Procurement of communications support for the launch of Healthy Schools London

Transcription

1 REQUEST FOR DIRECTOR DECISION DD923 Title: Procurement of communications support for the launch of Healthy Schools London Executive Summary: The Healthy Schools London programme ( HSL Programme ) is one of the early outputs of partnership work between the GLA, London s Boroughs and the NHS to provide pan-london leadership for health improvement. This work is being funded by a 2m contribution from NHS London (as referred to in MD919). The HSL Programme, which is currently in a pilot stage, will be launched in the New Year, subject to funding being secured for the programme for 2013/14. There is a pressing need to bring in communications and public relations capacity to support the launch of the HSL Programme. The Health Team secured authorisation (through the Delegated Authority Record ( DAR ) process, under a DAR form dated 25 July 2012 and approved by Amanda Coyle) to commit a budget of 9,000 to contract this work. A tender competition has been initiated in accordance with the GLA s Contracts and Funding Code and four proposals received. This process has made clear that the original estimate of 9,000 was a significant underestimate of the market cost for our requirements. An evaluation panel has met to discuss the proposals and has identified the proposal from Blue Rubicon as the one that best meets our business needs and provides best value for money. The cost of this proposal is 33,533. No commitment or contractual undertaking has been made to the company concerned. This form therefore seeks approval to appoint Blue Rubicon to provide the communications and public relations services the GLA requires, for the sum of 33,533, which will be funded from the 2m contribution from NHS London. The appointment will not be made unless and until funding for the HSL programme for 2013/14 is secured. The Director is requested to approve: 1. the GLA s award of, entry into and execution of a contract with Blue Rubicon for the provision of communications and public relations services in connection with the HSL Programme; and 2. the GLA s expenditure of 33,533 under the contract referred to in paragraph 1 above. AUTHORISING DIRECTOR/HEAD OF UNIT I have reviewed the request and am satisfied it is correct and consistent with the Mayor s plans and priorities. It has my approval. Name Jeff Jacobs Position Executive Director of Communities and Intelligence Signature Date 1

2 PART I - NON-CONFIDENTIAL FACTS AND ADVICE Decision required supporting report 1. Introduction and background a) Policy Background Throughout , the GLA is leading a programme of pan-london health improvement work, as part of a partnership with London s Boroughs and the NHS. This partnership has developed in response to the reforms of public health and the NHS. Governance is provided through a shared board between the GLA, London Councils and the NHS, chaired by the Mayor (the Partnership Board ). Discussions are underway with partners to agree whether, and in what form, to continue this partnership into The Partnership Board has selected tackling child obesity as one of four priorities and a small obesity team is now established within the GLA s Health Team to take forward this work. A key output from the obesity project is the development of the Healthy Schools London programme (the HSL Programme ). The HSL Programme will be launched early in the New Year, subject to funding being secured from partners for A strong communications and promotion element to the launch is important because: at this early stage of the programme, we need to advertise the programme and its benefits to schools, and to boroughs' education teams to encourage them to take part; generating public recognition for the achievements of participating schools is a key driver for encouraging more to get involved; and as an early output of the overall partnership programme, the launch is an important opportunity to build recognition among partners (especially boroughs) of the value of this type of pan-london work, and the need for continued partnership to provide public health leadership. There is therefore a need to bring in communications and public relations capacity to support the launch. This capacity does not currently exist within the obesity project team or the wider Health Team. The proposed approach will enable us to bring in the skills and capacity required in a short time frame. Engaging an agency (instead of temporary staff) has the advantages of being more flexible in terms of when the tasks are delivered and makes contract management more straightforward. The competition element within the tender exercise also makes it more likely that we will achieve a higher quality final product. Without this additional capacity, a successful launch of the HSL Programme is in serious jeopardy which would undermine the impact of that work, as well as the ongoing value of the wider partnership work. b) Procurement process to date An appropriate procurement process has been followed to date, in consultation with policy and finance colleagues and with TfL procurement. It has become necessary to submit this additional authorisation request because of the disparity between the estimated cost of the work, and the prevailing market rate. A Delegated Authority Record (DAR) form was completed in July and approved by Amanda Coyle, which provided authorisation of a budget of 9,000 for this work. With the support of colleagues in TfL procurement team, we have undertaken a limited tender exercise to contract the work, with seven companies invited to tender. Four proposals were received, with costs ranging from circa 33,000 to circa 58,000. Following an evaluation panel, one of these proposals (which is also the lowest cost bid) has been identified as best meeting our business needs and offering best value 2

3 for money. There was a strong consistency across the proposals of the per diem rate quoted. This indicates that the preferred bid represents a fair market price. It is also clear that the original estimate of the potential costs although made in good faith, was not well informed, and was a gross underestimation of the market price for this type of work. We have replied to each of the companies who have tendered to inform them that a decision on the awarding of the contract has been delayed. No commitment has been made to any of the companies. 2. Issues for consideration a) Links to strategies and Mayoral and corporate priorities This funding supports one of the key outputs from the programme of pan-london health improvement work, which the Mayor has been leading. In addition to supporting the launch of the HSL programme, high visibility and engagement is especially important at this early stage in the developing public health partnership with boroughs and the NHS. b) Impact assessments and Consultation The decision to establish the HSL Programme was taken following consultation with stakeholders in London s Boroughs and the public health community. This consultation has continued throughout the development of the programme itself. c) Risk Without this additional capacity, a successful launch of HSL Programme is in serious jeopardy which would undermine the impact of that work, as well as the credibility of the wider partnership programme. 3. Financial Comments 3.1 Approval is being sought to enter into a contract with Blue Rubicon, an external agency to provide PR and Communications support to launch the Healthy Schools London Programme. The contract is expected to commence in mid-january 2013 and last 8 weeks, with work completed by the end of March As detailed within the main body of this report, a procurement process has been undertaken and the preferred contractor identified, with the cost of the contract being 33, The receipt of 2m from NHS London in to support the work and the priority streams of the London Health Improvement Board was approved under MD919. It is from within this income stream that the proposed contract will be funded. 3.4 All appropriate budget adjustments will be made. 3.5 Officers are reminded to ensure that the procurement and the ongoing monitoring of the contract complies with the Authority s Financial Regulations, Contracts & Funding Code and Expenses & Benefits Framework (wherever applicable). 3.6 Any changes to this proposal, including budgetary implications will be subject to further approval via the Authority s decision-making process. 3.7 The Health Team within the Communities & Intelligence Directorate will be responsible for managing this contract. 3

4 4. Legal Comments 4.1 The decisions requested of the Director (pursuant to the Authority s Contracts and Funding Code) concern the appointment of Blue Rubicon, and expenditure under that appointment, required for the commissioning of services which may be considered facilitative of and conducive to the discharge of its general functions (in particular in relation to such discharge while ensuring the requirements of section 4.2(b) are met). 4.2 In formulating the proposals in respect of which the decisions are sought officers have complied with the Authority s related statutory duties to: a) pay due regard to the principle that there should be equality of opportunity for all people; b) consider how the proposals will promote the improvement of health of persons, health inequalities between persons and to contribute towards the achievement of sustainable development in the United Kingdom; and c) consult with appropriate bodies. 4.3 Officers should ensure that a contract is entered into and duly completed by the service provider and the Authority prior to instructing the performance of all or any of the commissioned services. 5. Investment & Performance Board This proposal falls below the 50k threshold and does not need to be seen by IPB. The HSL Programme, which is currently in a pilot stage and to be launched in the New Year subject to funding being secured for the programme for 2013/14, will go to IPB for approval in advance of any announcement or commitment. 6. Background/supporting papers None 4

5 Public access to information Information in this form is subject to the Freedom of Information Act 2000 (FOI Act) and other legislation. Information on this decision will be included in the Mayor s report and decision list. The form will be available publically from then. Any facts and advice that should not be made automatically available on request should not be included in Part 1 but instead on the separate Part 2 form. Deferment is only applicable where release before that date would compromise the implementation of the decision being approved. Is the publication of this approval to be deferred? NO If yes, for what reason: Until what date: Is there a part 2 form NO ORIGINATING OFFICER DECLARATION: Drafting officer: Mark Browne has drafted this report in accordance with GLA procedures and confirms the following have been consulted on the final decision: Assistant Director/Head of Service: Amanda Coyle has reviewed the documentation and is satisfied for it to be referred to the Sponsoring Director for approval. Advice: The Finance and Legal teams have commented on this proposal. Tick indicates approval ( ) Executive Director, Resources I have been consulted about the proposal and confirm that financial and legal advice have been taken into account in the preparation of this report. Signature Date 5