SOMERSET COUNTY COUNCIL

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1 SOMERSET COUNTY COUNCIL KEY DECISION TAKEN BY THE DIRECTOR OF CHILDREN'S SERVICES Report title: Procurement of the South West Step Up to Social Work Higher Education Institute successful bidder Bidder C as specified in Appendix 1 to this report. Officer(s): Julian Wooster Director of Children s Services [original non key decision to Step Up to Social Work market approach to secure HEI made by Rose Collinson then acting Director of Children s Services, February 2015] Author Contact Details: Helen MacDonald - Service Manager, Date of Publication of Key Decision: Date of Decision: Date Decision comes into force: Officer Decision The DIRECTOR OF CHILDREN S SERVICES agreed: 1. That Appendix 1 to this report be treated as exempt information and to be treated in confidence, as the case for the public interest in maintaining the exemption outweighs the public interest in disclosing that information. 2. To proceed with an award of contract to the successful HEI bidder, Bidder C as detailed in Appendix 1 to this report following the rigorous tendering programme undertaken to deliver Step Up to Social Work. 2. Reason for Decision(s) As set out in the attached report. 3. Reason(s) for Urgency (where applicable) Time sensitive to meet DfE deadlines. 4. Details of any alternative options considered and rejected As set out in the attached report. 5. Any relevant Personal Interest that the decision maker may have under the Gifts, Hospitality and Interests Protocols for Officers None declared. 6. Details of any conflict(s) of interest declared by a Cabinet Member consulted about the proposals and any dispensation from Chief Executive Not applicable. 1

2 7. Other background information considered by the decision maker before making this decision As set out in the attached report. 2

3 Officer Report Procurement of the South West Step Up to Social Work Higher Education Institute (programme provider) Cabinet Member(s): Cllr Frances Nicholson Division and Local Member(s): All Lead Officer: Julian Wooster - Director of Children s Services Author: Helen MacDonald - Service Manager Children and families / learning and Development: Report Sign off Forward Plan Reference: Summary: Seen by: Name Date County Solicitor Honor Clarke 24/04/2015 Monitoring Officer Julian Gale 24/04/2015 Corporate Finance Kevin Nacey 21/04/2015 Human Resources Martin Walsh 14/04/2015 Property / Procurement Senior Manager Cabinet Member FP/15/03/15 Richard Williams (if report is property or procurement related) Relevant SLT Director- Julian Wooster Relevant Cabinet Member- Frances Nicholson 24/04/ /04/ /04/2015 SCC, as part of South West Regional Partnership, has been successful in securing a DfE grant to recruit and deliver the successful Step Up to Social Work employer-led, qualification programme. The grant is subject to certain conditions including the appointment of an appropriate University Provider (HEI) following a formal procurement process. SCC, working with nine other local authorities, is the lead authority in procuring the HEI to which this key decision relates. The proposed procurement and award of contract is time sensitive with the selection decision made by 16 th April 2015 and contract award decision to be made by 21 st May 2015 at the latest. The SCC tendering portal closed on 30 th March. The contract award period runs from 16 th April (which is the HEI selection day involving all partners) to 21 st May Somerset is leading on the procurement of the South West provider on behalf of the nine other local authorities (who form the South West Regional Partnership for Step Up to Social Work). Step Up to Social Work is a fast track graduate scheme led by employers and is an accelerated entry route in to social work for high achieving graduates and career changers. It is a nationally recognised and successful programme, now in its fourth year of operation, with proven successes nationally, in the recruitment 3

4 and retention of good quality social work practitioners. Somerset was strongly advised by the DfE to submit a bid for this funding opportunity. The programme is highly advantageous to Somerset in helping to support organisational workforce needs, particularly recruitment and retention of children s social work practitioners. The Step Up programme, in addition to bringing in high achieving Social Work graduate social work trainees to Somerset and the South West region, also provides some significant career and professional development (CPD) opportunities for Somerset s existing workforce in our endeavour to continue to improve and transform Children s Social Care services in Somerset. This recommendation is that the DIRECTOR OF CHILDREN S SERVICES agrees: Recommendations: 1. That Appendix 1 to this report be treated as exempt information and to be treated in confidence, as the case for the public interest in maintaining the exemption outweighs the public interest in disclosing that information. 2. To proceed with an award of contract to the successful HEI bidder, Bidder C as detailed in Appendix 1 to this report following the rigorous tendering programme undertaken to deliver Step Up to Social Work. In order to deliver Step Up to Social Work in the South West (and Somerset), we have to award a contract to a tendering HEI by the 22 nd May 2015 to ensure that the necessary recruitment and university approval processes can be achieved within the DfE s timescales. Reasons for Recommendations: By awarding a contract to an HEI to deliver the DfE programme Step Up to Social Work in the South West, Somerset will ensure a sufficient supply of high calibre Children s Social Work graduate social work trainees into Somerset and across the South West region who will, once qualified, undertake to stay with the LA employer for no less than 2 years. The success and national profile of this programme will improve Somerset s reputation as an employer of Social Workers, again impacting upon recruitment and retention of expertise into the county; staff will want to work with us. Step Up to Social Work trainees will provide a significant boost to the service and to the quality of provision and the recruitment and retention of high quality practitioners in Somerset and the South West. 4

5 This is an employer-led qualification route into children s social work, offering multiple development opportunities for SCC social care and social work staff who can contribute to the shaping and delivery of the programme their involvement will contribute to, not only recruitment, but the retention and enhancement of existing children s social work skills and expertise in Somerset. The recruitment of the trainees, once qualified, will drive down the cost of having to employ locum Social Workers so will therefore be an additional invest to save measure. Supporting: Links to Priorities and Impact on Service Plans: the SCC recruitment and retention strategy for Children s Social Care Children s Social Care training strategy Ofsted recommendations (2013) around workforce development Step Up to Social Work will enable SCC to drive down the cost of Children and Families locum Social Workers by The decision to proceed with a bid to the DfE for Step Up to Social Work was an action arising from the Recruitment and Retention Strategy Working Group. (Directed by Operations Director, Claire Winter, with non-key decision to market approach to secure HEI made by Rose Collinson, then acting Director Children s Services). Consultations undertaken: Somerset has lead consultation, in partnership with Local Authorities across the South West, to determine a South West Regional Partnership bid to run the Step Up programme. Following this consultation 10 local authorities including Somerset, have formed the South West Regional Partnership, forming two consortia to cover the whole of the South West region. The partnership submitted two bids to the DfE, both have been successful. On behalf of both consortia, Somerset have been nominated to lead on the procurement process for an HEI for the whole Regional Partnership [to reduce time, duplication and ensure the process is accessible to HEI s wishing to tender]. The Cabinet Member has been briefed and is in support of the proposal. Financial Implications: If the decision to contract with an HEI is agreed, it confirms allocation of 1.6 million to the South West region, with 380,000 for Somerset for trainee fees. The successful HEI would receive resources circa 533,000. If the decision is not implemented, the South West partnership will be unable to run the Step Up programme. 5

6 This will not only impact upon Somerset, but the other 9 local authorities working in partnership across the South West. This will also impact negatively on Somerset s reputation and may affect Somerset bidding for future DfE funded projects. If the decision is not implemented it will incur a loss of resources and time already spent on the project. The DfE grant allocated c 380,000 for the Somerset trainees will also be withdrawn, which will also be a significant loss of benefit to Somerset. There are two consortia across the region; Consortium 1 lead by Dorset County Council and Consortium 2 lead by Somerset County Council. Both consortia are representing a total of 10 local authorities and both consortia are working collaboratively. Somerset is leading on the procurement of at least one HEI to develop the South West Step Up programme. The tendering process could lead to the appointment of one HEI that would work with both consortia spanning across the whole South West or two HEIs working with each respective consortium. The decision-making fully includes all partners, and the marking and moderation process of all tenders is guided by Somerset s procurement team. Legal Implications: Should Somerset not authorise the decision to award a contract to an HEI, there could be one or multiple potential legal challenges from partner authorities who, following consultation and agreement [via their respective legal and procurement teams] have formally entrusted Somerset to lead on the tendering process. Exempt information is defined by Section 100 of the Local Government Act 1972, by Schedule 12A to that Act. The Council s Constitution (Access to Information in relation to Decision-making) sets out the relevant categories for information to be treated as exempt information. Appendix 1 is considered to contain exempt information. Should Somerset authorise the decision to award a contract we can move forward in immediately recruiting 8 high calibre trainees to SCC s Children s Social Care Services to commence their training programme in January 2016 with no other associated advertising costs for recruitment. HR Implications: To date there have been over 256 applications to Consortium 2, for a total of 26 places, for which Somerset are the lead local authority. Should the decision not be authorised, the South West Regional Partnership will be unable to recruit, in total, 47 high calibre trainees to the South West, which will impact upon the services 6

7 ability to recruit and retain expertise not only in Somerset, but across the South West. Ofsted recommendations to work towards stabilising the Children s Social Care workforce in Somerset will potentially be undermined. Should Somerset not authorise the decision to award a contract there is potential risk of: Risk Implications: Legal challenge from up to 9 partner authorities Damage to Somerset County Council s reputation Undermining Somerset s efforts to recruit high quality Children s Social Care staff. Damage to Somerset s Social Work recruitment campaign Failing to act upon DfE advice and guidance See Impact Assessment, attached to this report. Other Implications (including due regard implications: Should Somerset authorise this decision the positive impact upon Somerset County Council will mean: - Recruitment of 8 high calibre trainee social workers - Once qualified, the opportunity to immediately match the trainees to qualified social worker vacancies within Somerset and to retain these staff for at least 2 years (due to certificate of undertaking to remain in the employ of SCC for 2 years) - Provides a unique opportunity for a small number of existing SCC employees who meet the eligibility criteria to apply to the scheme and attain qualified social worker status locally. Therefore this opportunity provides social mobility for individuals who may otherwise not be in a position to relocate or afford to do the qualification through other means. - A longer term sustainable post graduate level qualification route that has been designed by the consortium in close collaboration with the successful HEI, as employers, and therefore fit for purpose for what we need from children s social workers in the south west - It will mean a saving in relation to the recruitment of 8 social worker posts in 2017, saving advertising and operational costs associated with recruitment, and human resources in terms of time. - The Step Up programme is a significant boost to the recruitment and retention strategy Should Somerset not authorise the decision to award a contract the following implications are likely to result: - access It will undermine the social mobility of individuals who wish to train and work as a Children s Social Worker in Somerset. - equality and diversity 7

8 The career progression and development of existing Social Workers will be undermined and limited; therefore staff will be disadvantaged. Again, social mobility will be reduced where there are high calibre eligible graduates [including Somerset residents] who wish to apply for the programme and otherwise would be unable to afford to undertake a post graduate entry route into social work due to funding issues, family and location issues [there is no HEI provider in Somerset]. The Step Up programme will make social work as a career option realisable for a number of high calibre graduates in the South West. - human rights Reduction of ability and capacity to effectively support relevant legislation, particularly to the rights of children as set out in statute law. - community safety Reduction in the Authority s ability to respond effectively to the safety and protection of vulnerable children and families in Somerset. - sustainability Reduction in Somerset s ability to stabilise its Children s Social Care workforce as a OFSTED / DfE stipulated priority. - freedom of information / data protection issues Legal and FOI challenges made by tendering HEI s will cause damage to Somerset s reputation and lead to likelihood of negative and adverse media coverage. - health and safety Frontline child protection services will continue to be severely undermined in their capacity to respond to the protection and safeguarding of vulnerable children, young people and their families in Somerset. This could place children at further risk of harm and lead to unsafe practice by already stretched workforce who currently do not have sufficient capacity to respond. Other implications if this decision is not implemented will include: - health and wellbeing Compound the vulnerably of children and young people and other service users, insufficiently staffed workforce will potentially lead to unsafe decisions and unsafe planning for children. - performance issues The Children s Social Care service in Somerset will remain insufficiently staffed to respond adequately to the protection and safeguarding needs of children. Somerset will potentially fail to recruit the appropriate number of 8

9 staff to social worker roles. Somerset will potentially lose the will of practiced and experienced SCC practitioners who will be more likely to leave the service and destabilise the workforce further. - partnership issues Somerset will undoubtedly lose trust and credibility amongst South West partners, the DfE, HEI s and, importantly, members of the public who support Step Up to Social Work, and those individuals who wish to pursue an application to the programme. Loss of resources and resulting potential for legal challenges from HEI s who have invested in tendering process and preparation of reports and documents as request by Somerset. Likelihood of reputational damage at a national, regional and local level. Scrutiny comments / recommendation (if any): Not applicable. 1. Background 1.1 Somerset County Council (Children s Social Care), in partnership with 9 other local authorities across the South West, have together successfully bid for a total of 1,610,750 of Department for Education (DfE) funding towards the Step Up to Social Work (SUSW) programme. 1.2 The South West Regional Step Up working partnership comprises: Dorset County Council (Lead Authority - Consortium 1) Bournemouth Borough Council Wiltshire County Council Poole Borough Council Somerset County Council (Lead Authority Consortium 2) Gloucestershire County Council South Gloucestershire Council North Somerset Council Bath and North East Somerset Council Swindon Borough Council 1.3 The SUSW initiative is a DfE resourced programme supporting fast track entry routes into social work for 2:1 graduates. Somerset are part of a 10 authority consortium split into 2 sub regional groups. Somerset lead one of the consortia (consortium 2) comprising 6 authorities: Swindon; BANES; Gloucester; South Gloucester, and North Somerset. 1.4 On behalf of the South West Regional Step Up Working Partnership (both consortia), Somerset are also leading on the procurement of the HEI(s) who will work with both consortia to design and deliver the employer led 9

10 programme. It is this component of the initiative to which the Officer Key Decision is sought. 1.5 The DfE funds will be distributed between 10 local authorities in the South West and provide work-based training for 47 new Social Workers across the South West region. Somerset County Council has been allocated resources which will be used to recruit and train eight graduates who can expect to qualify with a Postgraduate Diploma in Social Work in early The Step Up to Social Work programme helps local authorities across England to work with a local university to design and deliver a fast track masters level training route into social work. It aims to attract high achieving graduates with a degree of at least 2:1 in any field, who have some experience of working or volunteering with children, young people and families. 1.6 Candidates can apply from 16 March May Interviews are likely to be held from 22 June - 17 July. Successful applicants will begin the academic and work-based training in January 2016 and can expect to qualify early in HEI s are currently engaged in formal tendering processes to bid to lead the South West programme(s). It is possible that the SUSW partnership may recruit one HEI to service the whole of the South West or two HEI s (one linked to each consortium), dependent upon the quality and price weighting outcomes from marking and moderation being held in April (16 th ) 2015 and will involve the whole South West Regional Step Up working partnership. More information about DfE Step Up to Social Work initiative can be found at 2. Options considered and reasons for rejecting them 2.1 The option for SCC to not pursue SUSW funds at this time was considered but rejected SUSW was deemed to be too good an opportunity that could support recruitment and retention, and SCC s interest was also supported by the DfE. 2.2 The option to not award a contract to an HEI will bring the whole Step Up to Social Work South West initiative for cohort 4 to a complete close and is therefore not feasible. 2. Background papers Please see below for list of background papers: Consortium 2 s Step Up to Social Work bid to the DfE (successful). The full Regional Step Up to Social Work South West Regional Partnership s HEI Invitation to tender document. 3.3 The Regional Partnership s agreed Memorandum of Understanding 3.4 Tender evaluation CONFIDENTIAL report, please see Appendix 1 10

11 Impact Assessment Form and Action Table "I shall try to explain what "due regard" means and how the courts interpret it. The courts have made it clear that having due regard is more than having a cursory glance at a document before arriving at a preconceived conclusion. Due regard requires public authorities, in formulating a policy, to give equality considerations the weight which is proportionate in the circumstances, given the potential impact of the policy on equality. It is not a question of box-ticking; it requires the equality impact to be considered rigorously and with an open mind." Baroness Thornton, March 2010 Why are you completing the Impact Assessment? Proposed New Policy or Service Change to Policy or Service MTFP or Paper Service Review or SCC Change Programme What are you completing the Impact Assessment on (which policy, service, MTFP reference, cluster etc)? Section 1 Description of what is being impact assessed Children and Families Learning and Development Team Step Up to Social Work The impact should Somerset County Council not authorise the decision to award a contract with a HEI for delivering the Step Up to Social Work DfE funded programme. Section 2A People or communities that are targeted or could be affected (for Equalities - taking particular note of the Protected Characteristic listed in action table) The career progression and development of existing social workers will be undermined and limited; therefore staff will be disadvantaged. Social mobility will also be reduced where there are high calibre eligible graduates [including Somerset residents] who wish to apply for the programme and otherwise would be unable to afford to undertake a post graduate entry route into social work due to funding issues, family and location issues [there is no HEI provider in Somerset]. The Step Up programme will make social work as a career option realisable for a number of high calibre graduates in the South West. Section 2B People who are delivering the policy or service Somerset, working in partnership with nine other Local Authorities have formed the South West Regional Partnership. The partnership, in conjunction with the successful HEI, will develop and deliver the Step Up to Social Work programme across the south west. Somerset County Council is the lead authority for the Consortium 2 Regional Partnership. Section 3 Evidence and data used for the assessment (Attach documents where appropriate) The following documentation needs to be considered: a. DfE bid resulting in the award of contract by the DfE for the south west to run the Step Up to Social Work project (SCC lead authority) (refer to 3.1 above) 11

12 b. HEI tender document published, following the EU tendering process (refer to 3.2 above). Section 4 Conclusions drawn about the impact of the proposed change or new service/policy (Please use prompt sheet in the guidance for help with what to consider): Community Safety Reduction in the Authority s ability to respond effectively to the safety and protection of vulnerable children and families in Somerset. Equality As above. Health and Safety Frontline child protection services will continue to be severely undermined in their capacity to respond to the protection and safeguarding of vulnerable children, young people and their families in Somerset. This could place children at further risk of harm and lead to unsafe practice by already stretched workforce who currently do not have sufficient capacity to respond. Health and Wellbeing Compound the vulnerably of children and young people and other service users, insufficiently staffed workforce will potentially lead to unsafe decisions and unsafe planning for children. Privacy Commissioning a new supplier a HEI provider is vital to the progression and running of Step Up. Without the council agreeing to this, the Step Up programme cannot be run in the south west. No other impacts on privacy have been identified at this time. Sustainability Reduction in Somerset s ability to stabilise its Children s Social Care workforce as a OFSTED / DfE stipulated priority. Risk Should Somerset not authorise the decision to award a contract there is potential risk of: a. Legal challenge from up to 9 partner authorities b. Damage to Somerset County Council s reputation 3. Undermining Somerset s efforts to recruit high quality Children s Social Care staff. 4. Damage to Somerset s Social Work recruitment campaign 5. Failing to act upon DfE advice and guidance Likelihood a. 4 b. 5 c. 5 d. 5 e. 5 Impact a. 4 b. 4 c. 4 d. 4 e Risk Score a. 16 b. 20 c. 20 d. 20 e. 20 Section 5 After consideration please state your final recommendations based on the findings from the impact assessment. Also include any examples of good practice and positive steps taken.

13 The recommendation remains for the DIRECTOR OF CHILDREN S SERVICES to authorise the decision to proceed with an award of contract to a successful HEI bidder following the rigorous tendering programme already being undertaken to deliver Step Up to Social Work. Section 6 - How will the assessment, consultation and outcomes be published and communicated? E.g. reflected in final strategy, published. What steps are in place to review the Impact Assessment This assessment will form part of the Officer Key Decision paper, sent to appropriate members of the council for comment and consultation. The impact assessment will be reviewed on receiving the outcome of the Officer Key Decision. Completed by: Date 1 st April 2015 Signed off by: Date Compliance sign off Date To be reviewed by: (officer name) Review date: Version Helen MacDonald, Service Manager Children and Families Learning and Development Team Date 13

14 Background Paper 3.1 Step Up to Social Work cohort 4 application form Please complete and return this annex by 13 February 2015 to [email protected]. Annex B 1. Full name of local authority acting as lead for Regional Partnership Somerset County Council Point of contact within your local authority for this programme Name: Helen MacDonald Address: Children and Families Learning and Development Team C/o SCIL Cheddon Road Taunton Postcode: TA2 7QP Phone: [email protected] 2. Do you have letters of commitment from all of the local authorities in your proposed partnership (please scan and submit)? Yes 3. Which HEI(s) have you contacted about offering Step Up to Social Work? Bournemouth University University of Bristol University of Bath University of Gloucestershire University of the West of England University of Winchester Plymouth University Can you indicate at what phase this Initial conversations (DfE descriptor) 1

15 Background Paper 3.1 contact is at with the HEI(s)? We have sought expressions of interest in order to soft market test. There have been 7 positive responses from HEIs. Formal invitation to tendering process is underway to ensure a fair and transparent (and legal) procurement process. In addition, the expressers of interest will also be targeted to tender. The tender document contract specification and HEI selection criteria is completed, to be sent to HEIs. Proposed invitation to tender launch is the 19 th February Contract award anticipated early May 2015 to comply with the formal tendering milestone. 4. List of local authorities in your regional partnership South Gloucestershire Council BANES (Bath and North East Somerset) Council Swindon Borough Council North Somerset Council Somerset County Council Gloucestershire County Council Total number of candidates your RP wishes to train: 5. Name / address of lead contact in LA Leigh Zywek [email protected] Richard Baldwin [email protected] Jan Wilson [email protected] Louise Lynch [email protected] Helen MacDonald [email protected] Linda Uren [email protected] Number of candidates LA wishes to train Name / contact for HEI(s): Paul Skuse, designated HEI 2

16 Background Paper 3.1 Are you at a stage where the HEI has confirmed they are willing to train the number of candidates desired by the RP? 7. Please provide details of how the partnership intends to involve practitioners and service users in the delivery of the Step Up to Social Work programme (max 500 words). Procurement Lead (Somerset County Council) Helen MacDonald, Consortium 2 lead, Somerset County Council Yes The expressers of interest have informally confirmed they would be willing to train the numbers of candidates. We are in the process of formally tendering. The South West consortium leads in Somerset and Dorset have agreed with their respective regional partnerships to work closely together as neighbouring authorities, representing the south west region. The south west leads have made productive contact with experienced Step Up Programme Managers from the north and south of England. Drawing upon learning and expertise from the positive links already established the south west consortia aim to involve step up trainees from other partnerships to input. Participation methods will be varied and include peer mentoring and support including direct input as part of induction and use of social media for Step Up learning groups. Step Up leads from other partnerships will be invited to input onto the training programme for inducting practitioners including tutors, supervisors and Practice Educators, sharing insights from the evolving heritage of previous Step Up cohorts. Senior Managers, Social Workers and other colleagues will commit to a stakeholder undertaking agreeing to meet the learning and professional development support needs of Step Up trainees. Both consortia undertake to form a collective pool of Children and Family Social Work: practice experts from across the 3

17 Background Paper 3.1 Consortia s participating authorities; these will be practitioners from all levels of practice who will contribute to a series of master class inputs throughout the formal taught programme. Service user experts including Children and Young People s Young Trainer groups (i.e. Total Respect Group) and Children in Care Council representatives as key contributors to the programmes. mentors/coaches to support specific individuals around their emerging learning needs in addition to and complimenting formal tutor led support for trainees. Both consortia will utilise the existing service user structures relevant to the respective HEI providers. Both consortia will collectively share south west regional research (where appropriate) in which service users and practitioners have participated and played a central part in design and road testing learning from this local research will be fed back into elements of the taught programme (an example may be the Assessing Parental Capacity for Change research programme). We will utilise an existing participation forum in the local authorities for involvement of children, young people and their families in the learning of Step up trainees including access to relevant training opportunities led by or involving Service Users e.g. Total Respect Training, Foster carer training events, service user groups etc. Individual learning will be sought through SU feedback on the Step Up trainees practice as part of the assessment process and through direct learning opportunities from, and alongside service users and carers. Targeted mentoring and work shadowing 4

18 Background Paper 3.1 opportunities will form part of an individual s self-directed learning and research elements of the programme, in addition to formal placements. ASYE Programmes - where possible, across consortia 1 and 2, utilise existing support arrangements for ASYE programmes, including training and peer support part of organisations learning community as well as Step Up learning community assessment elements that can be dovetailed with the Step Up programme. This will help maximise learning and broker higher level learning opportunities including integrated learning where possible. 8. Please provide details of proposed placement arrangements for Step Up to Social Work participants (max 800 words). Placement arrangements will follow best practice for Step Up trainees with the added potential for an academy based approach to supporting learners in the work base a dedicated secondment of social work expertise at Advanced Practitioner level will support Step Up trainees in practice, providing on the job management oversight and supervision, day to day practice, expert mentoring around individual learning needs, and opportunities to co-work and shadow cases as part of accelerated work-based learning. The Step Up placement experience will aim to replicate the child s journey through children s services in the south west, thus providing the trainee with as broad an experience as possible of the whole Children s Social Care System. We envisage this can be done by offering a variety of placements within services to ensure the participant s journey reflects children and young people s experience of the system the consortia will be able to offer a diverse range of placements and work shadowing opportunities to reflect the diversity of service experiences. 5

19 Background Paper 3.1 The range of placements available in the consortia will enable variety and contrast in placement experiences for the differing needs and experiences of trainees. Further work shadowing opportunities across a broad range of work-based delivery options will ensure individual trainee s learning needs are well catered for with a wide choice of placement and work shadowing options that will stretch and challenge them. We will also consider the use of our voluntary sector partners to enhance the variety of placement experiences offered. Local Authorities within the consortia will supply (collective pool) qualified Practice Educators (PEs) targeting staff who have already met and been assessed against Practice Educator Professional Standards (PEPS) levels 1 and 2. The South West have a regional PEPS moderation panel for the local accreditation of the PEPS programme to ensure consistency, quality of practice, and will ensure effective use of consortia resources which could be fully utilised to support the Practice Educators involved in the Step Up programme. This would be a significant piece of partnership work which would ensure quality, consistency and sufficient supply of practice education across the whole regional Step Up programme. Some PEs will be dedicated staff with a Professional Social Work Educator role as part of their day to day delivery. We envisage some employees will be invited as part of seconded arrangements to support their own CPD and career progression, by participating and providing practice education as part of the programme. Both consortia undertake to create a pool of contacts for freelance PE s to ensure capacity and a diverse range of skills and expertise across the region. LA s have agreed to provide qualified PE 6

20 Background Paper 3.1 staff and subject experts who can be deployed across the region where necessary and vice versa, enabling CPD through secondment and work shadowing opportunities for existing members of the consortia s children and families social work workforce. It is envisaged this will also support the retention and skills of staff. All the Local Authorities within both south west consortia have undertaken to: make available to Step Up trainees and supporting practitioners relevant CPD opportunities, providing essential underpinning knowledge and supporting the programme curriculum as added value. This will be done by the sharing of forthcoming training plans and brokering places for trainees across the region where relevant. broker opportunities for Step Up trainees to access multi-agency CPD opportunities or work shadowing, i.e. community health, Health Visitor training, CAMHS training or multiagency partnership information groups run via LSCB s. provide regular team meetings for practice educators, including CPD opportunities use expertise within the consortia of grow your own schemes and providing diverse placements for employees. 9. Please provide details of any proposed innovations or aspects of the programme which will enhance participants training and help them prepare for practice (max 800 words). Learning from national models tells us that aspects of emotional resilience are key to trainee success and safe practice. Aspects of emotional resilience will be measured as part of placement activity through observations of practice, supervision, selfassessment and group peer supervision. We will include resilience training support within 7

21 Background Paper 3.1 the programme. Building on current expertise of promoting reflection and learning through action learning sets, and peer to peer learning strategies will be key practitioner led methods used as part of this programme, that aim to compliment the academic component. To ensure a focus of reflective practice, reflective learning will be a fundamental practice and learning principle tied into every aspect of the programme. This could be facilitated by consultant social workers and professional social work educators, in partnership with the HEI/s. Learning transfer models will be imbued into the work-based and taught elements of learning and knitted into the supervision process. Social media will support peer to peer strategies of learning through learning groups. Previous cohort Step Up graduates from elsewhere in the country will be invited to input into the scheme as a peer to peer leadership model of teaching. The (previous) Step Up graduates would input as visiting tutors. We would see this as an opportunity for those staff from national cohort 2 who seek to gather evidence of coaching others, and teaching and enabling others (as specified in PCF experienced social worker level standards), supporting their own career progression to Experience Social Worker Level (PCF). Based upon evidence of impact of good models of leadership development for Children s Social Care staff in the South West, the consortia will develop innovative teaching designed to build trainee s capacity in self-leadership and performance as Social Work practitioners, and input into the 8

22 Background Paper 3.1 course design self-leadership as a core skills and knowledge for trainee practitioners. This will further enhance the trainee s ability to manage self-directed or accelerated learning and meet the high demands of this programme. Other innovations include: A focus upon Relationship based practice and introduction to social pedagogical practice as key to underpinning the model of training. Peer based inputs students researching and delivering aspects of taught input as part of the programme but also their own practice. Given the geographical spread and in order to launch and create immediate momentum at the start of the programme launch the taught input with a significant core residential component, quickly establishing a strong learning community. Delivery of master classes involving practice experts from academic and practice bases. Development of a pool of qualified social work practitioners across the consortia and match as mentors to trainees so they have additional informal support to help address any specific individual learning or support needs; the aim of which will also help trainees build resilience. Secondment of LA staff as key tutors, speakers, supervisors, practice assessors on HEI programmes. Authorities wish to place HEI key staff in local authority settings to ensure appropriate access and to act as the bridge between the academic and work base experience. 9

23 Background Paper Please provide details of how you would exercise leadership in the provision of Step Up to ensure the programme delivery differs from a traditional route into social work (max 800 words). Exercising leadership, and modelling leadership, values and skills will be central to building confident and authoritative new Social Workers. We will embed a real focus on selfleadership, and ensure that the HEI incorporates learning in terms of leadership throughout the curriculum, in order to understand and properly evaluate individual delegates personal impact by understanding what works and why, and evaluate behavioural, personal and organisational change throughout the programme. During placements trainees will receive opportunities to reflect upon and measure their self awareness, confidence and communication abilities which will lead to real behavioural changes and changes in practice. In exercising leadership within the regional partnership, we will expect a clear and demonstrated commitment from all levels of staffing within each Local Authority which will include the Chief Executive and DCS, through to a clear understanding within local teams of the unique nature of the Step Up scheme. We would encourage a direct visibility and line of communication between CE, DCS, senior leaders and the trainees so that the experiences of the trainees on the ground are understood at the top of the organisation. Supervision of practice will be a key feature as outlined in question 8, using well qualified and supported Practice Educators who will have the focus and prioritisation of workload to adhere to best practice for the supervision of trainees. Equally the Local Authorities will have robust systems in place to quality assure the supervision records as required. The 2 south west consortia will role model collaboration between the two regional partnership arrangements and any HEI's who are involved, thus demonstrating and putting into place the correct governance of Step Up in the south west, building confidence for 10

24 Background Paper 3.1 future partners and sowing the seeds of a south west identity. In the south west region we have already discussed the intention to make available a list of coaches and mentors across the region and regional partnerships to support the programmes, and will utilise existing local links to register qualified Social Workers onto the regional coaching pool. Where possible Local Authorities will ensure consistency and parity around pay and conditions in relation to the employment conditions of Step Up trainees. Our regional intention is to work to one model as far as this is possible. We will access the south west Directors (DCS) group to raise these items. We are also in touch with colleagues around the country in existing regional partnerships to learn from their experiences in respect of these issues. 11. Please provide a statement of the resources LAs and HEIs have available to process applications in the period May - September 2015 and conduct checks in the period July - December This might include people, rooms, requirements for the support contractor, etc (max 800 words). We have held meetings in the south west region which have resulted in 10 Local Authorities having a single mind to develop what we hope will be a successful bid to form 2 regional partnerships across the region. This has been viewed as the best geographical split, and will encourage and utilise the best use of local resources whilst avoiding any unnecessary waste through excessive travel. All LA's have pledged to commit resources and to share these resources. These resources include venues, managers and practitioners. We also have young people trained to take part in interviews who would be available. HR departments are able to offer checks and medical questionnaires- as evidenced through providing a grow your own scheme and our own expertise in interviewing. Also the size of the 2 regional partnerships by past and recent experience, and through our collaboration and discussion in this programme, will ensure that collectively we will have the infrastructure to coordinate the required resources to support the requirements of the programme to the point of delivery. We have experience as a region of sitting on 11

25 Background Paper 3.1 each others panels for ASYE and crossreading portfolios for PQ. We have a proven record of establishing criteria and assessing work together- working collaboratively to agree dates and co-ordinate are transferable to this process. LA s have already identified named lead officers to work in the partnership consortia who will continue to provide coordination in their respective authorities and have Senior Leadership commitment. The draft Memorandum of Understanding for the partnership highlights the agreement to release staff time and resources to support the application and shortlisting process. Our draft formal ITT documents have highlighted the requirement for HEI s to be available to engage in the recruitment and selection process in June and early expressions of interest have indicated any HEI selected would be committed to do so. So far as a region we have found the right people, rooms, and admin time etc for all purposes. 12. Please provide details of how the delivery model will accommodate the Chief Social Worker s Knowledge and Skills Statement (max 800 words). We are confident that the Chief Social Worker's Knowledge and Skills for Child and Family Social Work Statement will be mainstream before the launch of cohort 4 in January The HEI's we are engaging with for expressions of interest currently have either already incorporated the 10 Knowledge and Skills themes or are well on the way to achieving this. This is currently being reflected in Practice Education in Local Authorities as a main business priority. We are currently using these to assess ASYE and to inform training programmes for ASYE. The standards are mapped to our training plans for social work. The 10 knowledge and skills themes will be part of the formal assessment process and integrated into the learning pathway for each candidate throughout the programme delivered by the HEI and within the placement authority. An initial assessment process will be used to form the Professional 12

26 Background Paper 3.1 Development Plan for each student which includes the 10 knowledge and skills themes alongside the Profesional Capabilities Framework and HCPC Standards of Proficiency - Social Workers in England (SOPS) and the formal assessment process will include evidence of learning and skills development against all 10 knowledge and skills themes, which will then be built on in the ASYE year going forward. Evidence will be gathered through direct observations of practice, assessed work and both formal and informal teaching and learning. Skills workshops will form part of the learning programme. In the initial mapping of the CPD strategy, the Knoweldge and Skills themes are included as an integral part of this strategy. Skills mapping to the training offered within local authorities will complement university provision. From feedback from national Step Up trainee evaluations, it is noted that the first 2 cohorts gained more satisfaction from their placement experiences rather than their university programme in order to meet the 13 Professional Capabilities Framework (PCF) skills areas. We will consider this evidence in the design of the programme and academic input. As part of the Consortia s strategic terms of reference, we will, as underpinning principles, align and embed Paper 5: The Implementation Proposals for Teaching Partnerships. 13. Does your regional partnership commit to the timescales laid out in Annex D of this letter? Yes 13

27 Invitation to tender for The Design and Delivery of a Post Graduate Diploma in Social Work Programme (Step Up to Social Work) Somerset and Dorset County Councils, in their capacity as the lead for the South West Consortia Regional Partnership for the Step Up to Social Work programme, are inviting tenders from suitable, qualified Higher Education Institutions for the design and delivery of a Postgraduate Diploma in Social Work, for up to 50 trainees in the South West. The South West Consortia Regional Partnership reserve the right to award the contract to either one or two HEIs, dependent on which the Consortia judge as being best for each region. TENDERER NAME: DATE OF ISSUE: 1

28 Definitions In this ITT, unless otherwise stated, the definitions below and those stated in Schedule 11 Specimen Contract shall apply Clarification Period Commencement Date Contract Contracting Authority Consortia Consortia Members DCC e-tendering system Form Of Tender ITT Regulations Service SCC Tender Tender Documents Tenderer means the time period during which clarifications on any matters arising from the ITT may be made in accordance with section 3 of the introduction to this document. means the date when the contract is intended to commence as indicated in the timetable in this document. means the Contract for the provision of the services which would be awarded to the Tenderer - the form of which is enclosed and set out in Schedule 11 of this ITT. means both Dorset County Council (DCC) and Somerset County Council (SCC). means the South West Consortia Regional Partnership as defined and explained in Section 1 of the Introduction of this document. means all authorities participating in the Consortia means Dorset County Council. means a secure (hosted) electronic tendering system through the ProContract website: means a document submitted by the tenderer to SCC as part of the Tender as per Schedule 2. Means this Invitation To Tender including all Schedules and Appendices. means the Public Contracts Regulations 2006 (SI 2006/5) as amended. means the design and delivery of a Step Up to Social Work programme as outlined in this document means Somerset County Council. means a completed and signed Form of Tender, together with all completed Schedules and Information requested by SCC and submitted by a Tenderer. means all documents contained in this ITT. means an organisation responding to this ITT with a view of being awarded the Contract. 2

29 SUMMARY INSTRUCTIONS AND DETAILS OF THE CONTRACT ITEM DETAILS Contract description: Step Up to Social Work Cohort 4 Programme design and delivery of a 14 month Postgraduate Diploma in Social Work (Children and Families) Insurance requirements: Public Liability - 5 million Employer s Liability - 10 million Professional Indemnity - 2 million Contract period: The course will start in January 2016 for a period of 14 months. The successful provider will be expected to take part in the recruitment and selection process of candidates to the Step Up to Social Work programme at the Assessment Centres scheduled to take place in June/July Options to Extend: Procuring Officer: Queries/Clarifications: Submission instructions: There will be an option to extend this contract for delivery of a further cohort of the Step Up to Social Work programme. This will be subject to the following conditions; The continuing existence of the Regional Partnership for the Step Up to Social Work programme Announcement by the Department for Education (DfE) of further Cohorts to the Step Up to Social Work programme The Regional Partnership successfully securing funding from the DfE for further Cohorts to the Step Up to Social Work programme Successful implementation of Cohort 4 (this bid) by the successful Higher Education Institution Paul Skuse, SCC. Please note SCC are acting as Lead Authority for the ITT process. Any queries or clarifications must be issued through ProContract All responses to this tender are to be submitted electronically through ProContract Date/time for Tender return: 12 noon 30 th March

30 Timetable This timetable is indicative only. The Consortium reserves the right to change it at its discretion. Stage Date(s)/time Issue of Invitation to Tender 27 February 2015 Deadline for Tender queries 19 March 2015 Submission of Tenders 30 March 2015 Evaluation of Tenders w/c 30 th March 2015 Notification of result of evaluation 14 May 2015 Standstill period 15 May June 2015 Expected date of award of Contract 2 June 2015 Contract commencement date 10 June

31 IMPORTANT NOTICE This Invitation to Tender ( ITT ) is issued to those invited to tender ( Tenderers ) to the South West Consortia Regional Partnership ( Consortia ) (as defined in the introduction section of this document) to design and deliver a Postgraduate Diploma in Social Work Programme (the Services ), their professional advisers and other parties essential to preparing a Tender for the Works (the Tender ) and for no other purpose. SCC are acting as lead authority for the ITT process. The contents of this ITT and of any other documentation sent to you in respect of this ITT process are provided on the basis that they remain the property of the Consortia and must be treated as confidential. If you are unable or unwilling to comply with this requirement you are required to destroy this ITT and all associated documents immediately and not to retain any electronic or paper copies. No Tenderer shall undertake any publicity activities with any part of the media in relation to this ITT process without the prior written agreement of the Consortia, including agreement on the format and content of any publicity. This ITT is made available in good faith. No warranty is given as to the accuracy or completeness of the information contained in it and any liability or any inaccuracy or incompleteness is therefore expressly disclaimed by the Consortia and its advisers. The Consortia reserves the right to cancel the ITT process at any point. The Consortia is not liable for any costs resulting from any cancellation of this ITT process nor for any other costs incurred by those tendering for the Contract. Any future contract or business awarded is also subject to funding being awarded from the DfE. All Tenderers will be informed as to the outcome of their Tender submission. Nothing in this ITT shall bind the SCC or DCC to accept any Tender submission. No information contained in this ITT or in any communication made between DCC and SCC and any Tenderer in connection with this ITT shall be relied upon as constituting a contract, agreement or representation that any agreement or contract shall be offered in accordance with this ITT. In the event of a satisfactory Tender not being received, the Consortia reserves the right to consider alternative procurement options. You are deemed to understand fully the processes that DCC and SCC are required to follow under relevant European and UK legislation, particularly in relation to The Public Contracts Regulations 2006 (as amended). 5

32 CONTENTS PAGE Introduction 7-10 Tender Submission Requirements Schedule 1 Tender Submission Checklist 15 Schedule 2 Form Of Tender Schedule 3 Declaration of Direct or Indirect Interest 18 Schedule 4 Certificate of Canvassing 19 Schedule 5 Certificate of Confidentiality 20 Schedule 6 Declaration Schedule 7 Certificate of Compliance for Insurance 23 Schedule 8 Tender Questionnaire Schedule 9 Quality Questions Schedule 10 Pricing Schedule and Declaration 53 Schedule 11 Specimen Contract

33 1. INTRODUCTION 1.1 Introduction The South West Consortia Regional Partnership for Cohort 4 of Step Up to Social Work is made up of 10 Local Authorities across the South West region. For Cohort 4, the South West Consortia Regional Partnership is made up from 2 separate Consortia working together across the region. The constituent authorities for each consortium are represented as follows: Consortium 1: Dorset County Council (lead authority) Bournemouth Borough Council Poole Council Wiltshire Council Consortium 2: Somerset County Council (lead authority) South Gloucestershire Council Gloucestershire County Council Bath and North East Somerset Council Swindon Borough Council North Somerset Council Dorset and Somerset County Councils act as the Lead Agencies for the partnership, which includes; chairing Step Up to Social Work Management Board meetings, receiving and distributing funds allocated from the DfE and establishing the contract(s) with the HEI(s) responsible for design and delivery of the academic input to the programme leading to the award of Postgraduate Diploma in Social Work Background Step Up to Social Work is a DfE funded initiative with 3 previous national cohorts of trainees having been taken through the programme at Masters level. Cohort 4, due to commence in January 2016 will be the first cohort to be made available in the South West region, delivering at Post Graduate Diploma level. However, we anticipate that successful Higher Education Institution(s) (HEI(s)) will offer a self-funding pathway through to a full MA, should trainees wish to progress. It is anticipated that the programme will attract high calibre 2:1 graduates in any academic discipline, who seek to retrain as Social Workers and who have experience of working with children, young people and their families. The programme will enable trainees to build upon existing knowledge and skills and develop the expertise required for social work practice. Following an initial selection of potential candidates against DfE criteria, selection will be made through a rigorous Assessment Centre approach. We anticipate significant involvement of the successful HEI(s) in the Assessment Centres and the selection of trainees. Assessment Centres are expected to take place for up to 10 days during June/July We expect these to be held across the South West and any attendance costs to the HEI(s) to be covered in the pricing schedule. DBS - Following selection of trainees, the successful bidder will provide Disclosure & Barring Service (DBS) checks and relevant Occupational Health checks and establish a programme of communication with the trainee on the progress of their DBS checks. 7

34 1.3 We expect a varied spectrum of participation methods to be used as part of the programme, including peer mentoring and support, including direct input as part of induction, and the use of social media for Step Up learning groups. We will require HEI Officer time to: liaise with Step Up leads from other partnerships (national) with a view to gaining their input into the training element of the programme for inducting practitioners including tutors, supervisors, Practice Educators, and sharing insights from the evolving heritage of previous Step Up cohorts. co-ordinate Local Authorities to contribute to the taught programme and support the learning and professional development support needs of the Step Up trainees. 1.4 We anticipate that the HEI(s) will work with the partnership to provide master class inputs and include: practice experts from across the south west participating authorities; these will be practitioners from all levels of practice who will contribute to a series of master class inputs as part of and throughout the formal taught programme service user experts including Children and Young People s Young Trainer groups (i.e. Total Respect Group) and Children in Care Council representatives as key contributors to the programmes mentors / coaches to support specific individuals around their emerging learning needs in addition to and complimenting formal tutor led support for learners 1.5 Also, we anticipate HEI(s) utilising: the existing service user structures to support the programme appropriate learning from research (especially local research) and feed back into elements of the taught programme target mentoring and work shadowing opportunities to support individual s self-directed learning and research elements of the programme, in addition to formal placements existing support arrangements for Assessed and Supported Year in Employment (ASYE) programmes, including training and assessment elements that can be dovetailed with the Step Up programme. This will help to maximise learning and broker higher level learning opportunities including integrated learning where possible. 1.6 It is anticipated that following the awarding of any contract(s), there will be significant liaison with the South West Consortia Regional Partnership for Step Up to Social Work. This is in order to develop a programme which meets employers, academic and the HCPC requirements. A Step Up to Social Work Regional Management Board will meet regularly and the successful HEI(s) will be invited to attend. 1.7 The Management Board will consist of agency representatives of the 10 participating authorities (Somerset, Dorset, Bournemouth, Wiltshire, Poole, Gloucestershire, South Gloucestershire, Bath and North East Somerset, North Somerset and Swindon) and will chaired by the Lead Authorities (Somerset and Dorset). Sub regional boards (Dorset and Somerset) will also meet to ensure the smooth operation of the programme in the 2 consortia. Representatives from the DfE are also invited to participate on a regular basis. 8

35 1.8 Teaching and learning strategies We envisage the use of a wide variety of proven teaching and learning strategies and a blended approach that integrates work-based learning, action learning, peer to peer strategies including trainee-led learning (and delivery), experience through enquiry, critical thinking and reflection, knowledge acquisition, critical understanding and application of theory. Regular and consistent work-based and learning-based Supervision (underpinned by quality criteria) will be provided to all trainees throughout by employing authorities. The programme will also be designed to facilitate trainee-led learning through action learning and problem based learning within the work-based setting. Residential component: A blended learning approach using a variety of methods will complement face-to-face taught input within the South West Region. We envisage that a residential component that provides a concentrated learning experience to launch the programme will provide a sound foundation and establish the high level of understanding vis a vis demands and expectations from the outset a residential component will quickly build relationships and alliances for learning and support between trainees and stakeholders, in addition to efficiently providing key underpinning knowledge inputs. A residential is also thought to be a significant enabler given the rural stretch of the region and South West peninsular. 1.9 Requirements In summary, the overall programme will cover and be mapped to the following; The bespoke programme should provide the necessary academic, taught and practice based social work education to practise as an HCPC registered Social Worker at a minimum of Newly Qualified Social Worker (NQSW) level. The programme will give the trainees access to the academic input, practice-based skills and experiences, values and capabilities at threshold standards of professional practice, as a minimum. The programme will prepare trainees to successfully achieve and claim their qualification, and to apply for Health & Care Professions Council (HCPC) registration. There should be at least 170 placement days, of which we anticipate at least 100 days are spent in a statutory placement Knowledge cross reference with knowledge and skills for child and family social work History and context of social work What is meant by social work theory and examples of how some theories translate into practice Law and legal frameworks Families and parenting Child attachment Human growth and development Ethics, values and justice Culture, diversity, and oppression Disability Abuse and neglect Adoption Social work in diverse settings, especially mental health and alcohol / substance misuse 9

36 1.10 Skills Preparing for practice Social work methods and interventions Assessment, including assessment and management of risk Developing resilience Working with service users and carers Communication skills Interpreting research and evidence Working with other organisations 1.11 The programme is expected to lay particular emphasis on: Effective self-leadership and self-awareness practitioner Emphasis on learning within work-base placement experience Social pedagogical approaches to practice with children and families Relationship based practice The child s journey through whole children s social care system (placements) Building emotional resilience in the practitioner Evidence-based practice Reflective practice and the use of consistent, quality, reflective supervision Evidence-based judgment, risk and decision-making Signs of safety models of assessment Working/communicating successfully with children and young people Solution focused communication (motivational interviewing) Facing challenge and managing conflict Selection and application of relevant theories to cases, with an ability to adapt in the light of reflection and new information Effective and appropriate communication in both speech and writing for a range of audiences and purposes 2 TENDER SUBMISSION REQUIREMENTS 2.1 Tenderers must complete all required Schedules as part of your Submission. 2.2 Tenderers should refer to the guidance provided when submitting a Tender. 2.3 The method for completed Tender submissions is via ProContract ( Completed Tender submissions (and attached supporting documentation) must be uploaded onto ProContract no later than 12 noon on 19 th March Please note that it is the responsibility of the Tenderer to ensure that adequate time is allowed to ensure all documents are uploaded to meet the deadline date and time. The portal automatically closes at the required time and there is a fully auditable time tracking function which ensures that no documents uploaded after the time can be accepted. 10

37 2.5 Tenders submitted by hand, post, fax or other electronic means will not be accepted. 2.6 Where you are required to provide documentary evidence, such as a Health and Safety Policy, this must be current, signed, dated and where applicable details of the next review date. 2.7 Where a Tender has provided details of accreditation to a certified body, e.g. HCPC, this must be current / valid and it is the certificate holder s responsibility to ensure it is maintained during the life of the contract. 2.8 Tender submissions must be completed and returned in accordance with the instructions in this document. These instructions are designed to ensure that all Tender submissions are given equal and fair consideration. It is important therefore that all the information is provided in the format and order specified. The Consortia reserves the right to disqualify a Tender if any of these instructions are not followed. 2.9 Tenderers should complete all documents by inserting your answers in the space provided against each question (the table will expand as required), thereby ensuring that all documents are returned in the same format Answer the questions as written and do not include general marketing, promotional material or company policies in response to any of the questions unless specifically requested to do so, as we will only consider and evaluate attached documents where the question expressly asks for them All requested enclosures and supporting documents should be clearly marked with the sections and questions to which they relate. Where policies are requested please indicate which sections they are intended to answer. All supporting documents must be uploaded onto ProContract Ensure that all documents requiring signature are signed as requested, this can include an electronic signature You should ensure your responses are succinct and answer the question asked It is important that you answer all of the questions as fully as possible, giving supporting evidence, within any word limit imposed. Your Tender submission will be prejudiced if questions are not answered, or if documents requested are not supplied. The evaluation panel reserves the right to reject as ineligible any incomplete Tender submissions Where a Tenderer is not currently registered in the UK, the questions should still be answered, substituting any law, code of practice or appropriate professional, commercial or other register within their domestic jurisdiction If it is found that any successful Tenderer has provided information in support of their Tender submission which is later found to be false and/or misleading the Consortium reserves the right to cancel the Tenderers appointment to the Contract and claim reimbursement of any additional costs incurred The Consortium reserves the right to issue supplementary documentation at any time during the tendering process to clarify any issue or amend any aspect of the ITT. All such further documentation that may be issued shall be circulated to all Tenderers and deemed to form part of the ITT and shall supplement and/or supersede any part of the ITT to the extent indicated. 11

38 2.18 These documents shall remain the property of SCC and shall be returned with the Tender submission or otherwise on request of SCC Tenderers must obtain for themselves at their own expense all information necessary for the preparation of their Tender. 3 QUERIES/CLARIFICATIONS 3.1 If you have any queries/clarifications regarding the requirements or on completing this Tender please submit via ProContract. 3.2 It is the responsibility of the Tenderer to ensure they understand the requirements of the Consortia and request clarification where necessary prior to their Tender submission. 3.3 Any questions or requests for clarification must be received no later than 12 noon on 12 th March The Consortia will endeavour to answer all questions or requests for clarification as quickly as possible, but offers no guarantee that any question or clarification requests received less than 7 working days prior to the closing date for receipt of their Tender submission will be answered. 3.4 To ensure transparency and fairness to all who are submitting a Tender, any enquiries or clarification requests must be submitted in writing via ProContract. No questions, enquiries or requests for clarification may be submitted outside of this defined process. 3.5 The Consortia reserves the right to publish any question or request for clarification from a Tenderer, together with the Consortia s response on ProContract portal, where it will be available to all Tenderers. Details of the Tenderer asking the question or making the request for clarification will not be disclosed. 4 CONTRACT DOCUMENTS 4.1 Any resulting Contract will consist of the Contract Particulars (to be completed), the Standard Terms and Conditions, and any Special Terms and Conditions and the successful Tender. A specimen contract is attached as Schedule 11 please note that this is not final and will be subject to change and subsequent agreement by both parties. The Contract will be subject to English Law and the exclusive jurisdiction of the English Courts. 4.2 DCC and SCC is bound by procurement rules and cannot enter into negotiations on the Tender or Contract. 4.3 Any Contract Award will be conditional on the Contract being approved in accordance with the Consortia members internal procedures and the Consortia being generally able to proceed and will allow the statutory standstill period of a minimum of 10 calendar days to elapse before sending confirmation of contract award to the successful Tenderer. 4.4 It is anticipated that each lead consortium authority (i.e. Dorset County Council and Somerset County Council) will enter its own contract with the HEI(s). 12

39 5 TENDER EVALUATION AND AWARD CRITERIA 5.1 Each Tender will be checked initially for compliance with all requirements of the ITT. 5.2 The evaluation of Tenders will be in two stages. Firstly, Tenders will be required to pass the Selection Stage by completing Schedule 8. This will be evaluated by SCC in accordance with the scheme as set out in Schedule A Tender must pass this stage in order to proceed to the Award Stage. 5.4 If a Tender passes the Selection Stage, Tenders will be evaluated to determine the most economically advantageous Tender as set out below. Criteria 1 Quality Percentage 80% This will be evaluated based on the responses to the questions in Schedule Two. Each question will be given a score as per Schedule Two Scoring Criteria. The total score will be multiplied by the weighting for each question. All scores will be totalled from Schedule Two and then weighted by 80%. Criteria 2 Price Pricing will be evaluated in accordance with your response to the Pricing Schedule. The 20% weighting will be made up of the following: Percentage 20% The all inclusive price per trainee. The course development costs The Tender with the lowest price will be awarded the full percentage available. All subsequent Tenders will be attributed as a percentage difference to the lowest price/cost. 6 PERFORMANCE MONITORING Any contract will be monitored through the Step Up to Social Work Regional Management Board consisting of representatives from each of the participating Local Authorities (Somerset, Dorset, Bournemouth, Wiltshire, Poole, Gloucestershire, South Gloucestershire, Bath and North East Somerset, North Somerset and Swindon) and is chaired by the Lead Authorities (Somerset and Dorset) 7 FREEDOM OF INFORMATION ACT AND ENVIRONMENTAL INFORMATION STATEMENT 7.1 The Consortia members are subject to The Freedom of Information Act 2000 ( Act ) and The Environmental Information Regulations 2004 ( EIR ). 13

40 7.2 As part of the Consortia Members obligations under the ACT or EIR, it may be required to disclose information concerning the procurement process or the Contract/Framework Agreement to anyone who makes a reasonable request. 7.3 If Tenderers consider that any of the information provided in their Tender is commercially sensitive (meaning it could reasonably cause prejudice to the organisation if disclosed to a third party) then it should be clearly marked as Not for disclosure to third parties together with a valid reason in support of the information being exempt from disclosure under the Act and the EIR. 7.4 The Consortia Members will endeavour to consult with Tenderers and have regard to comments and any objections before it releases any information to a third party under the Act or the EIR. However, the Consortia Members shall be entitled to determine in its absolute discretion whether any information is exempt from the Act and/or the EIR, or is to be disclosed in response to a request of information. The Consortia Members must make its decision on disclosure in accordance with the provisions of the Act of the EIR and can only withhold information if it is covered by an exemption from disclosure under the Act of the EIR. 7.5 The Consortia Members will not be held liable for any loss or prejudice caused by the disclosure of information that: Has not been clearly marked as Not for disclosure to third parties with supporting reasons (referring to the relevant category of exemption under the Act or EIR where possible); or Does not fall into a category of information that is exempt from disclosure under the Act or EIR (for example, a trade secret or would be likely to prejudice the commercial interests of any person); or In cases where there is no absolute statutory duty to withhold information, then notwithstanding the previous clauses, in circumstances where it is in the public interest to disclose any such information. 8 SOCIAL VALUE ACT The Consortia Members have a stated commitment to improving employment opportunities and increasing the skills and employability of its communities. In particular there is a focus on reducing long term worklessness and securing training opportunities for young people who are not in employment, education or training (NEET). This priority is being reflected in the Consortia Member s Charters. Areas that will feature in the charter include encouraging companies to employ local people or to create training opportunities and maximising the use of local supply chains in the delivery of services for or on behalf of the Consortia Members. Tenderers should consider how they will work with the Consortia Members to help local people to achieve their full potential by improving skills and education, raising aspirations and achievements and enhancing the employability of local residents, particularly those facing barriers to employment and training. Recent examples of good practice include: Suppliers notifying the Consortia Members when vacancies occur to match people to opportunities. Sourcing goods and materials from local businesses. Creation of apprenticeship schemes. 14

41 Schedule Number SCHEDULE ONE Tender Submission Checklist Document Title 1 Tender Submission Checklist (this document) 2 Form Of Tender 3 Declaration of Direct or Indirect Interest 4 Certificate of Canvassing 5 Certificate of Confidentiality 6 Declaration 7 Certificate of Compliance for Insurance 8 Tender Questions 9 Quality Questions 10 Pricing Declaration 11 Specimen Contract n/a Please mark with an X if enclosed 15

42 Schedule 2 - Form of Tender Design and Delivery of a Post Graduate Diploma in Social Work Programme for the South West Consortia Regional Partnership Name of Tenderer [Please enter your organisation name here] INCORPORATING COLLUSIVE TENDERING CERTIFICATE To: Somerset County Council, County Hall, Taunton Somerset TA1 4DY Having examined the Tender Documents for the performance of the above service, we offer to carry out the said Service in conformity, without qualification, therewith for the commercial in respect of: Lot 1 - Dorset County Council (Lead Authority) Lot 2 Somerset County Council (Lead Authority) Lot 3 Both Lots 1&2 (Please Mark with an X) I/We Declare that where I/we am/are bidding for more than one lot that I/We will: Accept the award of Lot 1 on its own Accept the award of Lot 2 on its own Only accept award of both Lot 1 and 2 together (Please Mark with an X) Unless and until a formal agreement is prepared and executed, the Tender together with your written acceptance thereof, shall constitute a binding Contract between us. We understand you are not bound to accept the lowest Tender or any Tender you may receive and you will not pay any expenses incurred by us in connection with the preparation and submission of this Tender. We certify that this is a bona fide Tender, and that we have not fixed or adjusted the amount of the Tender by or under or in accordance with any agreement or arrangement with any other person. We also certify that we have not done and we undertake that we will not do at any time before the hour and date specified for the return of this Tender any of the following acts: Communicating to a person other than the person calling for those Tenders the amount of approximate amount of the proposed Tender, except where the disclosure, in confidence, of the approximate amount of the Tender was necessary to obtain insurance premium quotations required for the preparation of the Tender; or Entering into any agreement or arrangement with any other person that he shall refrain from Tendering or as to the amount of any Tender to be submitted; or 16

43 Offering or paying or giving or agreeing to pay or give any sum of money or valuable consideration directly or indirectly to any person for doing or having done or causing or having caused to be done in relation to any other Tender or proposed Tender for the said work any act or thing of the sort described above. In this certificate, the word "person" includes any persons and any body or association, corporate or unincorporated; and "any agreement or arrangement" includes any such transaction, formal or informal, and whether legally binding or not. Schedule 2 - Signatory Name* Signature* Position* Telephone No Organisation Name Address Town / City Signature Date Postcode Please Note: A hard copy of this document with original signatures may be requested from Tenderers at a later date. * If the signatory is not the actual organisation, the capacity in which he/she signs or is employed. 17

44 Schedule 3 - Declaration of Direct or Indirect Interest Design and Delivery of a Post Graduate Diploma in Social Work Programme for the South West Consortia Regional Partnership Name of Tenderer [Please enter your organisation name here] Having examined the Tender Documents for the performance of the above Service, we offer to carry out the said Service in conformity, without qualification, therewith for the commercial arrangement as described in this ITT. I/We hereby certify that to the best of my/our knowledge and belief, no person or persons who is a Councillor, Officer, Servant or Agent of any of the Consortia Members has any direct or indirect interest in or connection with the Tenderer. Schedule 3 - Signatory Name* Signature* Position* Telephone No is duly authorised to sign this Tender and give such certificates for and on behalf of: Organisation Name Address Town / City Signature Date Postcode Please Note: A hard copy of this document with original signatures may be requested from Tenderer at a later date. * If the signatory is not the actual organisation, the capacity in which he/she signs or is employed. 18

45 Schedule 4 - Certificate of Canvassing Design and Delivery of a Post Graduate Diploma in Social Work Programme for the South West Consortia Regional Partnership Name of Tenderer [Please enter your organisation name here] I/We hereby certify that I/We have not and will not canvass or solicit any Member, Officer or Employee of any Consortia Member in connection with the preparation, submission and evaluation of this Tender or award or proposed award of the Contract and that to the best of my knowledge and belief, no person employed by me/us or acting on my/our behalf has done or will do such an act. Schedule 4 - Signatory Name* Signature* Position* Telephone No is duly authorised to sign this Tender and give such certificates for and on behalf of: Organisation Name Address Town / City Signature Date Postcode Please Note: A hard copy of this document with original signatures may be requested from Tenderers at a later date. * If the signatory is not the actual organisation, the capacity in which he/she signs or is employed. 19

46 Schedule 5 - Certificate of Confidentiality Design and Delivery of a Post Graduate Diploma in Social Work Programme for the South West Consortia Regional Partnership Name of Tenderer [Please enter your organisation name here] I/We hereby certify that I/We agree that I/we shall not at any time divulge or allow to be divulged to any person any confidential information, relating to information passed to me/us regarding this project. I/We also accept that this Invitation to Tender (ITT) is supplied to us on condition that it is used in connection with the preparation of Tenders and for no other purpose. I/We acknowledge that the information contained in the ITT is confidential and we will not without SCC s prior written consent copy, reproduce, distribute or pass to any other party, other than as strictly required by our organisation in order to obtain appropriate professional advice or for the preparation of our Tender. Where information is disclosed in such circumstances then we shall only disclose it where an undertaking in the same terms as this Certificate regarding confidentiality is first obtained in writing from the receiving party. Schedule 5 - Signatory Name* Signature* Position* Telephone No is duly authorised to sign this Tender and give such certificates for and on behalf of: Organisation Name Address Town / City Signature Date Postcode Please Note: A hard copy of this document with original signatures may be requested from Tenderers at a later date. * If the signatory is not the actual organisation, the capacity in which he/she signs or is employed. 20

47 Schedule 6 - Declaration Design and Delivery of a Post Graduate Diploma in Social Work Programme for the South West Consortia Regional Partnership Name of Tenderer [Please enter your organisation name here] Having examined the ITT for the performance of the above Service, we offer to carry out the said Service in conformity, without qualification, therewith for the sum/sums described in this ITT. I/We agree that the insertion by me/us of any conditions qualifying this Tender or any unauthorised alteration to any of the Tender documents shall not affect the Contract and may cause the Tender to be rejected. I/We agree that this Tender shall remain open to be accepted or not by SCC and/or DCC and shall not be withdrawn for a period of 6 months from the deadline for the receipt of Tenders. Unless and until a formal Contract is prepared and executed, this Tender, together with SCC s and/or DCC s acceptance thereof in writing, shall constitute a binding Contract between the two parties. I/We certify that the details of this Tender have not been communicated to any other person or adjusted in accordance with any agreement or arrangement with any other person. I/We understand that SCC and/or DCC is not bound to accept the lowest Tender or any Tender you may receive. I/We certify that this is a bona fide Tender. (Please mark one with an x) I/We agree that I/we shall provide a parent company guarantee and/or performance bond. I/We agree that I/we shall NOT provide a parent company guarantee and/or performance bond. 21

48 Schedule 6 - Signatory Name* Signature* Position* Telephone No is duly authorised to sign this Tender and give such certificates for and on behalf of: Organisation Name Address Town / City Signature Date Postcode Please Note: A hard copy of this document with original signatures may be requested from Tenderers at a later date. * If the signatory is not the actual organisation, the capacity in which he/she signs or is employed. 22

49 Schedule 7 - Certificate of Compliance for Insurance Design and Delivery of a Post Graduate Diploma in Social Work Programme for the South West Consortia Regional Partnership Name of Tenderer [Please enter your organisation name here] It is hereby certified that the I/We are insured against any liability loss claim proceedings and costs whatsoever and whether arising under common law or statute: in respect of personal injury to or death of any person whomsoever whether employed by the Tenderer or otherwise; and in respect of any loss or damage whatsoever to any property real or personal including any property belonging to or in the control of the Tenderer; and arising out of or in the course or caused by the execution of the Contract. It is further certified that I/We has/have in place the Required Insurances at the levels set out in the Contract, as enclosed in Schedule 11 (Specimen Contract) or will have these in place at the commencement of the contract. It is further certified that the policies that meet the requirements set out herein bear endorsement indemnifying SCC and DCC as Principals. Schedule 7 - Signatory Name* Signature* Position* Telephone No is duly authorised to sign this Tender and give such certificates for and on behalf of: Organisation Name Address Town / City Signature Date Postcode Please Note: A hard copy of this document with original signatures may be requested from Tenderers at a later date. * If the signatory is not the actual organisation, the capacity in which he/she signs or is employed. 23

50 Schedule 8 - Tender Questionnaire Part A Information Sections 1,3,4,5,6,7,8, 9, and 11 shall be evaluated on a PASS/FAIL basis as set out in Table A below. Table 1 Please be aware that all these sections are to be completed in full including the Information Only sections. SCC and DCC reserve the right to exclude any supplier who fails to submit the required information. Section No Title Scoring Basis 1 General Company Information PASS/FAIL 2 Economic and Financial Capability For risk and capacity assessment only 3 Insurance PASS/FAIL 4 Health and Safety PASS/FAIL 5 Sustainability PASS/FAIL 6 Human Resources PASS/FAIL 7 Equalities and Diversity PASS/FAIL 8 Contract Performance PASS/FAIL 9 References PASS/FAIL 10 Form of Reference This form has been provided for information 11 Declaration PASS/FAIL Where Tenderers do not provide the reference information required in section 9, SCC and DCC reserve the right to reject the tender. Your attention is drawn to the section INSTRUCTIONS FOR COMPLETION. 24

51 1. Confidential information 1.1. The Consortia Members are public authorities for the purposes of the Freedom of Information Act 2000 (the Act ) and may be required to disclose certain information provided to it by Tenderers in accordance with the Act Any confidential or commercially sensitive information provided by the Tenderer in response to this ITT which the Tenderer does not wish the consortia Members to disclose must be clearly marked and an explanation given as why the Tenderer considers such information to be of a confidential or commercially sensitive nature The Consortia Members shall use its reasonable endeavours to consult with a Tenderer following a request under the Act which would involve the disclosure of information from that Tenderer. However the decision of the Consortia Members in dealing with a request is final. 2 Supporting information The information supplied within this ITT has been prepared in good faith, but does not purport to be all-inclusive and SCC, DCC and the Consortia Members accept no responsibility or liability for the accuracy, adequacy or completeness of this information. Tenderers are responsible for making such checks and investigations they consider appropriate. 3 Supporting Financial Information 3.1 The key objective of financial appraisal is to analyse a Tenderer s financial position and determine the level of risk that it would represent to SCC and DCC. A range of factors need to be considered as part of the appraisal and various financial statistics, ratios and figures analysed. Once the appropriate data has been obtained a professional judgement must then be applied to the issues. When undertaking the financial vetting SCC and DCC look at the Tenderers most recent accounts along with those of any ultimate parent company (if applicable). These would be checked for general audit issues and then analysed to give an indication of profitability, liquidity, net worth, asset/debt position, capacity and general stability. 3.2 Initially basic checks are made on a Tenderer s title and any relevant registration details (e.g. registered number at Companies House). SCC will check whether the Tenderer is trading or dormant and whether it has a parent company. The status of the accounts is also determined to check whether accounts submitted are for the last accounting period for which statements have been filed and whether there are later accounts that are overdue. 3.3 When considering profitability SCC looks at the gross profit margin and operating profit margin. These ratios indicate the efficiency of the organisation. A loss in the year would be looked at in conjunction with the balance sheet resources available to cover this loss. 3.4 When looking at liquidity SCC uses the current ratio and the acid test ratio. The current ratio is a measure of financial strength and addresses the question of whether the Tenderer has enough current assets to meet the payment schedule of its current debts with a margin of safety for possible losses in current assets. The Acid Test ratio measures liquidity and excludes stock to include liquid assets only. 25

52 3.5 SCC will look at the Tenderer s balance sheet and determine the net worth of the organisation and the element that can be mobilised in a financial crisis. SCC will look at the net assets and the net tangible worth (excluding intangible assets). SCC will also look at debt ratio, and total debts against total asset. 3.6 Contract limit is the size of contract that is considered safe to award to a Tenderer, based on a simple comparison of the annual lot value to the annual turnover of the organisation. Tenderers should note that SCC will include, amongst other matters, a turnover threshold in its assessment of the Tenderer s ability to deliver goods. The turnover threshold is that the Tenderer s annual turnover for 2013/14 should be greater than four times the projected annual turnover of the value of the lot or lots being tendered for. 3.7 All Tenderers shall provide a statement of actual turnover for the part year 2014/15 with their response which is signed by the person responsible for financial matters and sets out the significant changes in financial position since the last available balance sheet. Where a parent company guarantee is available this shall also be stated in the statement of turnover. 3.8 This will give SCC an idea of financial strength of the Tenderer. SCC assesses the capacity issue of whether the Tenderer has the resources to carry out the work. SCC recognises that the accounts submitted often relate to an accounting period that finished several months earlier. Where appropriate it will consider other information that it deems reasonable to use in determining the level of risk represented by a Tenderer. 3.9 SCC will consider all of the above in relation to the Tenderer and that of any ultimate parent company, and then a judgement will be made as to the level of risk that the organisation would represent to SCC and/or DCC. The final decision regarding the acceptability of the Tenderer s financial standing relies on a degree of professional judgement from SCC. If SCC decides that the financial standing of the Tenderer represents an unacceptable risk to SCC and/or DCC then the Tenderer will be excluded from further consideration in this procurement process. 4 Instructions for Completion 4.1 Tenderers should note that their response to this ITT must be compiled strictly in accordance with these instructions. 4.2 The ITT has been supplied through the ProContract portal. It is expected that Tenderers will wish to assemble responses to questions by manipulation of the electronic copy of the file. Responses must be arranged so that each section of the document starts on a fresh page. 4.3 The response document must be submitted as an electronic document through ProContract. 4.4 Tenderers must not submit any part of their submission by ALL questions in Sections 1 to 11 inclusive that require a yes/no answer Tenderers are required to insert Yes/No as appropriate alongside the relevant question. For the avoidance of doubt it will be at SCC s absolute discretion to determine whether any response is sufficient and to ask for further clarification or evidence/information if deemed appropriate. 26

53 4.6 Tenderers must not alter the numbering system or order of questions. Appendices must be crossreferenced to the question number and marked with the Tenderer s name. 4.7 Responses to questions shall address all matters contained or implied within the questions and shall be factual, concise and complete. It should be noted that responses that refer to a Tenderer s achievements will be marked higher than those that refer to aspirations. 4.8 Many of the questions necessarily require the production of standard company documents, e.g. certified company accounts or company Health and Safety Policy. Where this is the case these documents must be submitted and shall include periods or dates appropriate to the document. However, wherever possible, other questions should be answered with bespoke text rather than the inclusion of standard sales, promotional or marketing literature. 4.9 Where a consortium bid is proposed Tenderers must ensure that a response is completed for each company. However, the responses from the consortium must be submitted as an electronic document together with a covering letter stating how the consortium proposes to jointly manage the contract. The letter must also state the name of the consortium and the address for future correspondence and Tender documents, if selected Non-UK based organisations may where appropriate answer questions detailed within this ITT using their country equivalents to any of the terms, standards etc. referred to Where any Tenderer proposes to deliver its solution by way of a subcontractor the Tenderer must include its Subcontractor Policy. For information Tenderers are referred to paragraph 17 below Questions are to be answered that relate specifically to the Tenderer and not for a group of companies that own the company responding If any Tenderer s financial standing is assessed as constituting a risk to SCC and/or DCC, SCC and/or DCC reserve the right to exclude that Tenderer Please note that the reference in this ITT to a Supplier includes a Public Limited Company, a Private Limited Company or a Partnership SCC may seek clarification of responses, but is not obliged to do so. Tenderers must therefore ensure that their responses are clear, concise and complete Tenderers are requested to refrain from requesting more information about the Agreement at this stage. However, where Tenderers wish to clarify a question in this ITT they should do so through the electronic system not less than 7 days before the designated closing date for receipt of the response Failure to return a fully completed response, with all requested support information and in the format detailed, by the specified date and time, may result in disqualification of the submission All Tenderers will receive a response to their submitted Tender. 27

54 PART B Section 1 - General Company Information No. Question Response 1 Name and address of the company. (Enter the name and address of the Company submitting the Tender. (Information Only) 2 What is the nature of the company, e.g. Partnership, Private Limited Company, Public Limited Company, or other. (Information Only) 3 Has any Director, Partner or the Company Secretary been declared bankrupt or involved in any business which has been liquidated or gone into receivership? 4 Has any Director, Partner or the Company Secretary been employed by SCC or any Consortia Member in the past? Yes Yes NO NO 5 Does any Director, Partner or the Company Secretary have a relative(s) who is currently employed by SCC or any Consortia Member at a senior level, or who is currently employed as an elected Member of the Authority? Yes NO Registration details All Tenderers should complete the appropriate sections. Companies not currently registered in the UK should answer the following questions, substituting where relevant the appropriate professional, commercial or other register applicable within their domestic jurisdiction. 6 State the date of your company s registration and the registration number under the Companies Act 1985 (as amended). 28

55 (Information Only) 7 Date of registration and registration number under the Industrial and Provident Societies Acts 1965 to (Information Only) Companies 8 If your company is a member of a group of companies, give the names and addresses of the ultimate holding company and associated companies. (State the relationship(s) clearly). (Information Only) 9 Confirm that the group or ultimate holding company will sign SCC s Parent Company Guarantee (PCG) if deemed appropriate by SCC. SCC may request further Information. Companies and Partnerships 10 Do any of the following statements apply? The Tenderer- (a) being an individual who is bankrupt or has had a receiving order or administration order or bankruptcy restrictions order made against him or has made any composition or arrangement with, or for the benefit of, his creditors or has made any conveyance or assignment for the benefit of his creditors or appears unable to pay, or to have no reasonable prospect of being able to pay, a debt within the meaning of section 268 of the Insolvency Act 1986 or article 242 of the Insolvency (Northern Ireland) Order 1989, or in Scotland has granted a trust deed for creditors or become otherwise apparently insolvent, or is the subject of a petition presented for sequestration of his estate, or is the subject of any similar procedure under the law of any other state; (b) being a company or any other entity within the meaning of section 255 of the Enterprise Act 2002 has passed a resolution or is the subject of an order by the court for the company's winding up otherwise than for 29 Yes Yes NO NO

56 the purpose of bona fide reconstruction or amalgamation, or has had a receiver, manager or administrator on behalf of a creditor appointed in respect of the company's business or any part thereof or is the subject of the above procedures or is the subject of similar procedures under the law of any other state; (c) has been convicted of a criminal offence relating to the conduct of his business or profession; (d) has committed an act of grave misconduct in the course of his business or profession; (e) has not fulfilled obligations relating to the payment of social security contributions under the law of any part of the United Kingdom or of the relevant State in which the economic operator is established; (f) has not fulfilled obligations relating to the payment of taxes under the law of any part of the United Kingdom or of the relevant State in which the economic operator is established; (g) is guilty of serious misrepresentation in providing any information required of him under this regulation; Please answer Yes or No. If the answer to one or more of the above is yes please provide full information 11 Has the Tenderer or its Directors or any other person who has powers of representation, decision or control of the Tenderer been convicted of any of the following offences?; Yes NO (a) conspiracy within the meaning of section 1 of the Criminal Law Act 1977 where that conspiracy relates to participation in a criminal organisation as defined in Article 2(1) of Council Joint Action 98/733/JHA; (b) corruption within the meaning of section 1 of the Public Bodies Corrupt Practices Act 1889 or section 1 of the Prevention of Corruption Act 1906; (c) the offence of bribery; (d) fraud, where the offence relates to fraud affecting the financial interests of the European Communities as defined by Article 1 of the Convention relating to the protection of the financial interests of the European Union, within the meaning of (i) the offence of cheating the Revenue; 30

57 (ii) the offence of conspiracy to defraud; (iii) fraud or theft within the meaning of the Fraud Act 2006 and the Serious Crime Act 2007; (iv) fraudulent trading within the meaning of section 458 of the Companies Act 1985; (v) defrauding the Customs within the meaning of the Customs and Excise Management Act 1979 and the Value Added Tax Act 1994; (vi) an offence in connection with taxation in the European Community within the meaning of section 71 of the Criminal Justice Act 1993; or (vii) destroying, defacing or concealing of documents or procuring the extension of a valuable security within the meaning of section 20 of the Theft Act 1968; (e) money laundering within the meaning of the Money Laundering Regulations 2003; or (f) any other offence within the meaning of Article 45(1) of the Public Sector Directive as defined by the national law of any relevant State. Please answer Yes or No. If the answer to one or more of the above is yes please provide full information 31

58 Section 2 - Economic & Financial Capacity No. Question Response 1 State the name of the contact person in the company responsible for financial matters, and state the position he/she holds in the company. (Information Only) 2 State the name and address of your principal banker from whom references may be sought. Also quote the name in which the account is held and the account number. (Information Only) 3 Have you attached a letter confirming your bank details on your company headed paper, signed by an authorised signatory? Yes NO 4 Enclose a copy of the last three years annual accounts (audited if relevant) and annual report. These should include the following: (Tenderers are permitted to provide additional financial information if in their opinion the additional information will enhance SCC s understanding of their financial position) (Refer to and complete the enclosure check list at the end of questionnaire to confirm enclosures are attached to your Tender) - Balance Sheet - Profit and Loss Account - Source and Application of Fund Statements - Full Notes to the Accounts - Director s Report / Managing Partner s Report - Auditor s Report - Group Accounts (where applicable) Firms that are not limited companies should produce equivalent information. Companies who are not required to fully disclose their Accounts under company law are still required to submit full accounts for the purposes of assessing their 32

59 financial suitability for this Agreement. It is not acceptable to provide abbreviated, consolidated or group, associate or holding company accounts. 5 Are there any sources of financial support not identified in the audited accounts? Yes NO (Please indicate Yes or No) If the answer is yes, please provide full details. 6 Provide a statement of turnover for the year 2013/14 7 If the accounts you are submitting are for a year ended more than 3 months ago, please confirm that the company as described in those accounts is still trading and that there have been no significant changes to the company structure? 8 State the turnover in respect of the provision of goods of the type to be provided under the proposed Agreement in each of the three previous financial years of the Tenderer. Yes NO 33

60 Section 3 - Insurance No. Question Response 1 In the event that you are awarded as a Supplier on the Agreement you will be required to have in place at the date of the award the following insurance levels. Employer s Liability Insurance at 10,000, Public Liability Insurance at 5,000, Professional Indemnity Insurance 2,000,000 Yes NO Should you be awarded the contract, confirm that you will have in place these levels of Insurance by the date of award. 34

61 Section 4 Health & Safety No. Question Response 1 Enclose a fully signed and dated copy of your Health and Safety Policy Statement. 2 Is your company accredited to the Occupational Health and Safety Management Systems specification OHSAS 18001:2007? (If Yes, please provide copy of certificate) Yes NO 3 Enclose a copy of your general Health and Safety Organisation and Arrangements. 4 Provide details of how your Health and Safety policies and procedures are conveyed to your staff, administered and monitored throughout your Company. (Answers to be no longer than 1000 words, diagrams are permitted where appropriate). 5 State the name of the person or organisation from which competent Health and Safety advice or assistance is obtained and provide details of relevant training and qualifications as appropriate. 6 Provide details of any accidents or incidents reported to the Health and Safety Executive or equivalent in the three years ending 31 st March 2013 for the company making the bid. 7 Provide details of any investigations (Fees for intervention), improvement notices, prohibition notices, and convictions against your company under HSE legislation or equivalent in the three years ending 31 st March 2013 for the company making the bid. 35

62 Section 5 - Sustainability No. Question Response 1 Confirm you will provide a copy of your company policy on Sustainability and/or Environmental Management together with a copy of any certificates drawn up by an independent body attesting compliance with the European Community s Eco-Management and Audit Scheme (EMAS) or other relevant European Standards, for example BS EN ISO 14001:2004 Yes NO (Information Only) Section 6 - Human Resources No. Question Response 1 Confirm that your company has policies in place to ensure that all staff and operatives are competent in the work that they undertake. Yes NO Section 7 Equalities & Diversity Consortia Members are committed to making sure its decision making and working practices consider the effects on and requirements of different groups. In light of the new equality legislation (Equality Act 2010) You are asked to complete the following questions to help meet the Consortia members statutory duties and help improve outcomes for the whole community in the Consortia areas. Through your answers to these questions the consortia Members hope to get an idea of your commitment to equality and diversity and whether you share our commitment. No. Question Response 1 Do you have an Equality and Diversity Policy or are willing to agree to use SCC and/or DCC s own recommended policy? Yes NO We reserve the right to request a copy of your policy. 36

63 2 Has your company received claims on the grounds of unlawful discrimination where an employment tribunal judged in favour of the claimant? Yes NO (Please indicate Yes or No. If Yes, provide details, answers are to be no longer than 500 words) 37

64 Section 8 - Contract Performance No. Question Response 1 Has your company had a contract terminated or your employment terminated under the terms of a contract within the last three years? (Please answer Yes or No) If any of the questions in Section 8 are answered with the answer yes then further clarification will be sought as SCC reserves the right to exclude any supplier that does not meet SCC s requirement Yes NO 2 Has your company had a contract not renewed or extended for failure to perform to the terms of a contract within the last three years? (Please indicate Yes or No) Yes NO 3 Have any of your contracts within the last three years ended early by mutual agreement following allegations of default on your company s part or for any other reasons? (Please indicate Yes or No) Yes NO 4 Has your company suffered a deduction in relation to the items listed below in respect of any contract within the last three years? (Please indicate Yes or No) deduction for liquidated and ascertained damages deduction regarding a failure to deliver services Yes NO 5 Has your company ever been issued any form of default notice for a failure to deliver service in respect of any contract within the last three years? (Please indicate Yes or No) If any answer is Yes, please give full details. Yes NO 6 Please advise of any requested alterations or terms which you find acceptable in the specimen contract provided in Schedule 4 38

65 Section 9 - References No. Question Response 11.1 Provide the name and contact details of three clients, public sector preferable (excluding services provided to any Consortia member) for whom you deliver or have delivered similar goods/services in the past three years. You must provide the following information for each client-: Name of Client Description of services Annual value Commencement and completion dates Name, address, and telephone number of a Senior Officer from whom a technical reference can be sought. It is essential for Tenderers to provide suitable referees who are ready, willing and able to provide references when requested. SCC will obtain all references using the addresses provided. Particular attention must be paid by the Tenderer to the correctness and validity of the e- mail addresses provided. Where a reference is sought in accordance with any Tenderers submission but no reference is forthcoming, SCC does not intend to chase responses. If any nominated referee does not provide a reference when requested by SCC the Tenderer may be contacted and given an opportunity to provide an alternative. If SCC does not receive three completed references in respect of any Tenderer within a reasonable time (which for the avoidance of doubt it will be at the absolute discretion of SCC to determine) then SCC will award a score of 0 in relation to any non-completed reference A copy of the proposed reference form is attached to this ITT with specified fields of interest by SCC. SCC reserves the right to amend minor details but not the substance of this form prior to the date for submission to referees. 39

66 Section 10 - Form of Reference CONFIDENTIAL REFERENCE In respect of xxxx. A B Name of Supplier which this reference relates: Period company known to you: C Approximate value and duration of supplies undertaken for you Scope of work Value Contract Start date Go Live date (if different) D Would you use this Supplier again? Yes / No E Can you be contacted for an informal discussion if required? Yes / No F Address: 40

67 G H Telephone Number: Please provide additional comments as necessary: Area of Work (general) Quality effectiveness and responsiveness of customer services/ordering team Comments Quality of goods./services provided Accuracy of invoices Attitude to financial claims Agreement of new rates Achieving delivery times and agreed delivery dates Name: Position: On behalf of (please state your company name) Date: This information is for SCC use only and will remain confidential. Thank you for taking the time to complete this Reference. Please return via ProContract 41

68 Section 11 - Declaration The following declaration must be completed I / We certify that the information supplied in this Tender is complete and accurate to the best of my / our knowledge and belief. I / We understand that false or incomplete information may result in my / our exclusion from the list of Tenderers for a period of three years. I / We understand that it is a criminal offence punishable by a fine or imprisonment, to give or offer any gift or consideration whatsoever as an inducement or reward to any servant of a public body. Any such action would empower the Contracting Authority to cancel any contract currently in force. Signed Name Printed Position in Company r and on behalf of (Name of Company) NOTES: 1. This Tender should be signed by the Tenderer in person or by a duly authorised partner in the case of a partnership, or by a duly authorised Director or Company Secretary in the case of a Limited Company. 2. Before returning this form, please ensure that you have answered all the questions in the sections required and enclosed copies of all relevant documents. FAILURE TO DO SO MAY RESULT IN YOUR EXCLUSION FROM THE LIST OF TENDERERS 42

69 SCHEDULE 9 - Quality Questions Questions will be scored based upon the scoring criteria and guidance notes provided within this document. Each section will carry a subsequent weighting which is outlined in the table below: Schedule 2 Points Weighting Question 1 For information only Question 2 10 Question 3 5 Question 4 10 Question 5 10 Question 6 10 Question 7 10 Question 8 5 Question 9 5 Question Question 11 5 Question 12 5 Question 13 5 Total Section A 90 An 80% section weighting will then be applied to the quality questions and a 20% weighting will be applied to the pricing section Scoring Matrix: INADEQUATE Irrelevant content / not answered 0 POOR Relevant but lacked any depth of content 1 LESS THAN SATISFACTORY SATISFACTORY GOOD EXCELLENT Relevant but superficial and / or failed to demonstrate depth of understanding required. Relevant and showed some understanding and / or meets base requirements for adequate performance with scope for further development Answered the question and showed depth of understanding and knowledge / full possession of the requirements for effective performance A comprehensive response which demonstrates in-depth knowledge and understanding of the subject, full possession of the requirement, and innovative approach and flexibility for superior performance

70 Response Structure The tenderers are able to bid for either Lot 1 - Consortium 1 (DCC lead authority) Lot 2 - Consortium 2 (SCC lead authority) Lot 3 - Both Consortia Question 1 requires the Tenderers to indicate which of the Lots they are bidding for. In the event that they wish to bid for both Lots they are requested to indicate if they are willing to be awarded only the business for one Lot. Within each of the questions below the tenderers are able to enter a response for Lot 1, Lot 2 or Lot 3. This will allow tenderers to tailor their response to the individual consortia should they choose. If the same response applies to Lots 1 & 2 then please cut and paste the response into all sections. Alternatively Tenderers may wish to provide different answers for each lot within a question. Each response will be evaluated on its own merits. 44

71 Please ensure your answers are succinct but sufficient to answer the question asked. Number Criteria, Question and Response 1 Please indicate which of the following Lots you wish to tender for: Lot 1 Consortium 1 (DCC lead Authority) Lot 2 Consortium 2 (SCC lead Authority) Lot 3 - Both Consortia 1 and 2 Please indicate whether your tender is joint and several i.e. in the event of a bid for both consortia, you wish to be considered for either consortium in the event that one other is not awarded to you. 2 Evaluation Criteria Weighting 10 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The process includes a clear suitable description and rationale of the process for developing a bespoke programme. The project plan is realistic timely and achievable and clearly states resource requirements from all involved parties. The extent and method by which the voice of young children and adults will be built into any teaching programme The suitability and extent to which social media is built into the proposed programme. The method and extent to which you would work collaboratively with partner agencies such as the consortia, DfE, HCPC etc. How you intend to identify and incorporate any learnings from national and/or local existing or previous Step Up programmes Question Please provide details of the process that you would follow to develop a bespoke Step Up programme to meet the requirements of the South West Consortia Regional Partnership (Dorset lead Consortia 1; Somerset lead Consortia 2). Please include a high level project plan covering the period from award of business to the commencement of the programme (a significant development time and collaboration between awarding the contract, gaining HCPC approval and starting to deliver the programme is anticipated), detailing activities, timelines, milestones and resource requirements. Please also provide a basic programme delivery structure. 45

72 Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 3 Evaluation Criteria Weighting 5 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: Confirmation that the cost of DBS checks are contained within the pricing Schedule Response has clearly demonstrated an ability to process DBS checks to a level to assure the consortia. Response demonstrates a clear and rigorous approach to decision making The response demonstrates experience in processing DBS checks Question Please indicate your ability, experience and current volumes to process DBS (Disclosure and Barring Service) checks on trainees and confirm that this is reflected in the cost of your Tender. Your response should provide the volume of DBS checks you undertake annually, and the process you undertake to ensure rigour in any decisions made. Your response should also confirm that the cost of processing DBS checks is covered in your pricing schedule. Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 46

73 4 Evaluation Criteria Weighting 10 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The amount of direct lecture/teaching time envisaged The amount of directed and self-directed study time allowed for, the level and method of regular tutorial support will be offered to trainees any innovative approaches to learning and development developed &/or intended to develop and use within the programme your intention, ability and methodology to integrate practice experts or internal Consortia resource, as agreed by Consortia members the extent to which you contribute to a residential component the extent to which methods include action learning sets, peer to peer learning strategies, practitioner led approaches The methods utilised to promote emotional resilience in practitioners The methods used to promote leadership and self-leadership Question Please indicate, in outline, the teaching methodologies and the approaches to learning you would use with trainees and why. Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 5 Evaluation Criteria Weighting 10 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The type of resources l offered such as library resources, on-line materials, distance learning materials etc. that would be included within the pricing schedule of the contract 47

74 The method by which trainees would access such resources Any limitations on access to such material. Question Please indicate what access to research, theory and other supporting materials you would provide for trainees and how these would be accessed. Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 6 Evaluation Criteria Weighting 10 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The extent to which the learning needs of individuals are accommodated alongside group requirements. Evidence of how specific individual needs are met in other / previous learning programmes The extent to which evidence of how you will facilitate the needs of any trainees with learning difficulties (e.g. dyslexia, dyscalculia, sight and hearing impairment) is supplied and confirmation that this is included in the pricing schedule The extent to which the response include use of mentors and coaches nominated by Consortia Members. The extent and method to which care and support facilities are available to trainees who, for whatever reason, are experiencing difficulties in coping with this intensive programme. Question Please indicate how you will respond to the learning requirements of individual trainees with specific needs throughout the 14-month programme Response Lot 1(DCC) Response Lot 2 (DCC) Response Lot 3 (DCC) 48

75 7 Evaluation Criteria Weighting 10 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The timetables provided are realistic achievable and timely The level of support available The thoroughness of the communication proposals Evidence provided is relevant and detailed Demonstrated evidence of success in other courses Question Please indicate how you will support and communicate effectively with Agency Reps, trainees, Practice Educators, Learner Guides/Mentors so that they are clear what is expected of them (including PCF requirements), what the timetables are, and where deadlines exist e.g. for induction and submission of assignments. Please provide evidence of any clear, simple information that you produced for other courses and communication methods that have been particularly successful, and why they have been successful. Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 8 Evaluation Criteria Weighting 5 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: Responses include evidence of how you have utilised practitioner expertise in the past and how this has impacted on: a) the quality and b) the cost of the programme. The level to which responses include how you will ensure that the placement experience is fully integrated with the academic content, Including work shadowing opportunities Responses include a clear proposed methodology for identifying and engaging expertise in agencies. Question Please indicate how you intend to work in partnership and maximise the expertise within 49

76 agencies to input into the teaching of trainees, and how will this affect the costs associated with the programme. Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 9 Evaluation Criteria Weighting 5 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: Response times are specific, achievable and reasonable Specific named contacts with contingency planning Clear roles and responsibilities of all parties involved Demonstrated ownership of complaints and concerns., Demonstrated method for identifying core issues and resolution processes. Question Please indicate the process and expected response time to complaints &/or concerns raised by trainees or agencies. Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 10 Evaluation Criteria Weighting 10 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The level of experience of delivering a programme of this nature across the consortia region. 50

77 The amount and experience of staff resources which would be made available The resources made available, location, facilities and access The structure of the support made available to the management board is relevant and thorough Question Please indicate what support and resources you are able to offer the Step Up to Social Work Management Board and its functioning, and where you intend to deliver the programme. Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 11 Evaluation Criteria Weighting 5 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: Management information is thorough and relevant There is a clear and reasonable timed programme of provision of management information The systems and methods used to record relevant data and service reports Format and suitability of any sample report provided Question It is important that agencies are fully informed and in a timely manner of any issues that may prevent trainees progressing to satisfactory completion of the programme. Please provide details of the management information you intend to provide to the Step Up to Social Work Management Board, which is relevant to the service requirement. Please indicate who will be the Lead Contact for any issues in relation to the programme. Please also supply a sample report. Response Lot 1 (DCC) 51

78 Response Lot 2 (SCC) Response Lot 3 (Both) 12 Evaluation Criteria Weighting 5 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The suitability and thoroughness of any selection process for any new staff required or the process for identifying existing suitable staff to deliver the programme The level of experience, qualifications skills and suitability of the named staff as appropriate to delivering the programme. The thoroughness and suitability of a clearly explained process for ensuring stability within the programme and method for handling any staff changes during the programme Your approach to line management and staff supervision. Question Please provide details of how you will ensure that there is stability of teaching and tutorial staff throughout the programme and that they are sufficiently skilled, knowledgeable and experienced. Please attach CVs of the named people who will be delivering the academic programme, indicate whether they are full or part-time, and, outline their experience in; a) the teaching of Social Work Theory and Practice at Post Graduate level, b) integrating teaching with assessed periods of practice c) action or problem-based learning d) supporting research e) the Chief Social Workers Knowledge and Skills Statement for Children s Social Work Response Lot 1 (DCC) Response Lot 2 (SCC) 52

79 Response Lot 3 (Both) 13 Marking Criteria Weighting 5 Your score will reflect the degree to which your organisation has clearly demonstrated that the evaluation criteria below have been met: The thoroughness and suitability of the Quality Assurance programme suggested Demonstrated evidence of its application within other programmes Demonstrated evidence of how the programme has ensured a quality outcome Suitability of the recommended data to be provided under the programme to evidence quality. Evidence of any external accreditation of the Quality Assurance programme or policies Question Please provide details of your quality assurance programme and how you would demonstrate that the service offered by your organisation is of a high quality Response Lot 1 (DCC) Response Lot 2 (SCC) Response Lot 3 (Both) 53

80 Schedule 10 Pricing Schedule and Declaration Design and Delivery of a Post Graduate Diploma in Social Work Programme for the South West Consortia Regional Partnership Name of Tenderers [Please enter your organisation name here] The Tenderer s price must be set out in the table below and it will be evaluated in line with the equation set out in this ITT. As previously mentioned, and for the avoidance of doubt, SCC and DCC reserve the right to not to award the Contract to any tenderer that submits a Price that is deemed to be unaffordable. Should the Tender be deemed unsustainable/ too low based on the costings provided, then the Tender may also be disqualified. Please submit prices in the table below only for the Lots for which you are bidding. All inclusive cost per trainee: Lot 1Consortium 1 Dorset County Council (lead Authority) 21 Trainees Course Development Cost: Total cost for 21 trainees: Lot 2 Consortium 2 Somerset County Council (lead authority) 26 Trainees Lot 3 Both Consortia (Dorset County Council and Somerset County Council lead authorities) 47 trainees All inclusive cost per trainee: Course Development Cost: Total cost for 26 trainees: All inclusive cost per trainee: Course Development Cost: Total cost for 47 trainees: *Price shall be stated in pounds sterling and exclusive of VAT. Please note: A Tender may be disqualified if it fails to provide all of the required information in this Schedule. The section carries a 20% weighting in the overall assessment. 54

81 Schedule 11 - Specimen contract Between (1) (insert Lead Authority within the Regional Partnership) and (2) (insert HEI) This Agreement is made and entered into as of the (insert Date) by and between; (1) (insert Name and Address of Local Authority within the Regional Partnership) (2) (insert Name and Address of HEI) Hereinafter referred to individually as Party and collectively as Parties. Whereas: A. The Department for Education (DfE) has developed a programme called the Step up to Social Work Programme (described in Appendix One hereto and hereinafter referred to as the Project ). Under the Project, the Department has funded xxx Regional Partnerships of Local Authorities to work with a University of their choice to develop and deliver a tailored employer-led Diploma in Social Work, incorporating both assessed practice and academic learning requirements (the Programme ) B. The Authorities have formed the Regional Partnership in order to participate in the Step Up to Social Work Programme. The Lead Authority is entering into this contract on behalf of the Regional Partnership. C. DfE has funded the Lead Authority or Regional Partnerships to commission training organisations (the Trainer ) to deliver aspects of the curriculum as set out in Appendix Two hereto. D. The Lead Authority now wish to commission the University to deliver aspects of the curriculum as set out in Appendix [Two] 55

82 E. [may not be required] The University may commission other training providers to deliver aspects of the curriculum as requested by the Lead Authority. 1. Definitions In this Agreement the following expressions have the meaning set opposite: Agreement: Confidential Information: Coordinator: Curriculum Development: Background Intellectual Property: DfE: Document: Foreground Intellectual Property: Graduate Student: Intellectual Property Rights: This document, including its appendices, as amended from time to time in accordance with clause Each Party s confidential information is: any background disclosed by the Party to the other for use in the Project and identified as confidential before or at the time of disclosure; any results in which that party owns the Intellectual Property; and any information relating to business activities of that party that is not in the public domain. Someone based within an Authority that has responsibility for coordination of placements for Graduate Students and Quality Assurance of placement setting. Curriculum developed in partnership between the Lead Authority, Trainer and the University and quality assured by the University. Any Intellectual Property Rights owned or controlled by a party prior to the commencement of the Project. The national funding body for the Step Up to Social Work programme. Includes, in addition to any document in writing, any drawing, map, plan, diagram, design, picture or other image, tape, disk or other device or record embodying information in any form. Individually and collectively all Intellectual Property Rights which are conceived and/or made by one or more members or other agents of the Parties acting either on their own or jointly with one or more employees of the other party in the performance of the Project. A person recruited by the Regional Partnership and registered by the University for further education on the Programme. All patents, rights to inventions, utility models, copyright and related rights, trademarks, service marks, trade, 56

83 business and domain names, rights in trade dress or getup, rights in goodwill or to sue for passing off, unfair competition rights, rights in designs, rights in computer software, database rights, topography rights, moral rights, rights in confidential information (including know-how and trade secrets) and any other intellectual property rights, in each case whether registered or unregistered and including all applications for, and renewals or extensions of such rights, and all similar or equivalent rights or forms of protection in any part of the world. In-put Material: Joint Board of Study: Material Breach: Programme: Quality Assurance: Regional Partnership: All Documents, information and materials provided by the University relating to the Project, including computer programs, data, reports and specifications. A committee set up by the University to manage the delivery of the Programme jointly with Regional Partners. Any failure to perform that permits the other party to the Agreement to either compel performance, or collect damages because of the breach. In determining whether a failure to render or to offer performance is material, the following circumstances are significant: (a) the extent to which the affected party will be deprived of the benefit which they reasonably expected; (b) the extent to which the affected party can be adequately compensated for the part of the benefit of which they will be deprived; (c) the extent to which the party failing to perform will suffer forfeiture: (d) the likelihood that the party failing to perform or to offer to perform will cure his failure, taking account of all the circumstances including any reasonable assurances; (e) the extent to which the behaviour of the party failing to perform or to offer to perform comports with standards of good faith and fair dealing. Step up to Social Work described in Appendix One and referred to as the Project. Systematic monitoring and evaluation of the delivery of the educational programme. A partnership of the Lead Authority and the Authorities. Regional Partnership Coordinator: Trainer: Each Regional Partnership has a lead person for the project. An organisation with the personnel having the necessary skills to arrange, control and instruct selected Graduate Students to a Postgraduate Diploma standard in Social Work. 57

84 VAT: Value added tax chargeable under English Law for the time being and any similar, additional tax. 1.2 Clause, appendix and paragraph headings shall not affect the interpretation of this Agreement. 1.3 A person includes a natural person, corporate or unincorporated body. 1.4 The appendices form part of this Agreement and shall have effect as if set out in full in the body of this Agreement. Any reference to this Agreement includes the Appendices. 1.5 Words in the singular shall include the plural and vice versa. 1.6 A reference to a statute or statutory provision is a reference to it as it is in force for the time being, taking account of any amendment, extension or re-enactment and includes any subordinate legislation for the time being in force made under it. 1.7 A reference to writing or written includes faxes but not Any conflict of terms between this Agreement and any Agreement between the Parties and DfE pertaining to the Project, the terms and expressions contained within the DfE Agreement shall prevail. 2 Duration 2.1 This Agreement shall commence on the (insert Date) and shall finish on completion of the Programme and final awards to Graduate Students. [Partnerships are advised to insert a clause reflecting arrangements in the cases of interruptions to study and the fact that the partnership cannot fund beyond the end of the programme] 3 The University s obligations 3.1 The University shall Deliver aspects of the curriculum as set out in Appendix [Two] which include - Course development in liaison with Regional Partnerships Course delivery Student support and monitoring Student assessment The programme will typically take 14 months to complete depending on the level of previous experience and qualifications the graduate students have attained The University is obliged to provide students with a comparable academic programme of learning if the course is not completed in the 14 months. 58

85 4. The Lead Authority s Obligation 4.1 The Lead Authority shall act on behalf of the Authorities as follows: Pay to the University the sum of (insert Amount) per student in accordance with Appendix [Three] Provide work placements for graduate students as part of the Programme scheme Ensure that the correct processes are in place to support the development of the graduate students within each Authority 5. Intellectual Property 5.1 For the avoidance of doubt all Background Intellectual Property used in connection with the Project shall remain the property of the Party introducing the same. No Party shall make any representation or do any act which may be taken to indicate that it has any right, title or interest in or to the ownership or use of any Background Intellectual Property belonging to the other Party except under the terms of this Agreement. Each Party acknowledges and confirms that nothing contained in this Agreement shall give it any right, title or interest in or to the Background Intellectual Property of the Party save as granted by this Agreement. 5.2 The Parties agree that any improvements or modifications arising from the activities described in this Agreement to both Parties Background Intellectual Property and which are not severable from that Party s Background Intellectual Property will be deemed to form part of that Party s Background Intellectual Property. 5.3 Each Party shall grant to the other Party, to the extent that it is free to do so, an irrevocable royalty free licence to use such of its Background Intellectual Property and any Foreground Intellectual Property belonging to it, as may be necessary to undertake the Project. 6 Confidential information 6.1 As respects all information whether oral, in writing or electronic form, whether of a technical nature or otherwise relating in any manner to the business or affairs of another Party, as is disclosed to a Party on a confidential basis by any other Party hereunder or otherwise in connection with the Project, each Party undertakes to each of the other Parties that: a) it will not use any such information for any purpose other than in accordance with the terms of this Agreement; and b) it will, during the aforesaid period of three years, treat the same as (and use all reasonable endeavours to procure that the same be kept) confidential and not disclose the same to any other person without the prior written consent of such other Party in each case; provided always that: 59

86 i) such undertaking shall not in any case be deemed to extend to any information which a Party can show: 7 Publicity a) was at the time of receipt published or otherwise generally available to the public; b) has after receipt by the receiving Party been published or become generally available to the public otherwise than through any act or omission on the part of the receiving Party; c) was already in the possession of the receiving Party at the time of receipt without any restriction on disclosure; d) was rightfully acquired from others without any undertaking of confidentiality imposed by the disclosing Party; e) was developed independently of the work under this Agreement by the receiving Party; or f) was necessarily divulged by the results in accordance with this Agreement. 7.1 Neither Party shall use the name, logo, or trademark of the other Party and shall procure that its employees, subcontractors or agents shall not use the name, logo, or trademark of the other Party in any publicity, advertising or news release without the prior written approval of the other Party. 8 Liability 8.1 The Parties will use reasonable endeavours to ensure the accuracy and completeness of the work performed and of any information provided or opinions expressed in connection with the Project. Neither Party gives any express or implied representations not recorded in this Agreement and this Agreement does not contain any express or implied terms, warranties or conditions as to the accuracy, sufficiency or completeness of any work performed, information provided or advice given pursuant to, in connection with or as a result of, the Project. In particular, there are hereby expressly excluded all conditions, warranties and other terms which might otherwise be implied (whether by common law, by statute or otherwise) as to any of the matters set out in this paragraph Nothing in this clause shall be taken to exclude or restrict any liability of the Parties for death or personal injury resulting from the negligence of a Party, its employees, servants or agents or to exclude or restrict any other liability of the Parties which cannot by law be excluded or restricted. 8.3 Each Party and its employees, servants and agents shall have no liability whatsoever or howsoever caused for any loss of profits, opportunity or use, business revenue, 60

87 contracts, goodwill or anticipated savings or any indirect, incidental or consequential loss, damage or expense incurred or suffered by another Party. 9 Termination 9.1 Either Party may by notice in writing to the other immediately terminate this Agreement if the other shall:- (1) be in Material Breach of any of the terms of this Agreement which in the case of a breach capable of remedy is not remedied within 21 days of receipt of a notice specifying the breach and requiring its remedy; (2) appoint or have appointed a liquidator or receiver or make an order or resolution for its liquidation. 10 Amendments/Modifications 10.1 This Agreement shall only be amended or modified by further written agreement by an authorised representative of each Party. 11 Funding 11.1 The Lead Authority will be responsible for dissemination of funds provided by the Funder(s), across the Regional Partnership as agreed by the Regional Partnership. 12 Contract for services 12.1 This Agreement constitutes an agreement for mutual objectives in accordance with requirements of DfE and not a contract of employment and nothing in this Agreement shall constitute or be construed as constituting or establishing any partnership or joint venture between the Parties to this Agreement for any purpose. 13 Force Majeure 13.1 Except for payment of money due, neither Party shall be liable for failure to perform its obligations under this Agreement, nor give rise to any claim for compensation or damage nor be deemed to be in breach of this Agreement, if and to the extent that such failure arises from an occurrence or circumstances reasonably beyond the control of that Party (Force Majeure) If a Party is affected by Force Majeure that Party shall give written notice without delay to the other Party of the nature and extent of the circumstances and the date and anticipated duration of the suspension If such Force Majeure causes a delay of 60 days or more, and such delay can reasonably be anticipated to continue, then either Party may terminate this Contract forthwith. 61

88 13.4 The Party serving notice pursuant to Clause 13.1 shall notify the other in writing as soon as the performance of their obligations is no longer affected by Force Majeure and the Parties shall resume the performance of their obligations each to the other with effect from the date so notified. 14 Freedom of Information 14.1 Nothing in this Agreement shall be interpreted as contravening any of the provisions of the Freedom of Information Act 2000 and the Lead Authority acknowledges that the University is subject to the same. 15 Notices 15.1 Any notice, consent or the like (in this clause referred to generally as notice ) required or permitted to be given under this Contract shall not be binding unless in writing Notice may be given personally or sent to the Party to be notified by pre-paid first class post or facsimile transmission, sent to its address or number as set out above or otherwise notified for purposes of this clause Notice given personally shall be deemed given at the time of delivery Notice sent by post in accordance with this clause shall be deemed given at the commencement of business on the second business day next following its posting Notice sent by facsimile transmission in accordance with this clause 15 shall be deemed to be given at the expiry of 24 hours from the time of transmission to the correct facsimile number of the addressee A notice required to be given under or in connection with this Contract shall not be validly served if sent by Reponses to notifications shall be issued by receiving Party to issuing Party within 14 days following the date of receipt of notification. 16 Third Party 16.1 A person who is not a Party to this Agreement has no rights under the Contracts (Rights of Third Parties) Act 1999 to enforce any term of this Agreement. 17 No Waiver 62

89 17.1. Failure to exercise, or any delay in exercising, any right or remedy provided under this Contract or by law shall not constitute a waiver of that (or any other) right or remedy, nor shall it preclude or restrict any further exercise of that (or any other) right or remedy No single or partial exercise of any right or remedy provided under this Contract or by law shall preclude or restrict the further exercise of that right or remedy A waiver (which may be given subject to conditions) of any right or remedy provided under this Contract or by law shall only be effective if it is in writing. It shall apply only to the party to whom it is addressed and for the specific circumstances for which it is given. It shall not prevent the party who has given the waiver from subsequently relying on the right or remedy in other circumstances Unless specifically provided otherwise, rights arising under this Contract are cumulative and do not exclude rights provided by law. 18 Severance 18.1 If any provision of this Contract (or part of any provision) is found by any court or other authority of competent jurisdiction to be invalid, illegal or unenforceable, that provision or part-provision shall, to the extent required, be deemed not to form part of the Contract, and the validity and enforceability of the other provisions of the Contract shall not be affected If a provision of this Contract (or part of any provision) is found illegal, invalid or unenforceable, the provision shall apply with the minimum modification necessary to make it legal, valid and enforceable. 19 Entire Contract 19.1 This Contract constitutes the whole Contract between the parties and supersedes any previous arrangement, understanding or Contract between them relating to the subject matter of this Contract Each party acknowledges that, in entering into this Contract, it does not rely on any statement, representation, assurance or warranty ('Representation') of any person (whether a party to this Contract or not) other than as expressly set out in this Contract or those documents. Each party agrees that the only remedies available to it arising out of or in connection with a Representation shall be for breach of contract provided in this Contract Nothing in this clause shall limit or exclude any liability for fraud. 20 Assignment 20.1 The University shall not, without the prior written consent of the Lead Authority, assign, transfer, charge, mortgage, subcontract, declare a trust of or deal in any other manner with all or any of its rights or obligations under this Contract. 21 Rights of third parties 21.1 A person who is not a Party to this Contract shall not have any rights under or in 63

90 connection with it. 22 Dispute resolution 22.1 In the event that the Lead Authority is notified of any dispute under the Main Agreement, it shall notify the Authorities in writing, within xx days of becoming aware of such a dispute Any dispute or difference shall be first referred to a meeting of each of the Parties involved in the dispute and the Lead Authority. Such meeting shall be convened by the Lead Authority within 7 working days of being made aware of a dispute or difference. The Parties agree to discuss and, in good faith, attempt to resolve any such dispute or difference in accordance with the spirit of this Contract. In the event that the relevant Parties are unable to resolve the dispute then the matter shall be referred to the Chief Executives or equivalent of each of the Parties involved in the dispute and the Lead Authority who shall try to resolve the dispute by agreement If the dispute is not resolved at that meeting, the Parties will attempt to settle it by mediation in accordance with the Centre for Effective Dispute Resolution (CEDR) Model Mediation Procedure. Unless otherwise agreed between the Parties, the mediator shall be nominated by CEDR. To initiate the mediation, a Party must give notice in writing ('ADR notice') to the other Party requesting mediation. A copy of the request shall be sent to CEDR. The mediation shall start not later than 30 working days after the date of the ADR notice No Party may commence any court proceedings in relation to any dispute arising out of this Contract until it has attempted to settle the dispute by negotiation as set out in clause 19.1 and if that is not successful by mediation as set out in clause 19.2 and either the mediation has terminated or the other party has failed to participate in the mediation, provided that the right to issue proceedings is not prejudiced by a delay. 23 Applicable law 23.1 This Agreement shall be governed and interpreted in all respects by English law and the Parties submit to the exclusive jurisdiction of the High Court in England, but this Agreement may be enforced in any court of competent jurisdiction. For and on behalf of: (insert HEI) Signed by: Name: (insert Contact) Date: (insert Date) Position: (insert Position) 64

91 Signature: For and on behalf of The Lead Authority Signed by: Name: Date: Position: Signature: Attached: Appendix 1 (insert funding body) Agreement Appendix 2 Quality Assurance and aspects of the curriculum Appendix 3 - Financial Appendix [to be drafted and inserted by lead authority] 65

92 Appendix 1 (insert funding body) Agreement The Project 1. Aim The Department for Education (DfE) has developed a Programme for an elite entry route into children and family social work aimed at experienced graduates. DfE will ensure that all necessary steps have been taken to enable xxx high calibre graduates and career changers to start training to be social workers in an employment setting no later than January The aim of this Programme is to: recruit experienced, high calibre graduates into social work; ensure that initial training is employer driven; strengthen the relationship between employers and the higher education sector; and offer employers and graduates a more bespoke form of quality-assured Diploma level training. 2. Objectives The Step Up to Social Work Programme Step Up to Social Work will develop and deliver a tailored employer-led training programme for social workers, incorporating both assessed practice and academic learning requirements. Upon successful completion, trainees will be expected to be awarded a Postgraduate Diploma in Social Work. The Programme aims to be one component of the strategy to increase the supply of Social Workers, raise standards and strengthen the workforce The Programme objectives are: to design and deliver a selection process that provides xxx trainees capable of completing a Postgraduate Diploma in Social Work. to design and deliver an approved Postgraduate Diploma in Social Work programme that allows trainees to complete within 14 months. to identify Regional Partnerships across England that can provide practice placements and learning support for Postgraduate Diploma in Social Work trainees throughout the length of the course. to identify and provide robust support arrangements for each of the trainees throughout their degree programme. to deliver trainees qualified with a Postgraduate Diploma in Social Work that are capable of filling social work vacancies within local authorities. to deliver evaluation and learning from the Programme that helps to inform and develop future social work training, recruitment and selection practices. The Lead Authority has agreed to be part of this Programme, subject to the terms and conditions of this Contract. Outcomes The Programme is aiming to achieve the following outcomes: 66

93 Sufficient numbers of trainees recruited The Programme will attract trainees for whom other programmes are less appropriate Trainees are from diverse backgrounds and have a range of experiences from other roles Sufficient numbers of suitable employment-based placements are provided via the Regional Partnerships xxx trainees successfully embarked on the initial training programme A high degree of success is achieved in trainees being awarded a Postgraduate Diploma in Social Work Local authorities will fill vacancies by employing the Newly Qualified Social Workers Strong working relationships between the stakeholders are established which will provide a collaborative basis on which workforce and other issues can be addressed Training materials are available on line to support trainees Communication networks are in place to provide support to trainees during their training and subsequent qualification The project meets the key milestones for validation and approval and is delivered within defined timescales Feedback from Local Authorities about the quality of the trainees is positive The project produces Social Workers of high quality Project Partners DfE has funded Regional Partnerships through Lead Authorities to deliver the Step up to Social Work Programme, and the Lead Authority will work with the University partners, Authorities and others in order to fulfil their obligations under this Contract. The respective obligations of the project partners are as follows: Department for Education Owner and sponsor of the project. Responsible for: Defining the project objectives and outcomes Engaging and contracting with Lead Authorities Providing overall accountability for the project and ensuring that desired project outcomes are met Providing final decision making HEIs Design/develop in partnership with Regional Partnerships the Quality Assured employment-based Postgraduate Diploma in Social Work programme. Responsible for: Supporting the development of a Postgraduate Diploma in Social Work programme in conjunction with the regional partnerships and DfE. The course will typically take 14 months to complete depending on trainees previous experience and qualifications. Ensuring that each course complies with relevant Social Work policies, guidelines and requirements, including: o Individual University validation standards o HCPC Course Accreditation Developing and agreeing training delivery mechanisms with the Regional Partnership Delivering training and support for each of the trainees 67

94 [insert if required by the Regional Partnership] Accreditation of participants Accredited Prior Learning (APL) and Accredited Prior Experiential Learning (APEL) (subject to further discussion with HCPC) Awarding the Postgraduate Diploma in Social Work Supporting any evaluation of the Project by DfE or its agents REGIONAL PARTNERSHIPS xxx Regional Partnerships consisting of a number of Local Authorities will manage the delivery of the employment-based training. Responsible for: Ensuring that each partnership has clearly identified terms of reference for working together Establishing a Lead Coordinator within each partnership Providing input and guidance with the HEI in the selection and training of trainees Developing and agreeing training delivery mechanisms with the HEI Providing work placements for trainees as part of the Project Ensuring that the correct processes are in place to support development of the trainees within each Local Authority DfE may also contract an independent evaluator to determine whether or not the Step Up to Social Work Programme achieves its key objectives; assess the value of the Programme; and explore the way in which the scheme is managed and administered. All Regional Partnerships and HEIs will be expected to assist in any evaluation. The Course The Course s compulsory requirements include 1200 hours of academic learning and 200 days of practice learning. Trainees will be required to study and complete academic pieces of work to gain the necessary credits alongside the practice learning in the workplace. It is anticipated that the course duration will typically be 14 months. [insert if required by the Regional Partnership] Trainees can be accredited (through APL APEL) for prior experience of academic learning against academic credits on the Course. The assumption of the Programme, given the timescale, is that trainees are likely to be working directly with service users under an assessed supervised caseload as part of their practice learning. There is unlikely to be time within the Programme for trainees to undertake work that is not being assessed as part of the Course. The University The Lead Authority is contracting with the University to support and quality assure the Course. This arrangement will strengthen the relationship between the Regional Partnership and the higher education sector and offer the Regional Partnership and trainees a more bespoke form of Diploma level training. The University will work with the Regional Partnership to design and deliver the Course. The Regional Partnership will work closely with the University to develop the content of the Course as well as the delivery approach and use of training provider/s. The Lead Authority will be expected to ensure the participation of service users in the development and delivery of their social work training. The Step Up to Social Work Programme is likely to have regional differences in terms of content and method of delivery as this Programme is designed to be tailored to meet specific regional 68

95 workforce needs. However there are a number of nationally required core elements requiring completion in order for a trainee to be awarded their qualification. These must be part of the Course. The trainees will be provided with appropriate training to enable them to meet the requirements set out by the University, the Department of Health and HCPC. Training Delivery and Assessment The Lead Authority will decide who should deliver the training, provided that any training providers that are commissioned are fit for purpose and meet the quality standards of the University and HCPC. Each Local Authority can decide how training will be delivered, although the HCPC and Department of Health requirements provide clear parameters which have to be adhered to (for example, a minimum of 200 days practice learning and 1200 academic learning hours,). The training must also be compliant with QAA social work subject benchmarks. Social work course monitoring is delegated to the University by HCPC. As a result the University will closely monitor the progress of the Course throughout. They will require any training provider to share regular information with them regarding student experience, assessment outcomes and progression statistics. Funding DfE will provide funding to the Lead Authority to support development costs, Trainee costs, supervision costs of the trainees, delivery costs of the Programme and administrative costs of Regional Partnerships. The Lead Authority will be responsible for disseminating the funding across the Regional Partnership as agreed by the Regional Partnership. Graduate Students DfE is providing a funding contribution per trainee, per year to support the Lead Authority to take on trainees. This funding will not cover all costs associated with employing a trainee and on-costs, accommodation and equipment costs will be the responsibility of the Authority with which the trainee is placed. The Lead Authority has agreed to take on xxx trainees across the Regional Partnership and the funding set out in Appendix Two is based on this number of trainees. 69

96 Appendix 2 (Insert HEI) (Insert Faculty) POSTGRADUATE DIPLOMA IN SOCIAL WORK (PROFESSIONAL PRACTICE) STEP UP TO SOCIAL WORK 1. OVERSIGHT AND MAINTENANCE OF ACADEMIC STANDARDS The Joint Board of Study will be responsible for the academic management and control of the Project and for the oversight, maintenance, monitoring and evaluation of academic standards and quality. Responsibility for the maintenance of academic quality will be exercised through the quality assurance structures applicable to all provision within the (insert Faculty). 2. QUALITY ASSURANCE PROCEDURES 2.1 All procedures relating to the approval, annual monitoring, modification and quality management of the programme will comply with those currently approved by the Senate for the purpose of assuring the standard of the programme and the quality of the student experience. These procedures are described in (insert Link). They are regularly reviewed and revised to take account of the latest QAA guidance. 2.2 Those elements of the Project delivered by the University on behalf of the Regional Partner will comply with the procedures approved by the Senate for the purpose of ensuring the standard of the programme and the quality of the student experience. The annual monitoring of the Programme by the University will comply with such procedures approved by the Senate for all its programmes. 2.3 Any proposed modification to those elements of the programme delivered at the University will be considered in accordance with procedures approved by the Senate and must be approved in the first instance by the Joint Board of Study. 2.4 The University will be responsible for the appointment of at least one external examiner in accordance with published procedures and criteria approved by the Senate. The duties and responsibilities of the external examiner(s) are specified in the University s (insert Link) 70

97 3. MANAGEMENT AND OPERATION 3.1 Overall responsibility for the academic standards of all programmes delivered in collaboration with a partner institution remains with the University. All programmes taught wholly or in part at an affiliated institution, leading to an award of the University, report via a Joint Board of Study to the appropriate Board of School and Board of Faculty or, in the case of research awards, to the Postgraduate Research Award Board and the Board of Faculty. The issuing of award certificates and transcripts and the arrangements for graduation, as appropriate, will remain under the control of the University. The Constitution and Terms of Reference of Joint Boards of Study are shown in Annexe G (insert Link) 3.2 The School of Social Work will appoint a Step up to Social Work Programme Leader to ensure compliance in respect of delivery, quality assurance, the interpretation and implementation of the University procedures, practices, regulations and requirements. 3.3 The Programme Leader will have responsibility for the day to day management of those elements of the Project delivered by the University and the Programme Leader will liaise as necessary to ensure effective co-operation. 3.4 The Joint Board of Study shall have the overall responsibility for the management of the Programme wherever it is delivered. It will meet at least four times per academic year. Membership of the Postgraduate Diploma in Social Work (Professional Practice) Joint Board of Study will normally comprise academic staff and representatives from each Regional Partnership, delivery organisations, service users and students. Specifically it will include: o Step up to Social Work Programme Leader (Chair) o Director of Social Work, (insert Faculty) o Head of School of Social Work, (insert Faculty) o Academic staff teaching on programme o Elected student representative from the programme o Service User representation o A representative from the Regional Partnership participating in the Step Up to Social Work Programme The Joint Board of Study will deal both with matters which affect the Programme as a whole and also with matters specific to the delivery of the Programme. It will report to the Joint 71

98 Board of Study. The terms of reference of the Joint Board of Study are specified in the online Procedures and Policies for Academic Quality Assurance. (Insert link) 3.5 An Annual Programme Monitoring and Enhancement report will be prepared in xxx by the university in collaboration with relevant staff. The report should include, as a minimum, the areas covered in the Annual Programme Monitoring and Enhancement pro-forma as set out in the Academic Quality Assurance Handbook (Insert link) These Annual Programme Monitoring and Enhancement reports are uploaded by the School to the central APME repository to be available to internal and external stakeholders, including the Secretary of the Collaborative Provision Panel. 3.6 The annual report will then be submitted to the Faculty Learning, Teaching and Enhancement committee for consideration as part of the University s Annual Monitoring Exercise. 3.7 The final admission of students shall be in accordance with the University s policy, regulations and institutional code of practice on recruitment and admissions. Recruitment and selection process is a shared process between the Regional Partnership and the University. 4. ASSESSMENT AND EXAMINATION ARRANGEMENTS 4.1 The overall assessment for the Programme will be the responsibility of the Step up to Social Work Board of Examiners, established under the authority of the University s Senate. The schemes of assessment comply with the University s Regulations for Taught Programmes of Study.(Insert link) Any proposed modification to the formal elements of the Programme must be approved by the University in accordance with the University s procedures for modifications and will be considered, in the first instance, by the Joint Board of Study. 4.2 All examination and assessed work arrangements for students undertaking the Programme shall comply with the University regulations. The University will be responsible for the setting, marking and internal moderation of assessments, according to a scheme approved by the University. 4.3 The Board of Examiners will meet at the University. Its terms of reference, responsibilities and membership will be as specified in the (insert name of HEI) Procedures and Policies for Academic Quality Assurance handbook. 72

99 5. STATUS OF STUDENTS 5.1 The students are registered for a (insert HEI) award and they are registered with the University for funding purposes. Students will be entitled to a student identity card, an e- mail address and access to library facilities, 5.2 All students shall be issued with programme information whose contents shall comply with the University s Regulations for Taught Postgraduate Programmes of Study (insert link) 5.3 If students or prospective students visit the University, it shall be at their own expense. The visit shall only be at the University s expense if the Parties agree so in advance of the proposed visit. 5.4 Students shall be entitled to invoke the University s Academic Appeals Procedure for requesting a review of decisions of Boards of Examiners, as specified in the University s Regulations for Taught Postgraduate Programmes of Study. 5.5 From time to time students may have legitimate academic complaints relating to their programme and the services or facilities that support it, other students or staff. Such complaints are normally best dealt with informally in the first instance. However, to resolve situations where informal procedures have failed, and where it is the responsibility of the University, they should be considered under University procedures. 6 PUBLICITY AND PROGRAMME INFORMATION 6.1 The ultimate responsibly for the effective control over the accuracy of all public information, publicity and promotional activity relating to the Programme shall be retained by the University. 8 CONFERMENT LISTS & CERTIFICATES 8.1 The University is responsible for the preparation of the conferment lists presented to the Board of Examiners, and the Programme s award certificates. 73

100 9 STAFF DEVELOPMENT AND QUALITY ENHANCEMENT 9.1 The University shall be responsible for ensuring the appropriate continuing professional development of the staff delivering the Programme. The University is ultimately responsible for the quality of staff delivering any programme leading to a University award. This is monitored to ensure that appropriate time and resources are provided for partner staff teaching at HE level to maintain appropriate and current scholarly and research activity. 74

101 Respective Roles of (insert HEI) and Regional Partnership Design of Programme Curriculum Development Delivery Approach Decide on delivery partner Enter into Contracts Development of Course Materials CRB Checks And Occupational Health checks Quality Assurance Regional Partnership Develop course outline in partnership with (insert HEI) Develop curriculum in partnership with HEI Decide on Delivery Approach (i.e. whether local delivery/online etc) Commission Training Provider, subject to quality criteria provided in advance by HEI Regional Partnership enters into contract with HEI to cover design of course, QA role etc Regional Partnership contract with Training Provider Work in partnership to develop materials to ensure bespoke and tailored to local Regional Partnership needs Report (to HEI) on attendance and trainee progress Monitor Training Provider delivery quality Monitor RP support 75 (Insert HEI) Develop course outline in partnership with the Regional Partnership Attend all Regional Partnership meetings Arrange and attend planning and review meetings Develop curriculum in partnership with the Regional Partnership QA curriculum development to ensure compliance with validated and approved programme Ensure that delivery approach is appropriately tailored to Step up to Social Work and fits within HCPC and any HEI requirements Provide prerequisites for Training Provider HEI enter into contract with Regional Partnership to cover design of course, delivery, QA role etc Produce Course Materials to use to deliver Material will be agreed 1 month before delivery of each module. A holistic approach needed to ensure all QAA, HCPC and DH benchmarks and programme learning outcomes are achieved. It has been agreed that the HEI will undertake the CRB process and ensure satisfactory CRB assessment for all students Any issues relating to CRBs and health clearance should be referred to HEI Admission Panel Monitoring of attendance and report to Local and Lead Authorities Monitoring progression The Joint Board of study will provide the mechanism for ongoing strategic and operational QA. Details of the structures are in the agreed Programme Handbook

102 Delivery of Units/Module s Programme Management Committees Assessment of Academic Units/module s Examination Board Annual Monitoring Report Placement Assessment of Placement Regional Partnership Any shared or direct delivery by the Regional Partnership to be agreed in liaison with (insert HEI) LA personnel to provide information to Lead HEI/TP of credentials/cv so that they can be approved to teach prior to commencement of delivery Regional Partnership representative to sit on 1. Strategic Management Group (which meets xx times a year) 2. Joint Board of Study (which meets xx times per year) 3.Programme Assessment Board (which meets xx times per year) There will be involvement in assessment of practice modules RP representative to sit on Examination Board Regional Partnership to feed in via Joint Board of Study and Strategic Management groups Regional Partnership to arrange practice learning placements and ensure they meet HEIs requirements Practice Educator/teacher 76 (Insert HEI) HEI to monitor delivery (insert HEI) will deliver through Module Leadership, session delivery, marking and moderation of assessments. Student feedback will be integral to the QA process HEI to set up a Programme Management Committee in accordance with Programme Handbook 1.Strategic Management Group meets xx times a year 2.Programme Team will meet monthly 3. Joint Board of Study (which meets xx times per year) 4.Programme Assessment Board (which meets xx times per year) The HEI is responsible for marking/ moderation in line with HEI regulations HEI responsible for quality assurance via moderation and external examiner role Responsible for trainee assessment Moderation meetings to be held prior to the Joint Board of Study HEI to set up Examination Board HEI responsible for reporting to HCPC regarding progression and any issues arising Joint Board will collate appropriate information to requirements of University and HCPC HEI evaluates and monitors quality of PL opportunities HEI to monitor placement progression and issues arising Support to trainee, practice educator and placement Monitoring will be undertaken via Training Assessment Meetings and Practice Assessment Panel Provide training for Practice

103 Practice Assessment Panel Final Award Regional Partnership Regional Partnership (or rep) may attend PAP established by HEI (Insert HEI) Educator/teacher HEI to quality assure PAP through attendance and monitoring HEI makes final award HEI to list roles required by each partner to deliver responsibilities outlined above and in case of the Regional Partnership, to indicate time commitment involved Regional Partnerships Roles Requirements for Regional Partnerships to attend annually xx meetings of the Practice Assessment Panel Representation can be determined by RPs. There may be one representative for all Regional Partnerships xx meetings of the Programme Assessment Board xx meetings of the Strategic Management Group xx meetings of the Joint Board of Study xx TAMs per trainee over the course of the programme to be attended by practice educator and LA rep (as desired) Service users can attend Joint Board of Study Learner Guide (numbers depending on ratio to trainees) Practice Educators Roles and panels need to be clearly defined. Schedule of meetings to also be provided HEI Roles Deliverer of content Assessment of content within HEI regulations (marking, moderation) Academic tutor Programme Leader Module Leaders Practice Tutors Representatives on all committees 77

104 Background Paper 3.3 Memorandum of Understanding between the South West Regional Step Up working partnership comprising: Dorset County Council (Lead Authority - Consortium 1) Bournemouth Borough Council Wiltshire County Council Poole Borough Council Somerset County Council (Lead Authority Consortium 2) Gloucestershire County Council South Gloucestershire Council North Somerset Council Bath and North East Somerset Council Swindon Borough Council for the South West Regional Step Up To Social Work Programme Cohort 4 This agreement is made in February 2015 between the parties listed above and signatories in Appendix 2. Recital: Signatories to this Memorandum of Understanding have agreed to work together in partnership for the purposes of developing and implementing a regional approach to bidding, commissioning and procurement of an HEI/HEI s for the delivery of the Step Up to Social Work programme Cohort 4. This agreement is not intended to be legally enforceable but all partners agree to adhere to it as far as possible to ensure the success of the partnership. Definitions: Lead Authority means the lead Authority in terms of the Authorities represented in the respective Consortium 1 or 2, as above. The Lead Authority will act on behalf of those partner authorities in terms of a joint approach to bidding, commissioning, and procurement and will be the main point of contact for communications on such with partner authorities, and other organisations. Step Up to Social Work Regional Working Group the body formed to consult and prepare the bid to the Department for Education (DfE) for the relevant Step Up programme cohort 4, funds. South West Regional Step Up to Social Work Partnership Steering Board will be the body formed in the event of successful bid outcomes for both consortia and which will actively manage the strategic development and operational implementation of the Step Up to Social Work programme, ensuring that the programme is delivered regionally and locally to the highest standards and to agreed time scales and budgets. Parties refers to the partnership members to this Memorandum of Understanding. 1

105 Background Paper This Memorandum of Understanding confirms the commitment of the following Local Authorities to work in partnership to develop and deliver a Step Up To Social Work programme, across the South West Region: Dorset County Council (Lead - Consortium 1) Bournemouth Wiltshire Poole Somerset County Council (Lead Consortium 2) Gloucestershire South Gloucestershire North Somerset Bath and North East Somerset Swindon 2. This Memorandum sets out the outline of how the Authorities will interact with each other and their roles and responsibilities in assisting the development and delivery of the Step Up to Social Work Programme. 3. To ensure an effective partnership, all Authorities subscribe to four guiding principles: 3.1 Clear accountability each authority is accountable for its own actions and contributing to the success of the partnership. 3.2 Financial Transparency the use of funding from the Department for Education (DfE) should be open to scrutiny and be undertaken in an efficient and effective manner. 3.3 Regular sharing of information to help each Authority discharge its responsibilities as efficiently and effectively as possible, each Authority must share any information which may have an overall bearing on the success of the programme. They must notify the Step Up To Social Work Consortium lead (s) as soon as the information comes to light to avoid delay in responding to any such information. Any confidential information that needs to be shared must be shared securely. 3.4 Avoidance of duplication each Local Authority must be clear as to what their role is within the governance of the programme in order to avoid confusion or duplication of effort. 4. Governance of the programme 4.1 Prior to bid, a South West partnership Step Up to Social Work Regional Working Group will meet monthly to consult and prepare the bid to the Department for Education (DfE) for the relevant Step Up programme cohort 4, funds. 2

106 Background Paper Once notified, and if successful in securing funds, an overarching South West Regional Partnership Step Up to Social Work Steering Board will be formed to manage the strategic development and operational implementation of the Step Up to Social Work programme. 4.3 The steering board will be made up of representatives from the 2 sub-regional consortia, to include the lead and constituent authorities. 4.4 The steering board, together with the consortia sub groups, will ensure that the programme is delivered locally to the highest standards and to time scales and budgets agreed. 4.5 Appendix 1 sets out the full terms of reference for the steering board. 4.6 A Step Up to Social Work Programme Co-ordinator/s will be appointed to work with the HEI/HEI s and steering board members and officers across the partner authorities to ensure efficient and effective delivery of the programme. The scope of the coordinator/s role will be agreed by the board but must include; progress reports at key stages of the programme and financial management of the funding available to support the programme.* (*Note: The appointment of one or two programme co-ordinators will be dependent upon the outcome of the respective bids and is also likely to be influenced by the number of HEI s engaged in delivering the programme). 5. Roles and Responsibilities 5.1 Lead Authorities Dorset County Council is the Lead Authority on behalf of the local authorities in Consortium 1 (see paragraph 1 above) Somerset County Council is the Lead Authority on behalf of the local authorities in Consortium 2 (see paragraph 1 above) In consultation with the other partners, the lead authorities, Dorset and Somerset will: Administer the funding for the programme in accordance with the respective financial regulations of each Authority. Develop the job requirements to appoint a Step Up To Social Work Coordinator/s for the duration of the Step Up programme, representing one for each consortium, if appropriate Dorset and Somerset will be responsible for: Corresponding with all other parties in their consortium, and with each other, on behalf of the regional partnership, including but not limited to; DfE, our partner Higher Education Institute/s and the Health and Care Professions Council (HCPC) Receiving the funding from the DfE, in accordance with the DfE bid decision/allocation of funds to each consortium Publishing the invitation to tender documentation for an HEI/HEI s on behalf of the regional partnership 3

107 Background Paper 3.3 Contracting with the HEI/HEI s on behalf of the regional partnership Employing a Step Up to Social Work Programme Co-ordinator/s on behalf of the partnership (*see note in paragraph 4.6 above) For the purpose of publishing one HEI invitation to tender, Somerset County Council procurement is the nominated and designated lead for this on behalf of the region. 5.2 All Partner Authorities Each Authority is responsible for contributing to the success of the regional partnership and shall co-operate to ensure effective and productive outcomes for this regional partnership agreement All partners will be responsible for: (i) Steering Board: o Nominating at least one representative to attend and engage at all Steering Board meetings. (ii) Advertisement and Short-listing o Advertising the programme through their recruitment website/ appropriate advertising medium. o Providing employees from their own Authority who have experience of recruiting and selecting social workers or social work students to shortlist application forms. (iii) Jointly Commissioning an HEI: o Contributing to the development of a service specification and tendering documentation for the procurement of the service at an appropriate HEI. o Contributing to evaluating the Tenders received from prospective HEIs o Jointly deciding on the most successful Tender/s (iv) (v) (vi) (vii) Developing the course: o Nominating at least one representative from each partner Authority to attend and engage at all Curriculum Planning Group meetings. Promotion of the Programme: o Ensuring effective promotion of the programme within their partner Authority. It is essential that managers and children s social care service departments understand and support the programme and are able to support and sustain trainees whilst on their practice placements. Assessment Centre: o Providing staff from their Authority who have experience of recruitment and selection of social workers or social work students to be assessors at the recruitment assessment centre taking place in June/July. Management of Trainees: o Contributing to the development of a bursary agreement which all partner Authorities will use to contract with the trainees. o Providing appropriate placements in line with the course requirements for the trainee to whom they offer a bursary. o Responsible for supervision of their trainee(s) whilst in that role. 4

108 Background Paper 3.3 o At the end of the programme, each Authority will decide its own recruitment strategy in relation to the Trainees. (viii) Evaluation: o Participate in an agreed evaluation model to assess the effectiveness of the programme Duty to Cooperate: all partner Authorities will agree to: Share information relating to the progress of Trainees and any other issue that may have a bearing on the overall success of the programme. Consult, through the Steering Board, in advance on any policy changes that are likely to have a bearing on the development and delivery of the Step Up to Social Work programme. Use their best endeavours to ensure they co-operate fully with each other to ensure the effective workings and discharge of the Step Up to Social Work programme. This shall include, but not be limited to, the effective adherence to this Memorandum of Understanding. Where any disputes arise, each Authority shall act in the best interests of the Step Up to Social Work regional programme. 6. Step Up To Social Work Programme Co-ordinator 6.1 The Steering Board will recruit one/two full-time Step Up to Social Work Programme Co-ordinator/s who will undertake work on behalf of the Board to ensure the effective delivery of the programme for the partner Authorities. Full roles and responsibilities can be found in the job description for this role. (*See note at paragraph 4.6 above). 7. The Partner HEI/HEI s 7.1 The roles and responsibilities of the HEI/HEI s will be fully set out in the specification document and contract. 8. Records 8.1 The Lead Authorities of Dorset and Somerset will keep records of: Financial matters and budgeting The tendering process for the HEI/HEI s The recruitment and selection process The Steering Board meetings The successful trainees Any other documents relating to the overarching management of the programme. 8.2 This will be the responsibility of the Step Up to Social Work Programme Coordinator/s and will be made available to regional partner authorities on request. 9. Alteration to the Agreement 5

109 Background Paper The terms of the Memorandum of Understanding can be altered with the agreement of all parties in response to changing circumstances. 10. Dispute Resolution 10.1 All Authorities undertake to pursue a positive approach towards dispute resolution As soon as a dispute arises, the Authority must inform the appropriate Step Up to Social Work Co-ordinator (ie. for their Consortium), so that a central issues log can be kept. The Co-ordinator may also be able to provide the Authority with some guidance or advice based on previous issues and resolutions that have been logged In the first instance, Authorities should seek to identify a solution at line manager level with the assistance of the lead for the Step Up programme in that Authority and the Step Up to Social Work Co-ordinator (for that Consortium) if needed. This should be done through a meeting and notes of the meeting should be taken and sent to the Step Up to Social Work Co-ordinator If any dispute cannot be resolved by the line manager of the Authority, it shall be referred to the Assistant Director/Director of the Authority for resolution. It shall also be referred to the Steering Board as they may be able to give guidance on resolution. It will be the Assistant Director/Director s final decision on resolution where earlier resolutions have failed. They shall decide a way forward in the best interest of the Authorities and their decision shall be final No party may commence any court proceedings in relation to any dispute arising out of this Contract until it has attempted to settle the dispute by negotiation as set out above. 6

110 TERMS OF REFERENCE FOR THE STEP UP TO SOCIAL WORK PROGRAMME STEERING BOARD Background Paper 3.3 APPENDIX 1 SOUTH WEST REGIONAL STEP UP TO SOCIAL WORK PARTNERSHIP STEERING BOARD TERMS OF REFERENCE 1. CONSTITUTION 1.1 This Group shall be known as the South West Regional Step Up to Social Work Partnership Steering Board. 2. ROLE OF THE BOARD 2.1 The role of the Board is to actively manage the strategic development and operational implementation of the Step Up to Social Work programme. It will ensure that the programme is delivered locally to the highest standards and to agreed time scales and budgets. 2.2 The Board will work closely with partner organisations and stakeholders including but not limited to, the partner HEI/HEI s, the Department for Education (DfE) and the support contractor commissioned by the DfE (for initial filtering of applications). 3. MEMBERSHIP 3.1 Composition of Membership The membership of this group will consist of Local Authority representatives from: Dorset County Council (Consortium 1 lead) Bournemouth Borough Council (Consortium 1) Wiltshire County Council (Consortium 1) Pool Borough Council (Consortium 1) Somerset County Council (Consortium 2 - lead) Gloucestershire County Council (Consortium 2) South Gloucestershire Council (Consortium 2) North Somerset Council (Consortium 2) Bath and North East Somerset Council (Consortium 2) Swindon Borough Council (Consortium 2) The representative(s) should be the person(s) who lead on the Step Up project within their local authority. Representatives should have relevant experience in the 7

111 3.2 Chair Background Paper 3.3 delivery of children s social care services, and/or the management of social work student placements. The Chair of the Steering Board will be: A representative of a lead Local Authority. 3.3 Attendance at meetings and Nominated Deputies Members will be expected to routinely attend meetings and to contribute to discussion and planning to ensure effective delivery of the programme. If any members cannot attend a meeting, a nominated deputy with appropriate authority should be sent. 3.4 Attendance by other parties Additional individuals will be invited to attend agenda items in line with their specific responsibilities and areas of expertise to advise the group. They will not necessarily be involved in decision making processes where decisions need to be taken. This includes but is not limited to: A representative from the partner HEI/HEIs A representative from DfE A representative from Health and Care Professions Council (HCPC) 4. QUORUM 4.1 It is expected that a representative from each participating local authority or nominated deputy will be present at each meeting. The minimum quorum would be five local authority representatives, to include at least 1 representative from each sub-regional consortium. In the event of individual local authorities being unable to attend a particular meeting, they will be required to provide information to the Chair on agenda items where decisions need to be taken to enable their views to be incorporated into the decision making process. In the absence of information by local authorities not in attendance and if the meeting is quorate, any decisions taken by those present at the Board meeting will apply to all partner Authorities, including those who are not represented at that Board meeting. 5. FREQUENCY OF MEETINGS AND ADMINISTRATIVE ARRANGEMENTS 5.1 The partnership will meet at least monthly until the course begins, and thereafter every 6-8 weeks, as required. The meetings will be convened by the Step Up Coordinator/s (in consultation with each other, if more than one) or nominated deputy in discussion with members of the partnership. 8

112 Background Paper Steering Board meetings can take place at a venue at any of the partner Authorities. Sharing the responsibility of hosting the Steering Board meetings is encouraged. 5.3 Administrative and other relevant support will be provided by the Step Up Coordinator/s (in consultation with each other, if more than one). 6. KEY TASKS To manage the strategic development of the programme across the region and within each of the respective consortium. To oversee the operational implementation of the programme. To deliver the programme within budget and to timescales set out by DfE. Agree standards to be adopted across the programme. To identify risks or barriers to implementation and ensure controls are in place to mitigate against them. To commission a Higher Education Institute (HEI/HEI s) who the Board will work in partnership with to design and deliver the Step Up course. To work with the partner HEI/HEI s to get the South West Regional Partnership s Step Up Post-Graduate Diploma course validated by HCPC. To work with a support contractor in the recruitment process of social work trainees. To ensure an effective assessment centre takes place, including providing assessors from within each organisation to participate in the selection of students To develop consistent contracting arrangements for employment across the regional partnership. To ensure governance arrangements with clear lines of accountability and decision making both internally and externally are established, understood, agreed and maintained. Secure the commitment of their Authority to fully support the programme and student placements. To champion and raise awareness of the programme at both a strategic and operational level across all local authorities and the region. Ensure effective communication within their Authority regarding the programme. Resolve amicably any disputes or issues that arise during the course of the programme. To participate in ongoing evaluation of the programme by the range of stakeholders involved. 7. AREAS OF RESPONSIBILITY The remit for the South West Regional Partnership will encompass responsibility for monitoring achievement and compliance with the following: Involvement in the recruitment, selection and employment of trainee social workers. The nominated Lead Authorities in the partnership, Dorset and Somerset, will oversee the financial management of the funding provided for the project, in 9

113 Background Paper 3.3 relation to their respective consortium, in consultation with all relevant consortium partners. Each Lead Authority will provide budget reports and updates in order that all partners can monitor and manage the budget. Production and implementation of an up to date work plan. Determining the roles that individual members of the Partnership might be allocated in order to implement the plan. Overseeing the work of the Curriculum Planning Group who will be developing the course curriculum and delivery arrangements. Commitment to identifying statutory placements for all Trainees. Supporting local monitoring of the delivery of the programme through feedback. Identification and management of risks. Ensuring appropriate communication with all relevant stakeholders including local governance boards about the project and its progress. Informing DfE of any risk that may compromise the development or delivery of the programme. 8. REPORTING ARRANGEMENTS. Minutes of the Steering Board meetings shall be circulated by the Step Up Coordinator/s to all Board members within 15 working days of the Board meeting taking place. The Step Up Co-ordinator/s will produce a stakeholder highlight report every six months which will be sent to all Board members (including HEI/HEI s) to disseminate through their organisation. Partner Authorities shall make such arrangements as necessary to ensure information is circulated appropriately within their Authority. 9. PROGRAMME OUTCOMES Suitable candidates from diverse backgrounds with a range of experience from other roles are recruited for the Step Up programme. Sufficient numbers of suitable employment based placements are identified within the regional partnership. Candidates successfully enrol onto the Step Up programme and that all are awarded a Post-Graduate Diploma in Social Work. Local authorities will endeavour to fill vacancies by employing the Step Up students once qualified. Strong working relationships between partners and stakeholders will be established and will provide a collaborative basis on which workforce and other issues can be addressed. The project meets the key milestones for validation and is delivered within defined time scales and budget. The course produces high calibre social workers. 10

114 Background Paper 3.3 Signatures APPENDIX 2 Dorset County Council (Consortium 1 - Lead) Signature: Job Title: Date: Bournemouth Borough Council (Consortium 1) Signature: Job Title: Date: Wiltshire County Council (Consortium 1) Signature: Job Title: Date: Poole Borough Council (Consortium 1) Signature: Job Title: Date: Somerset County Council (Consortium 2 Lead) Signature: Job Title: Date: South Gloucestershire Council (Consortium 2) Signature: Job Title: Date: North Somerset Council (Consortium 2) Signature: Job Title: Date: 11

115 Background Paper 3.3 Bath and North East Somerset Council (Consortium 2) Signature: Job Title: Date: Gloucestershire County Council (Consortium 2) Signature: Job Title: Date: Swindon Borough Council (Consortium 2) Signature: Job Title: Date: I confirm that I accept the terms of this Memorandum of Understanding. 12