes and has identifying the offering choice taking
knowledge and skills; policies which strengths of service control away from
optimise human strengthen the assets users and their support service users, carers,
resources by matching of individuals, groups networks. staff and stakeholders.
learning opportunities and communities;
to achieve growth and Shows confidence in
change. the delivery of services
based upon balancing
the needs of service
users, carers and
professionals.
Level of Customer
Integration 3 2 1 0
The provider Demonstrates a Shows an awareness of Little or no reference is
Assess and Plan consistently produces thorough and accurate the need to made of conceptual
business plans, funding business planning use/develop inclusive models of
and operational cycle; makes sensitive business and care organisational size or
strategies which take and informed planning processes and identity, shows rigidity
account of the social professional can show that a base in ideas and planning
context service users, judgements about line structure exists for leaving little scope for
carers and business priorities; making and reviewing change.
communities. Can achieves the above in decisions.
show continued partnership with
consumer participation consumers,
in planning at all levels; communities and other
networks with stakeholders
stakeholders
Level of Customer 3 2 1 0
Integration
Draws upon an Shows consistency in Shows an awareness of Has a limited
Intervene and established and up to its service delivery and the range of options understanding of the
date range of follows through on available to provide options available to
provide services theory/evidence in all plans made; shows the services; can recognise provide services and
its work, with well use of theory and and assess the the techniques for
established methods appropriately resources needed to carrying out the work;
connections between and can justify actions offer services; requires direction to
business planning, care by evaluating encourages prepare plans and
assessments and the outcomes within the participation and misunderstands
distribution of limits of a contract; can feedback from service theoretical
resources; makes the show how users, carers, families underpinnings of
widest available improvements to and others; show the interventions made.
options accessible to services benefit service use of professional
consumers and users, carers, families judgement.
communities; show and communities.
how services are
evaluated in
partnership with
service users, carers
and others.
20
Level of Customer 3 2 1 0
Integration
Shows a clear Shows an informed and Shows how the agency Lacks the ability to
understanding of the critical awareness of its meets with base line analyse own work; is
Working with Others statutory and legal place within the social legal and regulatory unwilling to be
requirements to care and health care requirements; shows challenged about poor
undertake work; market; shows beginning of ability to performance; lacks
challenges organisational acumen develop practice and confidence to carry out
discriminatory practice and understands policy within work; fails to meet
appropriately; shows institutional constraints organisational limits assessed need; unable
positive outcomes for in its direct work with and boundaries. to take responsibility
consumers and consumers. for bad practice.
communities.
Level of Customer 3 2 1 0
Integration
Shows a preparedness Demonstrates the Uses routine Shows a low
to examine and importance of staff supervision to identify commitment to
Development of develop own value supervision, colleague learning and self training and
organisational base and organisational support and training; development in others., development;
competence development; can question existing accepts, within limits, dismissive of ideas of
contributes actively to policy and practice, different standards and team building and
the professional identifying areas for values among staff, evades or ignores the
development of staff; improvement; shows a and can show sensible importance of team
can demonstrate a clear ability to organise arrangements for meetings, consultation
learning environment; operational staff and workload management and the development
shows how shows how recording of adequate policies;
responsibility is of activity promotes does not take
managed and the learning; all front line responsibility for
systems both activity is incorporated learning and has not
administratively and in to wider committed resources
otherwise works in organisational needed for
support front line structures. improvement.
activity; recognises the
use of new knowledge
gained from
consumers without
prompting.
21
Working-Out and Assessing
the Dimensions
As mentioned above the evaluation is designed to The third dimension (X) draws down the data
provide a three dimensional picture of a provider(s) collected in the first two dimensions and assesses
functions – its purpose, processes, practice and the level of customer integration.
the impact these have on society.
In this way the overall evaluation of a provider can
The first dimension is concerned with purchaser be measured by applying the following rule:
expectations or Purchaser Expected Norms (PEN)
and has been formulated to elicit key business X(PEN + PECVA)= 2>
knowledge about individual agencies and
partnerships; This is shown diagrammatically in figure 4 below:
Fig 4
[
[
Communicate
People and engage
People
results
Policy and Professional
strategy development
Customer
Level of
results
=
Customer Partnership Asses and plan
Integration and Processes
Community
resources Intervene and
results
requirements
Finances
Performance
Promote and
results
Impact enable
Learning Innovation
22
The Maths
The X(PEN+PECVA)=2> rule, is known as a utility
formula. Utility formulas are used to allow for the
assessment and analysis of data, which would
otherwise be difficult to measure or judge.
(PEN + PECVA)
the depth and scope of key business policies + the depth and scope of documentary evidence
the number of business competency areas the number of practice competency areas
This part of the formula is based on a simple
numerator/denominator relationship or a ’how
many/what kind’ assessment. To illustrate the
minimum requirements for accreditation this part
of the formula would look like this:
In this illustration the provider or partnership has adapted to suit the specific issues faced by other
submitted 12 documents (policies and procedures) consumers groups.
that satisfy the base line requirement for
accreditation. In this instance 12 is the numerator, As mentioned on page 8 above this dimension was
the ‘how many of a kind’ number; this is divided by adapted from the work of Professor Neil
the ‘what kind’ or denominator, in this instance the Thompson and is designed to assess the extent to
number 6, which is the total number of areas which a provider or partnership promotes and
requiring a policy or procedure. demonstrates anti-discriminatory practice.
Similarly, the provider or partnership that has It is used in the utility formula to put a numerical
submitted the minimum of 2 documentary pieces value on the extent to which a provider or
of evidence across the entire 7 core practice partnership can show the centricity of service
competencies; the total number of evidence would users, their families and communities in all that
be 14. In this instance 14 is the numerator, ‘how they do.
many of a kind’ number; this divided by the ‘what
kind’ or denominator, in this instance the number Descriptive statements and their numerative value
is 7, which is the total number of areas requiring are provided in Figure 3 above.
evidence of competency.
For the purposes of the illustration the value given
Outside the Brackets is 2. This value would describe a well-run provider
that has shown it knows what it is doing.
Level of Consumer Integration (X)
This dimension has been constructed from direct
work with carers and service users, most notably a
learning disabilities consumer group called SUSTD
and Carer Representatives to a Learning Disabilities
Partnership Board. Since this time it has been
23
The formula would now look like this:
2 (2+2) =?
2(2+2)= 8
4
or
Xn ( the depth and scope of business policies + the depth and scope of practice evidence) = the sum of evidence submitted
6 7 4
A detailed explanation of each dimension is
provided on pages 25-27.
24
Purchaser Expected Norms The depth and scope of the policies and
procedures determine whether or not a provider
(PEN) will be awarded 1> in this dimension. For example,
The PEN figure will be derived from the value given
the scope of, say, an Equal Opportunities Policy
to the form and content of key business and care
could cover the following: Service Provision; Staff;
planning policies and procedures put forward by
Contractors; Management Committee.
the provider as evidence of their competency.
Each policy area would, in turn, also detail the
The existence of, say, a business plan clearly
procedures for implementation, how access to
showing how the provider has arrived at its current
services is governed and monitored; targets areas
position, both operationally and financially, if
for policy development; recruitment, selection and
accompanied by sound accounts for the past three
retention and anti-discriminatory practice.
years and up to date policies for the smooth
Providers supplying this level of detail will be
running of the organisation will score 1.
awarded 1>.
Providers showing evidence, which demonstrates
Should the provider show how these documents
both top down and bottom up planning with
relate to one another i.e. as part of an audit trail
mechanisms in place for the inclusion of service
required by their approach to Quality Assurance and
users, carers and staff and; shows evidence of a
can present documentary evidence of this then the
learning culture and joint or partnerships will score
provider will be awarded the maximum of 3.
3. Providers showing more than the base line
requirements to score 1 but who cannot
Where providers can evidence the existence of
demonstrate full inclusion will score 2.
depth but not scope a score of 2 will be awarded.
The base line expectations is shown in figure 5
additional information regarding the legal status
and identity of the provider is secured by way of Provider Evidence of
the formal application. Consistent Value Application
(PECVA)
Fig 5 The evidence used to determine PECVA is
assessed from the providers’ submission of a
1 Mission Statement and Core Values Record of Achievement (ROA), references and
2 Organisations Policy and Objectives other testimonials offered as evidence. The ROA is
made up of FOUR service profiles:
3 Organisations
Quality Assurance
Policy
Policy
and Objectives
4 Equal Opportunities Policy The Four Service Profiles include:
5 Record Keeping
Three illustrations of service(s) or projects that the
6 Health, Personal and Medical Care Provider is proud of
7 Health and Safety
and
8 Personal Safety
9 Development Strategy and Business Planning One illustration of a service or project that did not
go to plan.
10 Complaints
11 Insurance This dimension is evidence based and requires that
12 Personnel and Staff Support providers offer a minimum of two pieces of evidence
across all competencies. The Fitness for Purpose
13 Training Assessment Matrix is shown below in figure 6:
25
Fig 6
Business
Intervene Development
Objectives/ Communicate Assess Promote Working Meets value
and provide of professional
Competency and engage and plan and enable with others requirements
services competence
Framework
Strategic
relevance
Meeting
need
Originality
and Impact
Resource
Allocation
Working with
Diversity
Financial
Management
X
PECVA requires that a minimum of two pieces of
documentary evidence be submitted across the
competency framework for each key business
objective, for all four illustrations.
26
Level of Customer
Integration – X
Service Integration is assessed by the attribution of a The ICAP Process
numerical value to the extent to which Providers
meet the descriptors set out in Figure 3 above. The Independent Consumer Accreditation Panel is
a consortia of local consumer interests and
This part of the assessment schedule is comprises of:
determined by:
ICAP Membership
• Group interview with the Independent Kevan Martin - North East Regional Alcohol Forum
Consumer Accreditation Panel (ICAP) (Panel Chair)
Sharyn Charlton - Regional Forum Representative
The group interview with ICAP is concerned with
(ICAP convenor)
Customer and Community Results and will ask:
Karyn Jackson - Regional Carers Representative
• Is the Provider meeting its customers’ needs Jane White - Regional Carers Representative
and how is this known? Tracey Collins - Fences Houses Action Group
Kate Conquer - Sunderland Carers Association
• Do customers feel they are being valued, cared for Darren Jacob - Director, Voice North East Ltd
and their needs properly addressed and satisfied?
Peter Sanders - Director, Voice North East Ltd
Paul Creighton - Director, Voice North East Ltd
• What impact does the Provider have on the
locality and community in which it operates?
Provider
Recommendations
submissions ICAP Feedback
made to the
record of provider summary to
Purchaser
achievement to interview provider
Accreditation Panel
ICAP members
27
All providers assessed as 8. Community Results – What impact does your
Organisation have on the locality and
scoring 2> will be nominated community in which it operates?
for Preferred Provider Status.
Preferred Provider Status will be awarded to 9. Key Performance Results – Is your Organisation
those Providers/Partnerships, which can able to demonstrate its performance to its
demonstrate an ability to have worked in joint or customers and other stakeholders who have an
Partnership arrangements. interest in substance misuse?
28
The Purchaser Panel
Evaluation Matrix
Competency/Judgement 1 2 3 4
Works to meet Shows an Has joint or Has a
own priorities awareness of shared transparent
and solely uses others issues and commitment to integrated
resources to concerns, setting improve relationship with
meet narrowly aside some outcomes for other partners
defined self resources to consumers, and pools
determined address issues of works in an resources to
objectives. common inclusive way address
concern. sharing population need.
resources to
address the
identified need.
Leadership
Policy & Strategy
People
Partnership & Resources
Processes
Customer Results
People Results
Community Results
Key Performance Results
Judgement
Mostly 4’s
Mostly 3’s
Ranking
Stands out
Highly recommended
[ Preferred status is
recommended for those
scoring above this line
Mostly 2’s Commended
Mostly 1’s Accredited but without preferred status
1.1 Has your organisation clearly defined it’s role and strategic
objectives and the values by which you should operate?
1.2 Is the Senior Manager always involved in strategic planning and use
of outside resources?
1.5 Are your managers personally involved in the way that your
organisation operates and continually trying to make
improvements?
2.2 Does your organisation take into account the overall Partnership’s
objectives when developing its own?
2.5 Does your business strategy take into account wider central and
local government strategies and initiatives?
2.6 Does your business strategy take account of new techniques and
developments in technology?
2.7 Does your business strategy take full account of the role and
opportunities provided by outside agencies and collaborative
organisations, eg NESEP, GONE, NTA, BoTM?
2.8 Are your policies and strategies periodically reviewed and updated to
ensure they are relevant to changes in the operating environment?
0 1 2 3 4 5 Evidence to support marking
Don’t know
No – this doesn’t This happens Yes this usually Yes this is This is an integral
happen occasionally but happens but it recognised as the part of our culture
there is no could be way we do and operation and
consistency improved business and we can be regarded
achieve real as best practice
benefits
2.10 Have the key operational processes that are crucial to delivery of
your policy and strategy been identified?
3.1 Does your organisation have a comprehensive policy and plan for
recruiting and retaining the right people with the right skills?
3.2 Does the organisation actively canvas and take into account your
people’s views and feedback on human resource and other policies
and strategies?
3.3 Are there plans to maintain and develop as appropriate the skills
and knowledge of everyone in the organisation?
3.7 Are there mechanisms for caring for people (eg flexible working,
home working, health & safety, equal opportunities) and providing
reward and recognition, appropriate and fair?
3.9 Are people encouraged to develop their own skills and expertise?
4.1 Does your organisation activity proactively develop and manage its
relationships with key suppliers to mutual benefit?
4.4 Are there systems and processes in place to monitor and control
the operating costs and use of resources?
4.9 Are systems in place to identify and assess any new technologies
that may impact on the organisation?
4.10 Is there a defined policy and plan for managing information and
knowledge? E.g. learning from experience, best practice, availability
of specialist skills
5.1 Has your organisation defined all the key processes necessary to
deliver its objectives?
6.1 Are customers asked how they feel about the services provided?
6.3 Does your organisation have any targets for customer satisfaction
and improving these - E.g. Service Level Agreements?
6.8 Does your organisation have its own internal systems and
measures for assessing customer satisfaction?
E.g. - cycle times
- number of complaints/plaudits
- take up of framework agreements
0 1 2 3 4 5 Evidence to support marking
Don’t know
No Yes -but we don’t Yes , and we can Yes, we can show Yes we can show
use the show inproving steady excellent
information trends improvement over performance over
effectively 3 years 5 years
7.1 Are people asked how they feel about working for you?
7.3 Are there targets that address motivation and job satisfaction?
7.4 Do people feel they are given opportunities to learn, develop their
skills and expertise and enhance their job?
7.5 Do people feel they get appropriate support, coaching and training
when they need it?
7.6 Do people feel they can discuss issues within the procurement
activity, openly and frankly?
7.9 Do people feel they are listened to and their needs addressed?
7.12 Are suitable working conditions and facilities provided that comply
with Health and Safety requirements?
8.1 Does your organisation affect the locality and community and how?
9.1 Are there measures that demonstrate the added value, savings,
cost effectiveness and efficiency of your services?
9.6 Are indicators in place that will predict future performance in key
areas of treatment effectiveness?
9.7 Are the benefits of working with consortia, partners and customers
monitored and analysed?
- cost reduction
- added value of innovative services
• Sections 1 to 5 ask questions about leadership, the systems and Leadership x 1.66 = -10 =
processes that excellent service arrangements should have considered in
order to deliver the results required. Policy and Strategy x 1.33 = -8 =
Tick one of the numbered boxes after each question based on your People x 1.64 = -9 =
perception of what happens in your Organisation.
Partnerships and Resources x 1.38 = -9 =
Score as follows:
0. Don’t know Processes x 2.54 = -14 =
1. No – this doesn’t happen.
2. This happens occasionally but there is no consistency. Customer results x 3.64 = -20 =
3. Yes this usually happens but it could be improved.
4. Yes, this is recognised as the way we do business, and we achieve real People results x 1.29 = -9 =
benefits.
5. This is an integral part of our culture and operation and can be regarded Community results x 2.0 = -6 =
as best practice.
Key Performance Results x 3.75 = -15 =
Sections 6 to 9 ask questions about the results, your achievements in terms
of actually delivering the results in a number of key areas. Total Score
Again tick one of the numbered boxes after each question based on your
perception of the results achieved. • The purpose of the scoring system is to give an approximate cross
reference to that used in a full Excellence Model Assessment.
Score as follows:
1. Don’t know • It is inevitably somewhat coarse so variations of up to 20 on the corrected
2. No score should not be regarded as significant.
3. Yes – but we don’t use the information.
4. Yes – and we can show improving trends. • Scoring will allow internal comparison of performance over time and will
5. Yes – we can show steady improvement over 3 years. also allow comparison with others to identify potential benchmarking and
6. Yes – we can show excellent performance over 5 years. sharing of best practice opportunities.
Scoring Method
1. Add up the scores you have given for each criterion E.g. leadership, people etc.
2. Multiply the sum you have achieved by the factor shown in the table and
then subtract the adjustment figure to achieve the corrected score for
that criterion.
1. General
1.1 Provider Details
Name:
Registered Office
Address:
Telephone: Fax:
E Mail:
Address:
Telephone: Fax:
E Mail:
Name:
Status:
Contact details:
1.4 Are you (please tick)
Please provide a list of Executive and Non Executive Directors; Partners; Associates; Trustees;
Management; Committee members:
Yes No
Yes No
1.8 Please state the firm’s date of registration and registered number under the Companies Act 1985:
Parts 1.8 – 1.11 to be completed by Limited Companies Only:
1.9 If applicable, date of registration and registered number under the Industrial and Provident
Societies Act 1965-1978:
1.10 If the company is a member of a group of companies, please give the names and addresses of the
ultimate holding company and/or all other subsidiaries. (Use an additional sheet if necessary):
1.11 Would the group or ultimate holding company be prepared to guarantee your contract
performance as its subsidy?
Yes No
Education Advocacy
Referral/Sign-posting/ CJIT
Other (please specify)
2.2 Apart from drug and alcohol problems, what is the nature of your client group (please put
approximate % where possible
2.2.1 Please tell us about the range of disabilities your customers have e.g. physical, learning or
cognitive, indicating the % of your total customer group.
2.3 Please state in which service areas you are seeking accreditation
Education Advocacy
Referral/Sign-posting/ CJIT
Other (please specify)
2.4 Please state in which service areas you are seeking preferred status
Education Advocacy
Referral/Sign-posting/ CJIT
Other (please specify)
3. Size of organisation
3.1 Staffing
Please fill in the table below for staff directly employed by your organisation, secondees, and
project workers – basically all personnel that help you deliver your ‘service’
3.2 What was your organisation’s financial turnover in your last financial year?: £
3.3 How is your organisation funded? (you can ✓more than one box)
Interest on reserves
We may also approach any of the statutory agencies named below to give a view of your agency’s
performance and to confirm information provided in the completed questionnaire.
Agency/Authority
Name and Position Name and Position
Name and Address
Referee 1
Referee 2
Referee 3
Referee 4
Referee 5
Local Authority:
Telephone number:
Contract type:
(unless indicated)
Local Authority:
Contract type:
(unless indicated)
Local Authority:
Telephone number:
Contract type:
(unless indicated)
Local Authority:
Abbeyfield Standard
Foyer Federation
Housing Corporation
Charter Mark
CSCI Registration
Investors in People
PQASSO
QuADS/DANOS
SHIP
4.4 In respect of any contracts you or your organisation may have entered into:
Yes No
Name:
Title:
Address
(if different from main)
Telephone:
5.2 Please use the space below to provide the names and addresses of any Banks with whom
you hold current and/or loan accounts that may be approached for references:
5.3 Please complete Reference Request for Bank Reference (Appendix A).
5.4 Please enclose copies of the audited financial statements in respect of the company
making the application, together with the audited consolidated financial statements of the
group (where appropriate), for the last three years: (Please also include if available)
Business Plan
Financial Projections
Annual Accounts
Auditor’s Report
5.5 Please provide details of your Insurance cover for Public and Employers Liability.
Your Insurance Company should complete Appendix B.
6. Health and safety
6.1 Does your company have a Health, Safety & Welfare Policy document?
Yes No
6.2 Do you comply a management of Health & Safety at Work Regulations?
If yes, a copy may be requested, (covering General Policy, Organisation and Arrangements) as
required by section 2(3) of the Health & Safety at Work Act 1974 and any codes of safe working
practices issued to employees.
If no, how many persons do you employ?
6.3 Who has overall and final responsibility for Health, Safety & Welfare in your
company/organisation?
Yes No
Do you employ a Safety Officer?
Yes No
If yes, please state their name and qualifications:
Yes No
6.6 Do you have a formal safety manual and company approved safe working practice and
procedures?
Yes No
Please enclose copies of your organisations Health, Safety And Welfare Policy policies and relevant
procedures in relation to safe working practices
6.7 How does your company supervise Health & Safety at locations where your company
personnel work?
6.8 Has your company/organisation suffered any statutory notifiable accidents (RIDDOR) in
the last 3 years?
Yes No
If yes, please provide all necessary details
6.9 Has your company/organisation been served any improvement or prohibition notices by
the HSE or other enforcing body in the last 3 years?
Yes No
6.10 Has your company/organisation been prosecuted in the last 3 years?
Yes No
If yes for either 6.9 or 6.10, please provide all necessary details
6.11 If you have 5 or less employees, or if your company does not comply with any of the above
legislation please enclose written details of:
• Risk Assessment
• Reporting Hazards
• COSHH
• Protective Clothing
• Smoking
• Violence in the Workplace
• Emergency First Aid
• Moving & Handling
• Control of Infection and Notifiable Diseases
• Accident Reporting
• Disposal of waste materials
• Lone workers policy
58
7. Employment policies and procedures
7.1 Equal Opportunities:
7.1.1 Do you comply with the Sex Discrimination Act 1975
Yes No
7.1.2 Do you comply with the Equal Pay Act 1975?
Yes No
7.1.3 Do you undertake to comply with the Disability Discrimination Act 1995?
Yes No
7.1.4 Is it your policy to comply with your statutory obligations under the Race Relations Act 1988?
Yes No
7.1.5 Do you operate an Equal Opportunities Policy?
Yes No
Please enclose a copy of your Equal Opportunities Policy/supporting evidence of the above.
7.1.6 Has any ruling been made against yourself or your organisation by any Court Tribunal in respect of
the above legislation?
Yes No
If Yes, please provide all necessary details
7.2.1 Does your organisation undertake Criminal Records Bureau checks on all paid staff and volunteers
employed in the delivery of services?
Yes No
7.3 If no, how do you ensure that the protection of vulnerable people is maintained?
Yes No
7.5 Do you have induction programmes in place for new staff and volunteers?
Yes No
7.6 If yes, are the principle elements of the programme documented?
If so please include a copy with your submission.
Yes No
7.7 Does your organisation adhere to the Working Time Regulations Act 1998?
Yes No
7.8 Can you guarantee that all employees receive at least National Minimum Wage?
Yes No
7.9 Can you confirm employees and volunteers receive the following:
Written Contract
Job Description
60
Appendix A
Sunderland City Council
Combined status enquiry and consent form
Private and confidential Enquiry to: The Manager
Bank Name:
Branch:
Address:
N.B. This section should be altered to match your and his/her trustworthiness in the way of business
requirements to the extent of £
To be completed by the person who is the subject
of the enquiry Consent
Signed:
Position:
Date:
Appendix B
Sunderland City Council
Certificate relating to service provider
(to be completed by the insurer or brokers)
Service provider:
This is to certify that the undermentioned policies provide all the insurance
cover for the aforementioned contract.
We have noted your interest in the policies and will inform you should the
insurance’s be discontinued before the expiry date.
Liability insurance’s
Type of policy:
Policy number:
Insurers:
(£5,000,000 required): £
Professional Indemnity
References Acknowledgments
Alec Fraher: Mental Health Accreditation Tool cited The accreditation tool was developed by Alec Fraher.
in Developing and Managing Provider Markets Dr The formula X(PEN+PECVA)=2> is the trademark of
Tony Ryan. Commissioning eBook www.csip.org.uk. Alec Fraher and Associates Ltd.
S.P. Hargreaves Heap and Y. Varoufakis: Better, Brighter Futures is also the name of a peer
Game Theory 2nd ed. Routledge London. led project developed by Peter Sanders, Director
Voice NE Ltd who have kindly extended its use in
Neil Thompson: Anti-Discriminatory Practice. this document, and to ICAP for giving freely of their
Rutland London. time and patience to bring value(s) to this exercise.
Useful links
www.managementstandards.co.uk
www.danos.info/view_framework
www.nta/performance/standards
www.sunderland.gov.uk
www.alcoholstrategy.info
www.sunderland.gov.uk/safersunderland
www.nta-nhs/programmes/adulttreatment
www.dh.gov.uk/standards
63
64
Sunderland City Council
Safer Communities Drug Team
Development and Regeneration Services
PO Box 102
Civic Centre
Sunderland
SR2 7DN
Web: www.sunderland.gov.uk