The Task

Development of a £1billion framework for LD, MH and Autism across Oxfordshire County Council.

The Challenge

To develop a framework that worked across Work Well, Start Well and Housing for individuals with LD, MH and Autism. This was a project role with no additional responsibilities.

The Role

Commissioning Project Consultant

Solution included:

• Options Appraisal for procurement solution
• Service design, development and specification writing with Commissioning and Operational colleagues
• Project Management of the working group to get the tender out to market
• Market Engagement

The Outcome

An open, flexible framework was designed over 10 years which enables ASC to tender as required. A separate framework was developed for Start Well as the requirements and market are different.

The Task

Support a family run domiciliary care agency post CQC inspection (confidential).

The Challenge

A rating of ‘Requires Improvement’ led to a suspension of services through the Local Authority contract. Therefore the provider was keen to ensure that their service was improvement. Unfortunately the lack of systems and processes hindered their ability to manage this effectively.

The Role

Registered Manager and CQC Improvement Lead.

• Recruitment of a staff team including HR, Quality Assurance Manager and Care Coordinators to
• Development of Person Specifications and roles to ensure change was effective
• Management of staff who were unable to work differently or presented a risk to the service users or organisation
• Reported to CQC and the Local Authority as required on quality
• Onsite visits as required

The Outcome

The organisation was re-reviewed (unannounced inspection) and received a rating of ‘Good’ . They were unsuspended and slowly started to rebuild their hours of care again

The Task

Design and develop a plan London commissioning framework for survivors of Domestic Abuse and their children.

The Challenge

The Domestic Abuse Act 2021 Part 4 (Safe Accommodation) required a pan London solution to commissioning the proposals in their Domestic Abuse Strategy . This required engaging across GLA and MOPAC, grassroots to national providers and all of the London local authorities in a short period of time.

The Role

Commissioning and Procurement lead embedded within the Tier One Duty Programme Team for the design, development and implementation of the framework and its call off contracts before the end of the 2021/22 financial year.

The Outcome

A £65m pan London commissioning framework for Domestic Abuse services which met the gaps in current services and enhanced others. Delivered on time and with the ability to flex as required to meet fluctuated demands in domestic abuse services. The framework particularly identifies key survivor groups through a ‘by and for’ lot as well as the requirement for services such as early intervention and resettlement, not just crisis accommodation.

The Task

Design and develop a borough wide brokerage function for all ages including fostering, hospital discharge and care in the community for Milton Keynes Council.

The Challenge

Moving outsourcing of packages and placements from front line teams into one centralised team which could deliver a consistent brokerage function with efficiencies.

The Role

Commissioning Project Manager with responsibility for setting up the process with their systems interdependencies, communicating to internal stakeholders and developing a performance management function.

The Outcome

A team which has achieved cost savings across ASC and children’s services through negotiation and an integrated systems approach. Discharge reduced from hospital and MKC performed in the top 5 across the country.

The Task

Resolve the issue of an external care provider in the service which wasn’t delivering for tenants in an Extra Care service.

The Challenge

Integrated CQC registered services into an Extra Care service including individual contracts for care, change of the operational management (redundancy consultation, TUPE, recruitment) and the negotiation with existing care provider and LA to ensure that the assessed care and individual budgets were in place.

The Role

Project Implementation Consultant

• Reporting into CEO and Board of Trustees including options appraisal.
• First Registered Manager including CQC registration of service ensuring staff management, personal care delivery and training of TUPE’d staff
• Ensuring Strategic objectives and competing challenges were understood, reflected and embedded into new service processes as a Housing Association taking on a domiciliary care agency
• Recruitment of a Registered Manager ongoing

The Outcome

Successful handover with the majority of staff TUPEing over to the new service for continuity. Currently rated ‘Good’