Public Document Pack

Procurement Board

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DATE: Wednesday, 17 February 2021

TIME: 10.00 am

VENUE: Microsoft Teams Meeting

AGENDA

1 Apologies for absence

LINK TO LIVE AUDIO BROADCAST This link will work if you are using a Microsoft device. If you are using an Apple or android based device, you will need to download the Microsoft Teams app in order to view the meeting via this link.

https://teams.microsoft.com/l/meetup- join/19%3ameeting_M2UxYTJkYjgtNmI0NC00NGNkLWI4MTMtZDB mMzEwODJjNjBm%40thread.v2/0?context=%7b%22Tid%22%3a%2 268c00060-d80e-40a5-b83f- 3b8a5bc570b5%22%2c%22Oid%22%3a%2211b92587-2ccd-43bf- a58e- 1c84a3b4ee72%22%2c%22IsBroadcastMeeting%22%3atrue%7d

2 Declarations of interest

3 To approve, as a correct record, the minutes of the meeting held (Pages 1 - 2) on 22nd January 2021

4 Matters arising

5 Decision items - Part 1 (open to the public)

5a Request for Approval - Contract Extension - Information and Advice (Pages 3 - 100) Services

5b Request for Approval - Contract Award - Postal Services (Pages 101 - 108)

5c Request for Approval - Exception to Contractual Standing Orders - (Pages 109 - 182) Active Lifestyles For Adults and Physical Activity in Schools Service

5d Request for Approval to go out to Tender - Statutory Homeless (Pages 183 - 190) Supported Temporary Accommodation Projects

6 Public Briefing/Information Items (open to the public)

The primary purpose of this section of the agenda is to provide members of the public with all relevant information on the respective matter(s), other than those elements which, in accordance with the relevant sections of the Local Government Act 1972, remain confidential and require any arising decision(s) to be taken in Part 2 of the agenda.

6a Request for Approval to Award a Contract for SAP Licences by (Pages 191 - 196) Salford City Council on behalf of Liverpool City Council with SAP UK Limited

7 Any other business - Part 1 (open to the public)

8 Date and time of next meeting

10:00am on Wednesday 3rd March 2021 via MS Teams Live.

9 Exclusion of the public

10 Decision items - Part 2 (closed to the public)

10a Request for Approval to Award a Contract for SAP Licences by (Pages 197 - 206) Salford City Council on behalf of Liverpool City Council with SAP UK Limited

Contact Officer: Carol Eddleston, Senior Democratic Services Advisor Tel No: 0161 793 3316 E-Mail: [email protected]

Agenda Item 3

Procurement Board meeting held via MS Teams Live 22nd January 2021

Meeting commenced: 11:32 Meeting ended: 11:51

Present Councillors Kelly and Merry. In Attendance Jackie Ashley Senior Project Manager Chris Conway Category Manager Sandra Derbyshire VCSE Commissioning Manager Anthony Hilton Head of Strategic Procurement Carol Eddleston Democratic Services

1. Apologies for Absence Apologies for absence were submitted on behalf of City Mayor Paul Dennett and Councillor Hinds. 2. Declarations of Interest As Lead Member for Housing, Councillor Kelly declared an interest in this item as the Strategic Development element of the contract was funded from the Housing and Neighbourhood budget. However, this did not impact on her being able to participate fully in the meeting. 3. Minutes of Proceedings The minutes of the meeting held on 6th January 2021 were approved as a correct record. 4. Matters Arising There were no matters arising. ITEMS FOR DECISION – PART 1 (OPEN TO THE PUBLIC)

5. Request for Approval – Contract Award – Pendleton Leisure Centre – RIBA3 External Design Fees

Consideration was given to a report of the Strategic Director Place seeking approval to award the contract for Pendleton Leisure Centre RIBA3 external design fees.

The procurement strategy for both professional services and the work’s contractor was approved at the Procurement Board meeting on the 9th December 2020, following which, the design fees for the main professional services had been sought; the architectural lead external fees, via Bloom Procurement and the SCC internal fees co-ordinated by the Engineering & Design section.

The recommendation within the report dealt with the external fees for the RIBA3 work stage tasks: Review Stakeholder feedback; Refine & develop the brief; Risk and mitigation action development; Material strategy developed; Layout & elevations drawings; Pool filtration strategy fixed; Sustainability strategy agree; Project cost refinement; Documents to support Sport England funding application provided, and Planning application submitted.

Page 1 The proposed external designer, GT3 Architects, was based in the north east and had submitted its prosed Social Value officer prior to the current lockdown restrictions. As a result, officers would discuss with them what they might be able to offer in practice at the current time. In the meantime, steps would be taken to ensure that the promised donation of £500 to the Trussell Trust was directed to Salford.

Members of the board welcomed the report and progress being made to bring forward this project which was very important for the whole of Salford but particularly so for the residents of Pendleton.

RESOLVED, THAT: The contract for Pendleton Leisure Centre RIB3 external design fees be awarded to GT3 Architects via Bloom Procurement, with a full contract value of £225,529.

6. Request for Approval – Contract Extension – Strategic Development of VCSEs As outlined in minute 2 above, Councillor Kelly declared an interest in this item as Lead Member for Housing. However, she was able to remain and participate fully in the meeting.

Consideration was given to a report of the Strategic Directors People and Place seeking approval to extend the contract for Strategic Development of the VCSE sector through engagement, support and influence, and promoting volunteering in Salford.

Salford Community and Voluntary Services (SCVS) was the city-wide membership organisation for the Voluntary, Community and Social Enterprise sector (VCSE), providing specialist information, advice, development support and opportunities for influence and collaboration within the city.

The document pack included a comprehensive presentation on the April – September 2020 highlights, which showed that the contract continued to provide good value for money, and even more so since the pandemic had begun. SCVS were currently also focused on supporting residents and other VCSE organisations through the COVID19 pandemic, providing invaluable support to the city’s humanitarian response, the City Council’s engagement and communications activities, and coordinating volunteer support for a wider range of activities, including testing.

A further 12 months’ extension to the contract would allow a soft touch review to be carried out in coming months ahead of a further report being presented to Procurement Board with recommendations for service delivery beyond 31st March 2022.

Members of the board commended the outstanding support that SCVS continued to provide to individuals and organisations across the city in very difficult circumstances and asked for their comments and gratitude to be passed on.

RESOLVED, THAT: the contract with Salford Community and Voluntary Services (SCVS), for Strategic Development of the VCSE sector through engagement, support and influence, and promoting volunteering in Salford, be extended for a period of 12 months at a cost of £265,568.

Page 2 Agenda Item 5a

Part 1: Open to the public

REPORT OF

The Strategic Director for People

TO

Procurement Board

ON

17 February 2021

TITLE: Approval for an Extension of Contract for Information and Advice Services

RECOMMENDATION:

That the Procurement Board:

Following approval of 2 years funding provision and a recommendation that the contract extension for Information and advices services is extended for a further two years (Lead member for Adult Services and Wellbeing 4 February 2021 ( Non- Integrated Funding) and Adult Commissioning Committee (Integrated Funding) on 10 February 2021) Procurement Board are requested to approve the extension of the contract for Information and Advices Services for 2 years (1 April 2021 to 31 March 2023) as detailed in the table below to enable a robust Option Appraisal/review to be undertaken.

The contract would be extended implementing Cabinet Office Guidelines Regulation 72, whereby contracts may be modified without a new procurement procedure.

Note that prior to the end of the period of time covered by the exception as indicated above, the Strategic Director will determine whether the service is to be decommissioned or, in consultation with the Corporate Procurement Team, will agree to undertake a compliant procurement process to re-let the contract by the end of the exception period.

Sample D – Extension of Contract Page 3 Detail required Answers Contract Reference Title/Description of Contracted Service/Supply/Project Information and Advice Services

Name of Contractor Salford Citizens Advice Bureau Type of organisation (to be supplied by Corporate Charitable Trust Procurement) Status of Organisation SME (to be supplied by Corporate

Procurement) Value of Contract Extension £577,186 Per Annum (estimated average)

Existing Contract Term 01/04/2020 to 31/03/2021 Extension Period 01/04/2021 to 31/03/2023 Contact Officer (Name & Sandra Derbyshire 0161 793 2570 number) Lead Service Group People Services

Funding Source Revenue Budget Mayor’s Employment Charter x Ethical Contractor Committed to sign up to the Charter x Accredited Living Wage Employer x

EXECUTIVE SUMMARY:

The purpose of this report is to request an extension to contract for Information and Advice Services.

The Council and CCG have a longstanding commitment to the provision of services that support financial resilience in the city and the contract for the provision of Information and Advice currently provided by Citizens Advice Bureau is one of the components of a citywide service.

In March 2016, Salford City Council Procurement Board approved a 3 year contract for the provision of a High Street and Health and Social Care Service - April 2016 to March 2019, with an option to extend for a further 12 months (1 April 2019 to 31 March 2020) and then a further 12 months (1 April 2020 to 31 March 2021). The provider of this service is Salford CAB.

Since the award of the original contract in 2016, there have been 3 variations to the contract to include Mental Health, Disabled Children/Expectant Families and Palliative Care Provision.

Whilst services are in part funded by the Non-Integrated budget and in part by the Integrated budget, the contract for all services sits with Salford City Council and are due to expire on 31 March 2021.

Sample D – Extension of Contract Page 4

 High Street Service (Non-Integrated Budget) - £193,205 per annum  Mental Health (Non-Integrated Budget) - £55,928 per annum Disabled Children and Expectant Families (Non-Integrated Budget)- £28,000 per annum  Health and Social Care (Integrated Budget)- £273,993 per annum  Palliative Care – (Integrated Budget) - £14,600 per annum

TOTAL BUDGET - £577,186 per Annum

As Palliative Care and Health and Social Care Services are funded via the Integrated budget a report has been submitted to Service and Finance Group (2 February 2021) and Adult Commissioning Committee (10 February 2021) where approval was given to fund for a further 2 years - £288,593 per annum. Adult Commissioning Committee also recommend that Procurement Board approve the contract extension for the period 1 April 2021 to 31 March 2023.

On 4 February 2021, Lead Member for Adult Services and Wellbeing provided approval of the budget allocation in relation to the Non- Integrated budget for two further years (£277,133) per annum and also recommended that Procurement Board approve the request to extend the contract for Information and Advice Services (Non- Integrated budget) for a further 2 years(1 April 2021 to 31 March 2023).

Salford CAB continue to provide value for money, overachieve in the delivery of the majority of the KPI’s and outcomes set in the service specification, deliver significant levels of Social Value and their information, advice and interventions bring in significant benefit gains for Salford residents.

The contract for all services sits with SCC and as such SCC Procurement Board are responsible for making the decision to extend this contract. The contract for all services provided (as described above) are due to expire on 31 March 2021. However, due to the impact of the Covid19 Pandemic, it has not been possible to undertake the intended Option Appraisal during the final year of this contract.

The request for a 2-year extension in relation to this contract is to enable a robust Option Appraisal/review to take place lead by the Integrated Commissioning Team. Covid has impacted on workload and strategic plans/actions and in many areas a year of work has been lost. Following a discussion at Adult Commissioning Committee it was acknowledged that we will need to use this next year to pick-up and catch-up with work and in addition to that it is highly likely that we will continue to be dealing with Covid until late spring/early summer.

There are also significant changes to how the NHS may operate going forward, including how their constituent organisations will accelerate collaborative ways of working. This work and any legislative changes will primarily occur during 21/22, again impacting on the capacity of the Integrated Commissioning Officers time to support a review of the service.

The approval of a 2-year contract will ensure that an in-depth robust Option Appraisal/review can be undertaken, and Commissioning Managers will engage with

Sample D – Extension of Contract Page 5 Procurement as soon as possible in order to agree a timeline/options papers for this service moving forward. The Option Appraisal/review will be scheduled to be completed by January 2022 to if appropriate, allow sufficient time to put a redesigned service out to tender and again if appropriate give notice on this contract ensuring we remain Compact compliant.

The contract would be extended implementing Cabinet Office Guidelines Regulation 72, whereby contracts may be modified without a new procurement procedure.

Therefore, Procurement Board are requested to approve extending the contract for Information and Advice Services for a further 2 years (1 April 2021 to 31 March 2022).

BACKGROUND DOCUMENTS:

Report to Procurement Board 9 March 2016 – approval of contract for 3 years for Information and Advice Services 1 April 2016 to 31 March 2019 with an option to extend for a further year – 1 April 2019 to 31 March 2020 and a further year 1 April 2020 to 31 March 2021.

Report to Procurement Board 11 March 2020 – approval of final years contract for Information and Advice Services 1 April 2020 to 31 March 2021.

Report to Adult Services and Health and Wellbeing 4 February 2021

Report to Adult Commissioning Committee 10 February 2021

KEY DECISION:

Yes

DETAILS:

1.1 The purpose of the report is to request approval to extend the contract for Information and Advice Services which is currently delivered by Salford CAB for the period 1 April 2021 to 31 March 2023.

1.2 There is currently no provision within the current contract to extend the agreement further, however, this is requested to enable a full Option Appraisal / review to be undertaken regarding the future delivery of this service. Due to the impact of the COVID19 pandemic it has not been possible to undertake this appraisal in the final year of the contract (1 April 2020 to 31 March 2021) implementing Cabinet Office guidelines Regulation

Sample D – Extension of Contract Page 6 72, whereby contracts may be modified without a new procurement procedure.

1.3 The request for a 2-year extension in relation to this contract is to enable a robust review to take place lead by the Integrated Commissioning team. Covid has impacted on workload and strategic plans/actions and the fact that in many areas a year of work has been lost. Following a discussion at Adult Commissioning Committee it was acknowledged that we will need to use this next year to pick-up and catch-up with work and in addition to that it is highly likely the we will continue to be dealing with Covid until late spring/early summer.

There are also significant changes to how the NHS may operate going forward, including how their constituent organisations will accelerate collaborative ways of working. This work and any legislative changes will primarily occur during 21/22 again impacting on the capacity of the Integrated Officers time to support a review of this service.

1.4 A summary of services currently delivered under this contract by Salford CAB can be seen in Appendix 1

1.5 The Option Appraisal/review will be scheduled to be completed by January 2022 to if appropriate, allow sufficient time to put a redesigned service out to tender and again if appropriate give notice on this contract ensuring we remain Compact compliant.

2. Reason for extending the contract

2.1 A robust tendering process has previously taken place which explored all the following:

 Managing demand at a time of reducing resources.  Collaborative working with partners in the pursuit of excellence in the delivery of advice services in Salford.  Working with key partners and other services that deliver advice services, establishing strong working relationships to develop referral processes.  Effective targeting to reach all sections of the community in Salford particularly those communities who services have traditionally found hard to reach, for example BME communities.  Processes for people presenting with Debt (from issue to solution).  Future for the use of self-help and the use of online tools.  Social value, particularly providing opportunities for volunteers.  The ability to maximize access to and secure external funding:  The ability to deliver services across numerous categories of advice.  User involvement and person-centered planning.  Employment of a variety of outreach methods and engagement approaches appropriate to the needs and requirements of different communities and

Sample D – Extension of Contract Page 7 groups and to demonstrate that they are assertively outreaching to maximize engagement and service take up.

2.2 In 2016, the Salford advice services (Citizen’s Advice and MIND) and Salford City Council (SCC) in-house, Welfare Rights and Debt Advice service underwent a commissioner led review. The purpose of the review was to:

 Identify the current and future needs of Salford residents  Understand the different delivery models in the Local Authority in-house service and the external commissioned services.  Inform options / recommendations for the advice and information pathway experienced by local people  Provide a strategic framework for the provision of advice and information in Salford  Recommended the need for both a High Street service and the Councils in house Welfare Rights and Debt Advice Service

2.3 A key recommendation of the review was the alignment of all CAB contracts across the Council and the CCG with a need for both the services delivered by Salford CAB and the services delivered by the Councils in- house service. All contracts have now been aligned and the Citizens Advice contracts under the CCG have now been varied into the main contract for Information and Advice held by the Council. This includes the following contracts:

 Disabled Children and Expectant Families  Mental Health – Subcontracted to Mind in Salford.  Palliative Care (pooled budget)

As there is now one contract in relation to Information and Advice Services, single commissioner quarterly monitoring has also now been implemented and is led by the Council. This is proving to be more effective than the previous individual service monitoring arrangements.

2.4 Salford CAB currently delivers all the following and has continued to perform satisfactorily and deliver all KPI’s and outcomes as per the service specification

 A generic welfare rights and debt advice service accessible to all residents in the city  A service provider which is accredited, experienced and with a sufficiently strong brand to provide credible initial and specialist advice  Service provision set in the context of other advice needs such as employment, immigration, legal, relationships and family  A service provider capable of maximising levered resources such as volunteer and external funding  Increased demand for services due to the Covid19 pandemic

Sample D – Extension of Contract Page 8 2.5 The annual contract price for Information and Advice Services for High Street, Mental Health Disabled Children and Expectant Families is £277,133 with is funded from the Non-Integrated budget. However, there is further provision funded via the Integrated Budget of £288,593 in relation to Health and Social Care and Palliative Care.

2.6 Across all service areas, Salford CAB dealt with over 22,000 clients and 88,000 issues in 2019/2020 with many clients receiving life changing advice in the areas of:

 Universal Credit  Benefit Sanctions  Housing  Environment  Transport  Immigration

See appendices 2 and 3 for monitoring workbook for 2019-2020 and appendices 4 and 5 for monitoring in relation to Q2 of this financial year (2020-2021).

2.7 The Strategic Director will determine whether the service is to be decommissioned or, in consultation with the Corporate Procurement Team, will agree to undertake a compliant procurement process to re-let the contract by the end of the exception period.

3 Social Value

3.1 Salford CAB are currently one of the largest single volunteering organisations in Salford with approx. 60-80 volunteers working across the bureau at any one time, The national investment involved in training volunteer advisors with CAB is estimated to be worth £1600 per volunteer and the extensive programme also plays a significant part in meeting the city’s broader Worklessness and Volunteering Strategy.

3.2 CAB are a National Living Wage employer and ensure the same with any businesses and organisations they subcontract with.

3.3 CAB’s Volunteer Programme also provides a therapeutic work environment for a significant number of people with long term mental health, health of dependency problems with CAB acting as an intermediary into the regular workplace.

4 Option Appraisal/Review

The options appraisal stage allows a number of different delivery model options to be explored and evaluated against a set of agreed criteria, leading to the selection of the preferred option.

Sample D – Extension of Contract Page 9 To evaluate the delivery model options, 3 main themes for investigation will be used:

 desirability - the degree to which each option meets the strategic objectives and priorities of stakeholders  viability - the degree to which each option is financially viable and sustainable  feasibility - the degree to which each option can be implemented

These themes are mapped to specific criteria against which each option is evaluated. This leads to a final recommendation about the preferred delivery model which can then be taken forward to the business case.

As the current service has not been fully reviewed or tendered since 2012, an options appraisal provides the opportunity for Commissioners and Procurement to make an informed and evidence-based recommendation on how to deliver future Information and Advice Services. It does this by considering the relative advantages and disadvantages of a number of different delivery model options (including the current way in which the service is delivered).

This methodology assists to consider the relative desirability, viability, and feasibility of the different options, and to answer the following questions:

 are there better ways to achieve our objectives?  are there better ways to use the resources available?  is this the best way to achieve the desired outcomes?

An options appraisal can also be helpful in the following ways:

 Provides a clear outcome by identifying a preferred model of delivery, which can then be developed in greater detail  The process can be used to engage with key stakeholders and identify priorities from their perspective  It can raise difficult and important questions at an early stage

The Option Appraisal/Review process will encompass the following and will be informed by several different sources including:

 The case for change  The case for insourcing  Any requirements of the service functions  A deep dive into current referral process both into and out of the current service provider, including how many are face to face/telephone  Ensuring there is no duplication with the Councils Inhouse Services  Ensuring there is no duplication with external funding  Seeking a view from Elected Members regarding feedback of quality of the current services as provided by Salford Residents and users of the service

Sample D – Extension of Contract Page 10  An assessment of whether the Council has any statutory duty to provide any of the services that form the current contractual arrangements  An assessment of whether the services are in line with The City Mayors priorities.  Consultation with a selection of key stakeholders and service users.  Completion of Commissioning and Community Impact Assessment.  An evaluation of the service based on past performance.  Mapping services against areas of deprivation  The requirement to ensure we are fully compliant with T.U.P.E legislation if appropriate  Soft market testing to ascertain the unique provider status of the current provider if appropriate

It is also important to consider likely future funding levels by the council (including any savings targets), as well as any potential external funding opportunities that may exist.

KEY COUNCIL POLICIES:

 Salford Compact  Family Poverty Strategy  Financial Inclusion Strategy  Health Inequalities Strategy  Delivering services fit for people  Worklessness Strategy  Volunteering Strategy  VCSE Strategy  Anti-Poverty Strategy

EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS:

Not applicable at this Stage – Equality Impact Assessment will be completed as part of the review process.

ASSESSMENT OF RISK:

Low risk if the contract extension is approved. The extension will ensure that the service arrangements are maintained between Salford CAB and Salford City Council. Quarterly monitoring and evaluation of service provision will continue and an Option Appraisal including assessment of risk will be completed before the end of this contract extension.

SOURCE OF FUNDING:

Voluntary Sector Revenue Budget – Cost Centre S7053 & S8040

Sample D – Extension of Contract Page 11

LEGAL IMPLICATIONS: Submitted by Tony Hatton, Principal Solicitor 20.1.2021

The extension of the contract for Salford’s Information and Advice Services with CAB referred to in the report is requested to be put in place to ensure continuity of the services pending a full review and options appraisal, which has not been possible due to the covid-19 pandemic, but which is anticipated to be completed during the 2 year extension period.

It is an established principle that an existing public contract is capable of being extended, and an exception to the Council’s Contractual Standing Orders (CSO’s) may be approved by the Procurement Board to allow for contract extensions to be made where the original contract does not make provision for such an extension of the original term. There is, however, always a risk that any extension, if done outside of the usual tender process, or outside of the scope of CSO’s, could be subject to challenge by an aggrieved provider, on the basis that it ought to have been put out to tender and advertised in accordance with the Public Contract Regulations 2015 (PCR).

The risk of challenge increases in tandem with the value and proposed length of the contract. In this instance, as noted in the report, the proposed term is relatively short. To mitigate the risk, it could be argued that these proposals are merely a delay in the competitive process, not avoidance, whilst the Council looks to review the service and undertake an options appraisal once the covid-19 pressures ease. The extension with the existing provider with proven ability to meet the requirements of the service users would be argued to be more cost effective and efficient under the circumstances, in addition to the provision of continuity of support to the community.

In responding to COVID-19, the Council may enter contracts without competing or advertising the requirement so long as they are able to demonstrate that there is genuine reason for urgency and the events were unforeseeable. Cabinet Office guidelines (PPN02/21) reinforce Regulation 72 of PCR specifically sets out where contracts may be modified without a new procurement procedure.

The following conditions apply:

(i) the need for modification has been brought about by circumstances which a diligent contracting authority could not have foreseen. (ii) the modification does not alter the overall nature of the contract; and (iii) any increase in price does not exceed 50% of the value of the original contract or framework agreement.

This justification demonstrates that the decision to extend these particular contracts was related to the COVID-19 outbreak, and having has considered the circumstances in this matter and concluded that the recommendation to extend the services as described is considered to be of least risk and of most benefit to the Council.

Further reasons for approving the extensions are set out in the body of the report, and the risk of any challenge to the extension proposed could be described as low.

Sample D – Extension of Contract Page 12

FINANCIAL IMPLICATIONS: Submitted by Stephen Thynne, Strategic Finance Manager, Tel: 0161 778 0244 20.1.21

This report covers the requests for a 2-year extension from 1st April 2021 of the Information and Advice Services contract held by Salford CAB. The annual value of the contract is £565,726 and funding is part from the adult’s section of the integrated fund (£288,593) and part from the people adult’s revenue budget (£277,133).

PROCUREMENT IMPLICATIONS: Submitted by Christopher Conway, Procurement Category Manager, tel. 0161 686 6248 on 20.1.2021

Procurement acknowledge the contents of this report and confirms that time will be scheduled to undertake a re-tender exercise should a retender be the preferred option moving forward, it is noted that the rationale for approving the 2 year extension is in line Cabinet Office guidelines Regulation 72, whereby contracts may be modified without a new procurement procedure as the following conditions may apply:

 the need for modification has been brought about by circumstances which a diligent contracting authority could not have foreseen.

 the modification does not alter the overall nature of the contract.

 any increase in price does not exceed 50% of the value of the original contract or framework agreement This justification demonstrates that our decision to extend or modify this particular contract for an additional 2 years is related to the COVID-19 outbreak. Providers are struggling to maintain staffing levels during this outbreak and as we have no certainty as to whether the contract would be fulfilled so it seems sensible to extend the current arrangements for a further 2 years

HR IMPLICATIONS: Supplied by: N/A

CLIMATE CHANGE IMPLICATIONS: Supplied by: N/A

OTHER DIRECTORATES CONSULTED: The Clinical Commissioning Group will be fully consulted in relation to the Integrated Budget provision.

CONTACT OFFICER: Sandra Derbyshire TELEPHONE NUMBER: 0161 793 2570

Sample D – Extension of Contract Page 13 WARD(S) TO WHICH REPORT RELATE(S): All Wards

Sample D – Extension of Contract Page 14 Appendix 1

SUMMARY OF SERVICES DELIVERED BY CAB

High Street Service (Non-Integrated Funding)

The current investment relation to the High Street Service is £273,993 – located in Walkden, Swinton and Eccles Gateway, Irlam and Cadishead Library, and the Main office on Salford Precinct. A more recent development has been the introduction of delivering the services in Broughton HUB which make the service more accessible to the Jewish Community.

In 2019-2020 CAB has:

 Supported over 21,000 clients in relation to approx. 63,000 issues  As expected, clients are presenting with multiple issues that require information, advice, and interventions. Again, as expected benefits, and debt continues to be the highest areas of need  In terms of value for money, as a result of service provision in this service area there has been approx. £12.5m secured for Salford residents in benefit gains.

EXPECTANT FAMILIES - £3700 (Non-Integrated Funding)

 Based in Stott Lane library  Referrals mainly from Midwives, Langworthy cornerstone, word of mouth  75 families provided with a service at the end of Q4  Benefit gains of approx. £310k

DISABLED CHILDREN - £24,000 (Non-Integrated Funding)

 Delivered in High Street and Stott Lane Library  252 Clients provided with a service  Estimated £624k in benefit gains for clients  Benefits and tax credits are the highest area of need in relation to this service

MENTAL HEALTH - £55,928 (Non-Integrated Funding)

 Subcontracted to MIND in Salford  Delivered from Cromwell house, Ramsgate House, The Angel and Prescott House  Referrals mainly from within the units or advocacy, MH practitioners and MH drops in via VCSE’s  Often mind will already have relationships with clients due to the advocacy element of their service  Of the 389 of referrals 287 are mental health related related

Page 15 Health and Social Care £273,993 PA (Integrated Funding)

The current investment in this service area from the Integrated Budget is £273,993. This is a High Street Service providing provision of a recognised provider to support the preventative community resilience objective require by council policy and the Care Act.

 Over 12,000 issues dealt with in 2019/2020  Benefit gains of over £12m  Benefits and Tax Credits advice and information is the service area of highest demand

The Health and Social Care service is also delivered in 3 GP surgeries:

 Macmillan  Newbury Green  Sorrell Bank

In 2019/2020 the following service was delivered in GP’s surgeries:

 356 clients supported  1,300 issues supported with approx. 83% being benefit related being benefit related  Benefit gains £750k

Palliative Care £14,000 (Integrated Funding)

The current investment Palliative Care provision from the Integrated Budget is £14,600. This service is delivered from Stott Lane next to SRFT

In 2019/2020 this of element of the contract supported 311 clients with advice and information which has resulted in benefit gains of approx. £366K the demand being most significant for support in relation to attendance Allowance

Page 16 Citizen’s Advice Contract Monitoring Booklet CITIZEN’S ADVICE CONTRACT MONITORING BOOKLET Reporting Quarter: Q4 2019 Completed by: CE Contact Details: [email protected]

Contents

Reporting Area Page Case Studies NA Core Service 1 Health and Wellbeing 6 GP Provision 9 Demographics & Referrals (All Clients) 12 Volunteering, Marketing, Funding+ Partnerships 19 PCAS 21 EFAS 24 DFAS 27

CORE SERVICE

Total No of Clients Supported

Actual Target QTR 1 QTR 2 QTR 3 QTR 4 YTD 5,116 5,596 5,283 5292 21,287 16,000 to 21,200

CASE EXAMPLES DEMONSTRATING IMPACT AGAINST OUTCOMES (Core Contract)

1 Page 17 Citizen’s Advice Contract Monitoring Booklet

None this quarter due to COVID Pandemic

Types of Intervention Q4 2019

5% 15% Assisted Information Generalist Advice Case Work 81%

Types of Advice Q4 2019

Benefits & tax credits 1% 2% 2% 0% 1% Universal Credit 2% 3% Consumer goods & services Debt 4% Discrimination 35% Education 9% Employment Financial services & capability 2% Health and community care 1% Housing Immigration & asylum 7% Legal Other 0% Relationships & family Tax 0% 12% 18% Travel & transport Utilities & communications Bereavement 1%

Issues Supported

Issue Type QTR 1 QTR 2 QTR 3 QTR 4 YTD Annual Target Benefits + Tax 22,000 Credits 5039 6,045 5,655 5,612 22,351 Universal TBC Credit 2041 1,627 1,657 1,969 7,294 Consumer 600 Goods + Services 175 166 188 164 693 Debt 3014 3,604 3,462 2788 12,868 12,000

2 Page 18 Citizen’s Advice Contract Monitoring Booklet

Discrimination 39 39 42 67 187 TBC Education 66 87 95 79 327 170 Employment 2,700 726 867 720 1,170 3,483 Financial 500 Services + Capability 144 166 174 167 651 Health and 1,500 Wellbeing 338 390 363 277 1,368 Housing 1265 1,372 1,282 1,346 5,265 2,650 Immigration, 550 Asylum and Nationality 414 457 523 549 1,943 Legal 256 383 319 347 1,305 1,000 Other eg charity/food 153 159 169 205 686 Relationships + 1,300 Family 390 585 389 480 1,844 Tax 148 134 161 144 587 300 Travel and 400 Transport 255 271 270 235 1,031 Utilities and 700 Communication 177 188 211 240 816 Bereavement 75 96 80 70 321 200 Diagnosis of 200 LTC Total 14,715 16,636 15,760 15,909 63,020 Narrative as needed:

As last quarter the top 5 issues are Benefits, Debt, Universal Credit , Housing and Employment. Employment is up 62% compared to Q3

Average Waiting Times 2019

Average Waiting Time Longest Wait QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4

Case Work 3 - - - 10 - - - Generalist Advice 2 - - - 6 - - - Assisted Information Same Same Same Same Same Same Same Same day day day day day day day day Narrative as needed: We are unable to provide data due to changes to the booking system, which now doesn’t report ‘next available appointments’ or ‘client choice’

Benefit Gains ALL %

3 Page 19 Citizen’s Advice Contract Monitoring Booklet

Q4

OTHER egBereave,SRP Passported Help Localised Welfare SA Carers Allowance Pension Credit Child Benefit Working / Child Tax Credits Attendance Allowance Personal Independence Payment Q4 Disability Living Allowance Council Tax Reduction Housing Benefit Income Support Employment & Support Allowance Universal Credit Job Seekers Allowance

0% 5% 10% 15% 20% 25% 30% 35% 40%

Benefit Gains (£)

QTR 1 QTR 2 QTR 3 QTR 4 YTD New Style JSA £4,816 £32,310 £46,939 £62,573 £146,638 Universal Credit £759,754 £593,439 £768,801 £816,831 £2,938,826 New Style ESA £445,387 £418,248 £438,540 £485,397 £1,787,573 Income Support £9,599 £1,871 £3,424 £3,899 £18,793 Housing Benefit £83,474 £124,601 £97,034 £47,219 £315,195 Council Tax Reduction £55,059 £50,663 £46,041 £33,719 £185,483 Disability Living Allowance £59,773 £87,328 £52,373 £12,297 £211,772 Personal Independence Payment £1,170,459 £1,453,599 £1,091,671 £978,615 £4,694,344 Attendance Allowance £258,517 £167,051 £205,187 £170,140 £800,896 Working / Child Tax Credits £31,053 £41,983 £14,113 £27,134 £114,284 Child Benefit £22,458 £28,137 £48,036 £43,766 £142,398 Pension Credit £211,059 £164,315 £114,254 £100,594 £590,223 Carers Allowance £75,054 £42,592 £36,300 £36,142 £190,089 Localised Welfare £7,708 £4,999 £6,210 £2,818 £18,305 Passported Help £12,398 £6,132 £8,493 £0.00 £27,023 OTHER eg Bereave,SRP £128,388 £82,177 £117,200 £80,244 £408,009

4 Page 20 Citizen’s Advice Contract Monitoring Booklet

Total £3,334,955 £3,299,446 £3,094,616 £2,901,397 £12,589,850 Narrative as needed: Localised Welfare increased this quarter due to an increase in DHP assistance

Debts Written Off 2019

Amount Issue QTR 1 QTR 2 QTR 3 QTR 4 YTD Target £458,441 £802,208 £317,396 £484,805 £2,062,850

Other Gains/ Added Value

Amount Issue QTR 1 QTR 2 QTR 3 QTR 4 YTD Target Consumer £885 Redress £860 £2,259 £3,020 £7,024 Employment Pay £2,500 £46,781 and Entitlements £19,097 £12,904 £12,280 Immigration – £0 £550 Asylum support £0 £0 £550 Other Health/Care £369 £7,533 Charges £1,030 £3,218 £2,916 Tax (incl Council) £12,035 £2498 £6,588 £4,426 £25,547 Charitable grant £1,729 £17,738 +Food £2,749 £5166 £8,094 Housing Deposit £4,374 £13,374 Reimbursement £6,900 £0 £2,100 Relationships £3,960 £1500 £5,400 £0 £10,860 Legal/Court Fees £2,480 £0 £0 £0 £2,480 Travel £150 £2820 £1,384 £1,105 £5,459 Total £49,261 £30,365 £42,332 £15,388 £137,346

Training Courses and Workshops

None this quarter

HEALTH AND WELLBEING / CARE ACT

5 Page 21 Citizen’s Advice Contract Monitoring Booklet

Types of Intervention Q4 2019

1%

Assisted Information 46% Generalist Advice 53% Case Work

OUTCOMES (HEALTH AND WELLBEING) + No of Clients Supported.

Outcomes Actual YTD Target QTR 1 QTR 2 QTR 3 QTR 4 1. Increase client choice and control in health and social care provision 25 34 17 12 88 2. Improve client’s general health and wellbeing 491 572 334 240 1,637 3. Decrease social isolation and improve ability to take part in daily life 1 02 44 61 34 139 4. Reduction on reliance on statutory health and social care services 14 6 6 6 32 5. Improve physical health by enabling clients to receive social care and health support, advice and information 8 5 12 12 37 6. Enable clients to live in their usual place of residence – cumulative effect of outcomes above. 495 270 305 213 1,283 Total 933 931 735 517 3,116

Types of Advice Q4 2019

6 Page 22 Citizen’s Advice Contract Monitoring Booklet

1% 1% 2% Benefits & tax credits 1% 1% 2% 1% 3% Universal Credit

Employment

14% Relationships & family

Health and community care

Housing

Legal

74% Other

Tax

Travel & transport

Health and Wellbeing Issues Supported

Issue QTR 1 QTR 2 QTR 3 QTR 4 YTD Target by Year Benefits + Tax Credits 2,264 2,031 2,104 1925 8,324 Universal Credit 571 412 425 362 1770 Consumer Goods + Services 13 8 7 9 37 Debt 18 21 12 8 59 Discrimination 5 9 7 5 26 Education 6 2 6 3 17 Employment 32 33 19 14 98 Financial Services + Capability 13 5 37 8 63 Health and Wellbeing 156 151 97 79 483 Housing 81 74 42 34 231 Immigration, Asylum and Nationality 8 10 13 4 35 Legal 22 19 19 19 79 Other eg charity/food 27 24 22 43 116 Relationships + Family 25 23 11 12 71 Tax 25 12 40 12 89 Travel and Transport 83 65 80 58 286 Utilities and Communication 8 20 13 4 45 Bereavement 17 17 8 11 53 LTC’s Total 3,374 2,936 2,962 2,610 11,882

7 Page 23 Citizen’s Advice Contract Monitoring Booklet

Health and Wellbeing Average Waiting Times

Average Waiting Time Longest Wait QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4

Working days 3 1.5 3.75 - 7 6 8 -

Narrative as needed: Data shows average waiting times from the date of contact by external referrers in period

Benefit Gains (£) HWB

QTR 1 QTR 2 QTR 3 QTR 4 YTD New Style JSA £1,015 £0 £12,435 £0 £13,450 Universal Credit £379,564 £206,728 £289,985 £131,389 £1,007,666 New Style ESA £252,240 £217,449 £276,317 £267,046 £1,013,052 Income Support £5,210 £1,871 £0 £3,899 £10,980 Housing Benefit £32,412 £38,020 £26,336 £6,885 £103,653 Council Tax Reduction £32,907 £20,757 £19,436 £11,899 £84,999 Disability Living Allowance £55,215 £46,693 £48,892 £7,740 £158,540 Personal Independence £3,357,707 Payment £817,369 £894,245 £903,114 £742,979 Attendance Allowance £222,852 £149,110 £169,545 £144,299 £685,806 Working / Child Tax £22,052 Credits £14,123 £0 £3,640 £4,289 Child benefit £7,868 £3,942 £10,004 £712 £22,526 Pension Credit £136,979 £78,561 £52,615 £64,041 £332,196 Carers Allowance £42,340 £21,961 £24,064 £11,174 £99,539 Localised Welfare £3,472 £2,659 £570 £0 £6,701 Passported Help £10,716 £6,132 £7,751 £0 £24,599 Other eg Bereave, SRP £20,281 £49,956 £37,238 £3,981 £111,456 Total £2,034,563 £1,738,084 £1,881,942 £1,400,333 £7,054,922 Narrative as needed:,

8 Page 24 Citizen’s Advice Contract Monitoring Booklet

GP Provision

Total No of Clients Supported

Name of GP Surgery QTR 1 QTR 2 QTR 3 QTR 4 YTD TGT

MacMillan 29 24 21 32 106 Newbury Green 41 42 35 34 152 Sorrel Bank 28 28 25 17 98 Total 98 94 81 83 356 Narrative as needed:

Types of Intervention Q4 2019

2%

Assisted Information 48% Detailed Advice 48% Case Work

Types of Advice Q4 2019

1% 2% 1% 2% Benefits & tax credits 1% Universal Credit 1% 2% 6% Debt 2% Employment

Health and community care

Housing

25% 58% Immigration & asylum

Legal

Other

Travel & transport

Utilities & communications

9 Page 25 Citizen’s Advice Contract Monitoring Booklet

GP Issues Supported

Issue Type QTR 1 QTR 2 QTR 3 QTR 4 YTD Annual Target Benefits + Tax 847 Credits 188 272 202 185 Universal 197 Credit 45 24 50 78 Consumer 1 Goods + Services 0 0 1 0 Debt 6 5 5 6 22 Discrimination 1 0 0 0 1 Education 1 2 1 0 4 Employment 3 5 2 2 12 Financial 10 Services + Capability 2 5 2 1 Health and 41 Wellbeing 8 12 16 5 Housing 4 13 26 19 62 Immigration, 15 Asylum and Nationality 6 6 0 3 Legal 1 6 1 2 10 Other eg 13 charity/food 4 3 0 6 Relationships + 5 Family 2 1 2 0 Tax 1 2 7 0 10 Travel and 29 Transport 9 9 6 5 Utilities and 14 Communication 0 7 2 5 Bereavement 0 0 0 0 0 LTC’s 0 Total 281 372 323 317 1293

Average Waiting Times 2019

GP Average Waiting Time Longest Wait Target QTR QTR 2 QTR QTR QTR QTR QTR QTR 4 1 3 4 1 2 3 Sorrel, Newbury 0 - - - 5 - - - MacMillan

Narrative as needed:

10 Page 26 Citizen’s Advice Contract Monitoring Booklet

We are unable to provide data due to changes to the booking system, which now doesn’t report ‘next available appointments’ or ‘client choice’

Benefit Gains (£) GP

QTR 1 QTR 2 QTR 3 QTR 4 YTD Job Seekers Allowance 0 0 £0 £0 £0 Universal Credit £35,367 £21,169 £28,817 £57,150 £142,503 Employment & Support Allowance £28,112 £37,526 £11,165 £48,071 £124,874 Income Support 0 0 £0 0 £0 Housing Benefit 0 £7,167 £0 0 £7,167 Council Tax Reduction £3,303 £2,346 £0 £1,392 £7,041 Disability Living Allowance 0 0 £3,481 0 £3,481 Personal Independence Payment £121,819 £128,361 £51,228 £31,307 £332,715 Attendance Allowance £24,273 £9,157 £13,674 £9,116 £56,220 Working / Child Tax Credits £3,355 £3,164 £0 £0 £6,519 Child Benefit 0 £3,229 £0 £0 £3,229 Pension Credit £7,193 0 £14,952 £0 £22,145 Carers Allowance £5,260 0 £0 £0 £5,260 Localised Welfare 0 0 £0 £0 £0 Passported Help 0 0 £0 £0 £0 OTHER eg Bereave,SRP £10,021 £8,414 £10,109 £16,662 £45,206 Total £238,703 £220,532 £133,426 £163,698 £756,360 Narrative as needed:

11 Page 27 Citizen’s Advice Contract Monitoring Booklet

Demographics (All Clients)

Clients Supported by Gender Q4 2019

3%

Female Male 46% 51% prefer different term

12 Page 28 Citizen’s Advice Contract Monitoring Booklet

Clients Supported by Age Profile Q4 2019

1% 1% 1% 15-19

2% 2% 6% 20-24 4% 25-29 5% 10% 30-34 35-39

8% 40-44 45-49 11% 50-54 55-59 10% 60-64 65-69 11% 70-74

10% 75-79 80-84 9% 9% 85-89 Not Recorded

13 Page 29 Citizen’s Advice Contract Monitoring Booklet

Ethnicity Q4 2019

Asian or Asian British – Indian

Asian or Asian British – Other

Asian or Asian British – Pakistani

Black or Black British – African 1% 1% 2% 1% 1% Black or Black British – Caribbean 6% 1% 1% 1% 27% Black or Black British – Other 2% Mixed – White & Black African

Mixed – White & Black Caribbean

Other – Any Other

6% Other – Arab 0% 2% 1% White – British 46%

White – English

White – Irish

White – Northern Irish

White – Other

Not recorded/not applicable

14 Page 30 Citizen’s Advice Contract Monitoring Booklet

Self-Defined As Disabled Q4 2019

Disabled 16% 11% Long-Term Health Condition 31% Not disabled/no health problems 42% Unknown/withheld

Religion Q4 2019

1% 0% 2% Any other religion 1% Buddhist

Christian - Catholic 20% Christian - Protestant

0% Christian (any denominations) 1% 4% Hindu 57% Jewish

14% Muslim

No religion

Not recorded/not applicable

15 Page 31 Citizen’s Advice Contract Monitoring Booklet

By Ward QTR 4 2019

Not Known/ NFA Adviceline Worsley Winton Weaste and Seedley Walkden South Walkden North Swinton South Swinton North Pendlebury Ordsall Little Hulton QTR 4 Langworthy Kersal Irwell Riverside Irlam Eccles Claremont Cadishead Broughton Boothstown and Ellenbrook Barton

0% 2% 4% 6% 8% 10% 12%

Additional narrative on demographics if needed:

16 Page 32 Citizen’s Advice Contract Monitoring Booklet

ALL Referral IN Q4 2019 QTR 4

Other

MacMillan Info Centre

Primary Care Network

Social Prescribing External SRFT Other specialist Referrals

AGE UK Salford

SRFT Discharge Social Work Team

SRFT Clinical Nurse Specialist

0 10 20 30 40 50 60

Narrative as necessary: In quarter 4 there were 74 formal external referrals received. This is in addition to the ongoing commitments with our outreach partners- Macmillan Information Centre, Age UK Salford, GP practices ( Sorrel Group and Newbury Green) ‘Other’ includes Supported Tenancies, and health professionals outside Salford.

17 Page 33 Citizen’s Advice Contract Monitoring Booklet

Referrals Out Q4 2019 Table 1

LOCALISED WELFARE -Discretionary Housing Payment

LOCALISED WELFARE- Domestic Services/Utilities

CHARITIES: Food Non Emergency

CHARITIES:Domestic goods/appliances

CHARITIES:Food Emergency

0 5 10 15 20 25 30

Referrals Out Q4

18 Page 34 Citizen’s Advice Contract Monitoring Booklet

Table 2

HEALTH COMMUNITY - Primary Care Mental Health (GP)

LOCALISED WELFARE -HB /CTR

HEALTH ACUTE - Hospital

ADULT CARE -Care Act Assessment / Review

HEALTH COMMUNITY - Primary Care (GP)

CHARITIES: Age

SPEC ADVICE- Business Debt

MEDICATION-Employment

SPEC ADVICE - Consumer

ADULT CARE- Occupational Therapy

0 2 4 6 8 10 12 14 16 18 20

Signposts Out

Narrative as necessary: 109 External Referrals were made in Q4 in 19 different categories. For Top 5 referrals out , see table 1 .

192 External Signposts were made in Q4 in over 40 different categories. For Top 10 Signposts out , see table 2 .

19 Page 35 Citizen’s Advice Contract Monitoring Booklet

VOLUNTEERING

Total No Volunteers

QTR 1 QTR 2 QTR 3 QTR 4 YTD Annual Target No Volunteer 34 39 48 41 162 70 Opportunities Offered Total Number of 67 65 71 75 278 Volunteers New Volunteers Inducted 10 5 9 10 34 Volunteers Accessing 67 65 71 72 275 70 Training and Support Volunteers Moving on to 4 2 5 - 11 TBC Training / Employment Total Volunteer Hours 6,968 6760 7384 7800 28,912 30,000

Additional narrative on referral sources / referrals out if needed:

MARKETING

QTR 1 QTR 2 QTR 3 QTR 4 YTD Annual Target No of Website Hits 13,743 14,286 12,586 16,082 56,697 Translation of Website 76 91 182 131 480 Sessions Narrative including: .

FUNDING

Please give details of any other funding sources applied for and secured: None

SAFEGUARDING

Please give brief details of any safeguarding issues:

No issues

20 Page 36 Citizen’s Advice Contract Monitoring Booklet

PARTNERSHIP WORKING

Quarter 4 Policy and campaigns update:

 Mayor’s inclusive economy strategy writing group;  Meeting with Greater Manchester Health and social care partnership – to progress recent conference event;  Meeting with new director of public health;  Meeting with CCG to discuss ‘Lambeth Model’ role out;  Ongoing members of City’s Living Wage campaign group – Cllr. Hinds;  Attendance at Civic Holocaust memorial;  Meeting with City’s Regulatory Services;  Hosting Food Share Network meeting;  Second version of Feeding Salford Plan drafted;  Support for Salford Food Bank – trustees;  Holiday Hunger Group;  Support to council in drafting Dept. of Education Bid;  Support for ceremonial mayor’s charity – Red Box;  Successful re-accreditation of Advice services quality marking;  Successful National Association of Cabx membership audit;  Liaison meeting with GM Law Centre;  Input to review of City Mayor anti-poverty strategy annual review;  GM Social Prescribing insight event;  Meeting with (Salford University) head of school – law and business;  Meeting with (Salford University) lead for corporate involvement;  Speaking at Council monthly networking event;  Membership of City Council Food Hub Steering Group;  Partnership with CVS and Food Share to establish and run Food Crisis Response Fund;  Distribution of circa £40k in Food Crisis Response Grants;  Support to new Baby Bank;  Work to secure corporate investment to support school holiday (primary school’s) project;  Emergency support to Food Banks – over funding;  Emergency support to food banks via client triage system;  Signing up to national partnership with Trussell Trust network;  Work to support GM Citizens Advice over establishment of new out of hour’s service;  Work with to support Spirit of Salford establishment – and ongoing support;

 Work in response to council’s request with corporate sponsor to win £30K investment;  Implementation of emergency contingency call centre and virtual call centres.

21 Page 37 Citizen’s Advice Contract Monitoring Booklet

SATISFACTION AND FEEDBACK

QTR 1 QTR 2 QTR 3 QTR 4 YTD Annual 2018 TGT Satisfaction surveys completed 402 393 402 - 1,197 5,000 Satisfaction rating 96% 98% 97.5% - 97% 90% average Complaints* Complements* Please provide additional narrative below as needed: cannot access feedback questionnaire during lockdown.  Complaints -

PCAS SERVICE (Palliative Care)

Clients Supported

Actual Target QTR 1 QTR 2 QTR 3 QTR 4 YTD 70 65 82 94 311 300

22 Page 38 Citizen’s Advice Contract Monitoring Booklet

Ward Q4 2019

Worsley Winton Weaste and Seedley Walkden South Walkden North Swinton South Swinton North Pendlebury Ordsall Little Hulton Langworthy QTR 4 Kersal Irwell Riverside Irlam Eccles Cadishead Broughton Boothstown and Ellenbrook Barton Other/NR

0% 2% 4% 6% 8% 10%

Types of Intervention/ Work Level q4

1%

Assisted Information 48% Generalist Advice 51% Casework

23 Page 39 Citizen’s Advice Contract Monitoring Booklet

Issues PCAS Q4 2019

1% Benefits & tax credits 3% 10% Benefits Universal Credit 4% 4% Health & community care

Other

Travel & transport 79%

Utilities & communications

Benefit Gains (£) PCAS Q4 2019

QTR 1 QTR 2 QTR 3 QTR 4 YTD New Style JSA 0 £0 £5,210 £0 £5,210 Universal Credit 0 £0 £0 £4,034 £4,034 New Style ESA 0 £29,874 £6,302 £0 £36,176 Income Support 0 £0 £0 £0 Housing Benefit 0 £9,880 £0 £3,625 £13,505 Council Tax Reduction 0 £921 £574 £1,526 £3,021 Disability Living Allowance 3351 £3,351 £0 £0 £6,703 Personal Independence Payment 7740 £40,035 £17,073 £47,207 £112,055 Attendance Allowance 47140 £45,536 £18,232 £41,022 £151,930 Working / Child Tax Credits 0 £10,832 £0 £0 £10,832 Child benefit 0 £3,182 £0 £0 £3,182 Pension Credit 0 £8,957 £0 £6,026 £14,983 Carers Allowance 0 £3,440 £0 £1,880 £5,320 Localised Welfare SDSS 0 £0 £0 £0 £0 Passported Help 0 £0 £0 £0 £0 Other eg Bereave, SRP 0 £0 £0 £0 £0 Total 58,231 £156,009 £47,391 £105,320 £366,951

24 Page 40 Citizen’s Advice Contract Monitoring Booklet

Waiting Times / Non- Cancer

PCAS Average Waiting Time Longest Wait Target QTR QTR 2 QTR QTR QTR QTR QTR QTR 4 2019 1 3 4 1 2 3

2 1.8 2 2.4 6 8 5 8 5

Non Cancer Diagnosis 3% 11% 7% 4% 5%

Narrative as needed:

In Q4, the longest wait was due to client needing a ward visit .

Total number of referrals was 52

Quality Of Life Feedback

Not available.

EFAS SERVICE

Clients Supported

Actual Target QTR 1 QTR 2 QTR 3 QTR 4 YTD 41 24 30 21 116 75

25 Page 41 Citizen’s Advice Contract Monitoring Booklet

Local Authority Ward Q4 2019

Weaste and Seedley

Walkden North

Swinton South

Swinton North

Pendlebury

Little Hulton

Kersal QTR 4

Irlam

Eccles

Claremont

Cadishead

Broughton

Barton

0% 5% 10% 15% 20% 25% 30% 35%

Types of Intervention/ Work Level Q4 2019

36% Assisted Information

Generalist Advice 64%

26 Page 42 Citizen’s Advice Contract Monitoring Booklet

Issues EFAS Q4 2019

2% 1% *Benefits & tax credits 3% 4% Benefits Universal Credit

12% Employment 45% Health & community care

Housing

33% Immigration & asylum

Tax

Benefit Gains (£) EFAS

QTR 1 QTR 2 QTR 3 QTR 4 YTD New Style JSA 0 £0 £0 £0 £0 Universal Credit £67,925 £29,667 £34,437 £27,183 £159,211 New Style ESA 0 £0 £0 £0 £0 Income Support 0 £0 £0 £0 £0 Housing Benefit £2,603 £0 £0 £0 £2,603 Council Tax Reduction £28 £0 £1,206 £0 £1,234 Disability Living Allowance 0 £0 £0 £0 £0 Personal Independence Payment £3,052 £0 £0 £0 £3,052 Attendance Allowance 0 £0 £0 £0 £0 Working / Child Tax Credits £12,539 £0 £0 £0 £12,539 Child benefit £21,772 £5,039 £5,729 £0 £32,539 Pension Credit 0 £0 £0 £0 £0 Carers Allowance 0 £0 £0 £0 £0 Localised Welfare SDSS £40 £0 £0 £0 £40 Passported Help £1,786 £322 £1096 £104 £3,309 Other eg Bereave, SRP £34,389 £16,097 £31,372 £13,648 £95,506 Total £144,134 £51,125 £73,840 £40,935 £310,034 Narrative as needed: Gains in ‘other’ category consist of Statutory Maternity payments , Maternity Allowance, Maternity Grants and Healthy Start vouchers.

27 Page 43 Citizen’s Advice Contract Monitoring Booklet

Waiting Times

EFAS Average Waiting Time Longest Wait Target QTR QTR 2 QTR QTR QTR QTR QTR QTR 4 2019 1 3 4 1 2 3

5 - - - 9 - - -

Narrative as needed:

We are unable to provide data due to changes to the booking system, which now doesn’t report ‘next available appointments’ or ‘client choice’

DFAS SERVICE (Disabled Children)

Clients Supported Q4 2019

Actual Target QTR 1 QTR 2 QTR 3 QTR 4 YTD 77 69 53 53 252 200

28 Page 44 Citizen’s Advice Contract Monitoring Booklet

Local Authority Ward Q4 2019

Worsley Winton Weaste and Seedley Walkden South Swinton South Swinton North Pendlebury Ordsall Little Hulton Langworthy Kersal QTR 4 Irwell Riverside Irlam Eccles Claremont Cadishead Broughton Boothstown and Ellenbrook Barton Other

0% 2% 4% 6% 8% 10% 12% 14% 16%

Types of Intervention/ Work Level Q4 2019

7%

Assisted Information 49% Generalist Advice 44% Case Work

29 Page 45 Citizen’s Advice Contract Monitoring Booklet

Issues DFAS Q4 2019

1% 1% 2% Benefits & tax credits 5%

Benefits Universal Credit

21% Health & community care

Education

70% Other

Travel & transport

Benefit Gains (£) DFAS 2019

QTR 1 QTR 2 QTR 3 QTR 4 YTD New Style JSA 0 £0 £0 £0 £0 Universal Credit £13,468 £65,041 £23,601 £52,910 £155,020 New Style ESA £0 £0 £0 £0 £0 Income Support £0 £0 £0 £0 £0 Housing Benefit £0 £3,670 £3,956 £0 £7,626 Council Tax Reduction £0 £1,539 £1,023 £875 £3,437 Disability Living Allowance £61,969 £94,131 £59,440 £112,100 £327,640 Personal Independence Payment £9,960 £11,344 £0 £3,052 £24,356 Attendance Allowance £0 £0 £0 £0 £0 Working / Child Tax Credits £12,870 £20,597 £0 £19,741 £53,208 Child benefit £0 £0 £0 £0 £0 Pension Credit £0 £0 £1,916 £0 £1,916 Carers Allowance £710 £24,079 £3,440 £17,192 £45,421 Localised Welfare SDSS £0 £0 £0 £0 £0 Passported Help £0 £0 £0 £0 £0 Other eg Bereave, SRP £0 £4,530 £1,029 £0 £5,559 Total £98,977 £224,931 £94,405 £205,870 £624,183 Narrative as needed:

30 Page 46 Citizen’s Advice Contract Monitoring Booklet

Waiting Times

DFAS Average Waiting Time Longest Wait Target QTR QTR 2 QTR QTR QTR QTR QTR QTR 4 2019 1 3 4 1 2 3

3 - - - 7 - - - 5

Narrative as needed

We are unable to provide data due to changes to the booking system, which now doesn’t report ‘next available appointments’ or ‘client choice’

31 Page 47 This page is intentionally left blank Welfare Rights and Debt Advice Service 2019 - 2020 Q4 January – March 2020

Page 49 Overview 180 Client 160 Work Type 140 25 38 66 34 120 46 67 37 100 59 Neither 39 80 Benefits only 113 99 60 102 79 Benefits & Debt 83 84 47 75 47 40 Debt only

20 26 22 26 12 14 18 13 14 0 9 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20

180 New & 160 18 Continuing 8 11 140 6 24 10 22 Clients 14 28 21 12 11 120 23 22 13 7 21 100 11 Returning Client

80 New Clients

60 118 125 125 121 Continuing Clients 110 109 110 94 100 40

20

0 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20

Current Service Themes

Due to COVID-19, the services have become quieter within the last month. We are contacting the outreaches on a regular basis to check if clients need advice and offering services over the phone. Referrals are still being made to us direct from clients, through Meadowbook, earlyPage interventions 50 and other services. Case Study 1

We helped a client who needed advice regarding dealing with her debts. The client had been diagnosed with depression and had to stop work due to this. She had, whilst working, entered into an IVA for her debts which totalled £34000 but due to stopping work she was no longer able to afford the payments towards the IVA and wanted advice regarding other options for dealing with the debts.

The client had applied for Universal Credit and we advised her about asking to be assessed for limited capability for work and work related activity and also assisted her to apply for Personal Independence Payment to help increase income. She was assessed as having limited capability for work related activity and her Universal Credit Payments increased and also awarded Personal Independence Payment Standard Daily Living component.

We discussed options in full for our client’s debts as she could no longer manage the payments towards the IVA and she chose to apply for bankruptcy to deal with her debts. We helped her to start the application and she felt empowered after advice to complete this herself online. Her bankruptcy was approved and she contacted us to thank us for all the advice and she felt that she had taken back control of her financial situation.

Case Study 2

We also assisted a client who was being pursued for a debt of £1500 dating back to 2005. The debt was with the Halifax and the client had not heard from them in over ten years, nor made any payments. We advised the client on the rules regarding statute barring and sent out a statute barred letter to the creditor on his behalf which resulted in the company agreeing to no longer pursue him for the debt.

Notable successes

We helped a client who had been refused Personal Independence Payment. The client is a single person and lives alone and in receipt of Employment and Support Allowance. He had been diagnosed with Bi Polar Disorder and Epilepsy and his health conditions had a big impact on him. The clients claim was refused and he scored no points after attending the face to face assessment. We completed a mandatory reconsideration for him, which resulted in the same decision and then an appeal. The clients appeal was successful and he was awarded the standard daily living component and the enhanced mobility component. This was backdated 18 months for the client and is over £14000 in backdated benefits and a monthly increase in income of £784 per month.

Page 51 Client Outreach Shared Clients 90 with Advocacy 79 80 3% 69 1% 70 60 8% 50 46 Advocacy (IMHA) 40 36 30 22 21 17 Advocacy (Care Act) 20 10 8 10 2 3 88% 0 Advocacy (Community)

Not Shared

Salford Ward

Worsley 56 Winton 7 12 Weaste & Seedley 22 33 Walkden South 3 Walkden North 6 11 Swinton South 1011 Swinton North 4 7 Pendlebury 11 14 Outside Salford 16 20 Ordsall 1415 Little Hulton 12 14 Langworthy 18 22 Kersal 6 9 Irwell Riverside 14 18 Irlam 6 11 Eccles 55 Claremont 3 Cadishead 3 5 Broughton 29 36 Boothstown & Ellenbrook 1 Barton 8 11 0 10 20 30 40 50 60

ThisPage Quarter 52Last Quarter Comorbidity 325 300 287 275 250 225 200 175 150 125 100 74 75 50 15 25 4 0 7 2 0 Autism Dementia Learning Mental Health None Physical Sensory Spectrum Type of Mental Health Issue

0 20 40 60 80 100 120 140 0% 5% 10% 15%

Depression 123 Depression 12%

Anxiety 87 Anxiety 14%

Bipolar 38 Bipolar 2%

PTSD 28 PTSD 3% Personality 27 Personality Disorder 4% Disorder Schizophrenia 59 Schizophrenia 2%

*ADHD 5

Incidence in general population *Low Mood 51 (for comparison) Sources: HSCIC Household survey & National SAD / SABD 0 Mind, home-based only

Other 45

None 14 Page 53 0% 0% Client Gender Client Age 1%2% 10% 15% Male 18-29 8.5% 25.7% 30-44 45% 16.3% Female Inset: 33% 45-59 55% 22.8%Salford Other/transgender 26.6% 60-74

39% 75+ Unknown / No Answer Unknown / No Answer

Client Ethnicity Client Religion

Christian 1% 4% White British 28% 2% White Irish 30% None 3% White Other Jewish Inset: Inset: 7% Mixed (All) Muslim 77% 2% Asian (All) 1% Salford Buddhist Salford 0%0%2% 4% 1% Black (All) Hindu Other 38% Other Religion Unknown / No Answer Unknown / No Answer

Client Sexuality Employment 2% 5% Status 4%1%2% 11% Bisexual 28% Employed Gay/Lesbian Inset: Unemployed Heterosexual 0% Salford Retired

Other Student 82% Unknown / No Unknown / No 65% Answer Answer

Self Define Client as Disabled Case Status

20%

Yes 35% Active 50%

No 23% 57% Closed

Page 54 15% Unknown / No Open Answer Type of Debt Advice Given

0 50 100 150 200 250

Use of credit products 20

Drawing up a budget 110

Ways of dealing with debts or arrears 225

Increasing income 179

Ways of dealing with creditors 104

Reducing money spent 62

Reducing household bills 67

Who to contact for help with debts 97

Referral for financial capability advice 55

Saving for the futire 35

None of the above

Type of Benefits Discussed

0 20 40 60 80 100 120 140 160

Carer's Allowance 5

Child Tax Credit 6

Council Tax Benefit 68

ESA 134

Guaranteed Pension Credit 10

Housing Benefit 59

Income Support 4

JSA (Income Based) 1

Other Benefit 38

PIP / Attendance Allowance 121

Universal Credit 56

Working Tax Credit 6 Page 55 Monetary Outcomes

Type Total Clients Average Value Debts Managed £92,500 3 £30,833 Debts Written Off £53,583 6 £8,931 Lump Sums Received £42,674 8 £5,334 Monthly Benefits Received £12,976 pcm 32 £405.50 pcm

Additional Benefits

ESA 2 PIP / Attendance Allowance 23 Housing Benefit Carers Allowance Child Tax Credits Income Support Council Tax Benefit Universal Credit 7 Guaranteed Pension Credit 1 Other Benefit 1

Staff Training and Development

Training completed: Online courses in Universal credit and insolvency, advising clients with gas and electricity debt. Vulnerability mental health and debt face to training. Also a number of other wiser adviser courses. Page 56 Page 57 Page

Contents: Overview of Q2 2020: Responding to Covid p2

Client, Issues and Financial Outcomes p3

Impact Of Advice p8

Case Studies p12

Volunteers and Staff p20

Partnership and development work p23

Health Projects p25

1 Overview of Q2 2020: Continuity during Covid

This quarter’s report will focus on how CAS have continued to respond to Covid 19. We have been working hard to respond to demand on the telephone advice line and expect to increase capacity by formation of a single call centre to be based at Hope Library. We hope to be in situ with a team of volunteer telephone assessors and advisers by January 2021.

We saw 4,458 clients in Q2 2020, and dealt with 16,986 issues. On average there are four issues to every client. This is an increase ​ ​ ​ ​ of 2% compared with this time last year, and is all the more impressive when factoring in that we had to assimilate concisely and very quickly, key Government messages, so that our staff and volunteers were ready to advise, such as the creation and eventual suspension of a Job Support Scheme which has meant we have had to re-focus on the revised rules to the Coronavirus Job Retention Scheme.

Page 58 Page Our top two advice categories are Welfare Benefits and Housing. Compared to Q2 2019 there has been a significant increase in Housing, Employment and Charitable grant schemes to alleviate hardship.

We delivered significant training in key enquiry areas of Debt, Housing and Employment early in the quarter, as well as inducting new volunteers all remotely in the period, as detailed in the training section (p20)

During the crisis we have been in constant touch with both local and national partners to ensure maintenance of service, as detailed in the Partnership and development section (p23).

We continue to deal with referral from Spirit Of Salford and have dealt with 157 referrals, attracting gains of £19,475 for clients.

Impact of Advice surveys were completed with volunteers, advisers or via Google Form.

We had 17,989 website hits (an increase of 51% on last quarter), and 152 translation of website sessions (an increase of 43% on last quarter).

2 Clients, Issues and Financial Outcomes

Page 59 Page

3 Page 60 Page

4 Page 61 Page

5

Page 62 Page

We dealt with 841 more issues overall compared with Q1 2020, (almost 4 issues per client) the majority of which were Housing, despite having experienced significant increases in this category in Q1 2020 when compared with the same period in the previous year.

6 Compared to the same period last year, Employment increased by 7%, Housing increased by 6%, Charitable and hardship support by 4%, Legal by 2%, as did Universal Credit. Q2 top employment issues were: Redundancy (17%), Pay & Entitlements (17%), and Dismissal (12%) Top 3 issues in Housing were Private sector disrepair (31%), access to allocation of social housing (22%) and Homelessness Service (14%)

Page 63 Page

7

Financial gain in Benefits improved by £438,030 between last quarter and this, and Other financial gains improved by £68,208 more than doubling.

Impact Of Advice Surveys Q2 2020 The next two charts show the methodology and outcomes of the surveys.

Clients are asked the questions at the end of their advice intervention. The RAYG report shows that every question in the survey (14 in total) has had a response, the percentage of response to each question, and the scale of impact per question.

Page 64 Page Clients have enjoyed participating and reflecting on how advice can change lives.

8 Page 65 Page

9 Page 66 Page

10

Case Studies

1. Disrepair in Private rented sector

Background

The client lived with a partner and children in a two bedded, privately rented home with a rent of £730 per month. When they moved in, all but one of the five electric heaters worked. Client has asked the landlord to fix the heaters, replace the boiler on the advice of an electrician and replace the bathroom flooring.

The client had bought an oil heater to use during the cold months, and moved it between each room as they were in use. As a consequence fuel bills were £80 monthly, and a recent energy performance certificate had downgraded the property from B to C rating.

Page 67 Page The landlord would not consider carrying out repairs unless the client signed another 12 months contract and proposed to increase the rent to £800 per month, reasoning that this was necessary to cover repair costs.

The client wanted to know their rights if they stayed and refused to sign a new Tenancy Agreement (TA), and if they did sign a new agreement, what notice would be required if they wanted to leave.

Advice and assistance given

We assessed that the client was still in a fixed term contract for 12 months, ending in November 2020. Advice was complicated by the differing housing status’ applicable depending on which option the client could choose. If the client signed a new 12 months fixed ​ tenancy then decided to leave, they would be held liable for any rent outstanding for the whole of the term.

We gave options and risks if the client decided to stay in the tenancy, but not sign a new Tenancy Agreement. These included challenging the rent increase via first tier tribunal, which risked the rent increasing further. We also warned that private landlords may seek possession of property in retaliation under section 21 of the Housing Act, but would need to provide six months notice, and follow court procedure before any enforcement action could be taken.

We explained how to report disrepair to Housing Standards using the council’s website and the client’s rights if the property was ​

11 inspected and repair/prohibition notice issued, which could be enforced, and that they should be protected from being issued a section 21 notice for a six month period.

We explained that the client could consult a housing solicitor regarding the disrepair, out of pocket losses and compensation ​ potentially on a civil fee arrangement basis, or with legal aid if disrepair was at a level that health and safety would be compromised.

We examined the current Tenancy Agreement in order to advise fully on the notice the client would be required to give if they chose ​ ​ to end the tenancy either at the end of the agreement period, or if they stayed in the property without signing a new agreement. ​

Outcomes

● Client is considering their options but as a consequence of the intervention the client gave feedback as follows: “I found the service really helpful especially in these troubled times, I had nowhere else to turn to for advice"

Page 68 Page

2. Disrepair in Private rented sector, client threatened with eviction ​

Background

The client was a single tenant, no dependents, experiencing health issues and was in receipt of means tested benefits.

Over a long period of time they had spent thousands of pounds on rectifying repairs including a hole in the roof, crumbling plaster, damp treatment, erecting guttering to the rear of property (lack of which caused black mould on internal walls), a front door which would not close and porch that was close to collapse.

The client had reported the disrepair to Salford council’s Housing Standards department as well as the landlord over a year ago, and been promised a reimbursement by the landlord, but this had never materialised. Worse still, the client had received a text message ​ from the landlord which gave them one month notice to quit. Client believed this was due to expire within a fortnight, and wanted to know their rights to stay in the property and how to be reimbursed for monies spent on repairs.

Advice and assistance given

We advised that the repairs the client had undertaken were the responsibility of the landlord, however quite unusually the client had a ​

12 five year fixed term tenancy agreement which needed specialist advice regarding rights to notice and disrepair.

A specialist adviser was able to ascertain that without a specific signing procedure, that the tenancy agreement was not legally enforceable and that the client was a periodic tenant, having the same rights to eradicating disrepair and notice to quit.

We advised that the landlord hadn't followed the correct procedure for section 21 possession, and that during the Covid period, six ​ months notice were required, specifically between the 29/08/20 and 31/03/21. Any subsequent repair notice via Housing Standards could be used as evidence for a claim or defence of a section 21 possession claim. ​ ​

We also advised what constitutes illegal eviction, which is a criminal offence and enforceable with re-entry by the local authority. If the landlord did anything which prevented the client from accessing the property or using the accommodation in full then the client ​ should seek immediate advice from the council or a solicitor.

We further discussed the possibility of civil legal aid, due to the client's income, and what the scope of this work was (very serious disrepair causing a threat to health or safety). As the client's main goal was to achieve reimbursement for monies paid, we

Page 69 Page signposted to a list of solicitors who could deal with damage claims on a ‘no win, no fee’ basis.

We liaised with and assisted the client to re-contact Housing Standards, supplying evidence not previously brought a year earlier.

Outcomes As a consequence of the intervention the client: ● Awaits a response from Housing Standards after filing multiple pictures/videos of disrepair. ● Has decided to look for a new property and been given tactical advice for how to show good character in the absence of a reference from their Landlord.

3. Complex Redundancy and Maternity discrimination in Employment ​

Background

13

Client had worked for a large retail department store in Bolton since December 2016 securing a permanent position six months later. Gradually she had reduced her hours to 12 hours per week before the birth of her second child. Maternity leave commenced in December 2019, and anticipated to end after 52 weeks. When Covid restrictions were lifted during July 2020, the manager contacted the client about using Keep in Touch days, asking for client preference for when to use.

Client was contacted shortly after this and was given three days' verbal notice of redundancy and informed her employment would be terminated as 14 August 2020. She was instructed to apply to the Government Redundancy Fund as part of the company had been made insolvent. There were no plans to close the store where the client worked, and the client was informed that she would need to apply for temporary work at this store if she wanted to work in the run up to Christmas.

Advice and assistance given

Page 70 Page We advised as follows: ● that the selection process for redundancy was potentially unfair given that the Bolton store was still open. ● that she should have been consulted about the redundancy either as an individual or as part of a collective consultation and the client had the right to raise a claim for unfair dismissal at an Employment Tribunal. ● that as the client was still within the Maternity protected period, the invitation to apply for temporary seasonal work for the Christmas could constitute maternity discrimination both in maternity law and as a part time worker.

Due to the impending insolvency, we had to work quickly to gather further information in dialogue with the employer and take appropriate next steps. Therefore we assisted the client to write to the employer requesting an appeal and disclosure of selection criteria used, to which their response was unchanged. Immediately after, we assisted the client to apply to the Advisory, Conciliation and Arbitration Service (ACAS) for Early Conciliation, a required precursor to application to the Employment Tribunal.

We advised on the time limits for making a claim to the Employment Tribunal and that Legal Aid was still available for discrimination ​ cases, however this would require a financial assessment (which we completed with client) and a specialist merits assessment, and ​ we referred client to Civil Legal Advice.

14 As anticipated, a Conciliation Certificate was issued quickly. Due to complexity of the case, we assisted the client to complete a statement of particulars to facilitate the referral the referral to a Legal Aid solicitor citing grounds for Maternity discrimination and less favourable treatment as a part-time worker and a Protective Award.

Outcome

● The referral for Legal Aid was later accepted. The case is ongoing, whilst we cannot value this discrimination claim, average ​ awards are in the several thousands of pounds. ● The client stands to gain a minimum of three weeks redundancy pay along with three weeks notice pay, and any accrued holiday that is owed from the beginning Maternity leave to the termination date.

Page 71 Page 4. Housing Allocations challenge

Background

Client lived in a two bedroom Housing Association property with partner and two children of different sexes aged 10 and under. Both children have learning disabilities and sleep disorders.

Client had already requested a review and had one overcrowding point on their application (and were entitled to a three bedded property) and had also been awarded a ‘management credit.’

Despite providing substantial amounts of evidence from schools, Child Adolescent Mental Health Services and a family support ​ worker, regarding children's special needs, the Children had not been awarded any points for non-physical health needs despite the ​ client challenging the decision.

Advice and assistance given

15 We requested a reconsideration of the non-physical health needs and for a home assessment, quoting Housing Health and Safety Rating System risks regarding a psychological requirement for space including space, security, light and noise; and arguing that evidence already provided support a need to be close to the current area due to their strong support network and the proximity of the children’s schools, where they are settled and receiving the additional support needed.

Outcome

● Salford Home Search decision remained the same, but the temporary award of a management credit was extended to May 2021 to allow more time and preference when bidding. ● Client has widened her area of local interest for bidding but still being placed 15th or 16th on each bid. ● Client is considering her options to complain formally at local level. ● Client is now pursuing advice on alternative options to provide a separate bedroom via the Disabled Facility Grant scheme due to disability of both children, and which could potentially provide a grant up to £30,000 at no cost to the client, and which Page 72 Page requires a decision within six months of application being made.

5. Employment grievance & Maternity discrimination ​

Background

At the time of the first contact, the client had been invited to a meeting within the next three days with her employer to discuss her grievances. Client was very distressed about the whole situation and experiencing maternal ill health.

We took a full background of the protracted situation. The client was a single parent of one child and 30 weeks pregnant at the time of advice, experiencing complications in pregnancy that meant she needed close supervision by a midwife. Client worked for four years, 30hours weekly, at the same Nursery prior to being furloughed at the start of Covid restrictions. A reduction in income had led to the client needing to claim Universal Credit (UC).

The client and other employees were advised by email that they were being "laid off". The employer stated that there would be a one off payment of £150 which would be paid on the next pay date, and that lay off was expected to last until early September.

16 One month later the client and other employees were informed of the need to return to work and that her hours would be increased to 40 hours per week.

Client discussed her inability to do these hours based on health and childcare responsibilities and informally discussed with another worker (who had been given less hours) to cover her additional hours. The employer responded by notifying the client of further lay off.

Despite requesting several times, the employer delayed giving the client a copy of the terms and conditions of employment, they had however, written to client and agreed to pay Statutory Maternity Pay (SMP) but refused client’s request to start this early, on the grounds of inadequate notice, ignoring her concerns about her health.

Advice and assistance given

At first contact the assessor had been able to flag the complexity in this case and potential discrimination. Client was immediately Page 73 Page referred to an employment in house specialist who diagnosed multiple issues at first contact, such as the legitimacy of being laid-off and put on Furlough, variations to contract , and how to protect maternity leave and pay.

Exploration of which was compounded by a lack of information that would be contained in terms and conditions of employment

But more of a priority, was reinforcing with client to attend a pre-booked maternity appointment the following day, and to seek medical advice on her fitness to work. We briefly explained the process for reporting sickness to the employer and that ill health is a legitimate reason for adjournment any meeting with the employer. The very next day, the client was admitted to hospital overnight and issued a five week ‘fit’ note evidencing her incapacity for work.

Sensitive to clients, emotional and physical health, over the following three weeks we gathered the required information: terms and conditions, 12 months wage slips, Covid correspondence including text messages between client and employer, and provided advice about the formal grievance rights, process and potential outcomes.

This process was completed remotely adding significant administrative burden as perusal of multiple documents was only available in a photo/JPG format.

17 We began to assess the client’s employment rights and contacted the employer on clients behalf to negotiate with them regarding starting maternity leave early. We outlined errors in the employer’s interpretation of the notice required to change the start of maternity leave (they had requested eight weeks notice) and also that we felt there were multiple potentially unlawful deductions in pay, and unlawful use of lay off.

The employer consulted with Human Resource specialists who took over the grievance proceedings, offering to complete via video conferencing with all parties or through written representation.

We therefore needed to prepare the client to write her grievance statement. This involved complex annual calculations of ‘term time working’ wage, holidays, Statutory Maternity and Furlough pay.

We also assisted the client with a detailed application for Early Conciliation by ACAS.

Page 74 Page Outcomes As a consequence of the intervention the client has: ● Had maternity leave granted from the date she requested ● Dispute has moved to ACAS with a view to settlement in the region of £1,800.

18 Volunteers Key stats and service delivery

Page 75 Page

Having built up a strong volunteer workforce over many years, and kept them updated via our Q1 training programmes, one of our priorities in quarter two was to ensure that this invaluable part of our service re-established itself as part of our advice delivery. Volunteers took part in face to face assessments in Gateways (Eccles and Walkden) and remote telephone advice whilst home working.

We maintained contact with all our volunteers with regular email communications, newsletters, training offers with a dedicated named contact including members of the senior management team.

We developed a bespoke training package for volunteer trainee assessors embarking on induction into the organisation. This involved creating and updating internal materials, reviewing the national online training programme, and granting digital access to internal resources for the first time. Again volunteers were assigned a dedicated contact throughout this process including members of the senior management team.

19

Staff and Volunteer Training

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In Q2 2020 we provided six ‘in-house’ training sessions via Zoom in Housing, Employment, Debt to 67 Staff and 7 volunteers. Areas of advice which we know are going to increase markedly as the next stage of the national crisis hits.

20 Page 77 Page

81 Staff and 10 volunteers attended courses provided by external providers.

Six bespoke ‘enrichment’ group sessions and were attended by 41 volunteers who have started their induction with us during Q2 2020. These sessions have been offered in addition to the remote learning programme as an essential part of engaging with volunteers who have often been self isolating during Covid restriction, and are meant to replicate ‘remotely’ the bureau office experience. We have received positive feedback from volunteers during this challenging time.

21 Page 78 Page

22

Partnerships and development work

● Housing Recovery Meeting ● Homelessness Strategy Steering Group ● Building Salford as a Marmot City ● Pension Credit Take up Campaign throughout July (In partnership with Age UK) ● Ongoing support to Spirit of Salford ● Securing commercial investment to food crisis projects ● Real Living Wage – including participation in PR video. ● Work with GMCA re Pension Credit – leading to a GM wide take up proposal. ● Ongoing input into the Tackling Poverty Strategy’s re-write. ● Ongoing input into the Inclusive Economy Strategy writing group. ● Food distribution work Page 79 Page ● Ongoing crisis support by crisis team throughout pandemic. ● Input into council tax enforcement re-tendering procurement ● Food Emergency Response Fund – over £90k distributed. ● Suicide prevention meeting – specially to consider Covid context. ● Working with council around DEFRA funding allocation. ● Redundancy Rights awareness campaign ● Participation in GM community tech fellowship programme ● Development support for Salford Baby Bank ● Initial discussions around a Salford / GM Kick Start programme. ● Housing Report 3 – near to completion (three reports over five years) ● Discussion with GM Poverty Alliance and Trussell Trust about a GM Healthy Start campaign.

23

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24

Health Projects key Statistics

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25 Page 82 Page

26 Page 83 Page

27 Page 84 Page

28 Page 85 Page

29 Page 86 Page

30 Page 87 Page

31 Page 88 Page

32 Page 89 Page

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34 Page 91 Page

35 This page is intentionally left blank Welfare Rights and Debt Advice Service 2020 - 2021 Q2 July – September 2020

Page 93 Overview

180 Client 160 Work Type 140 66 120 67

100 59 Benefits only 62 42 61 67 67 80 Benefits & Debt

60 79 47 Debt only 75 47 56 40 50 50 37 44 20 23 22 26 20 14 18 15 15 11 0 7 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20

180 New & 160 18 Continuing 140 24 28 Clients 11 4 120 22 3 20 21 23 7 17 21 Returning Client 100 25 39 25 New Clients 80 6 8 Continuing Clients 60 121 110 100 103 95 40 81 72 80 63 20

0 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20

Current Service Themes

We are still mainly providing advice by telephone with referrals coming from the community mental health centres, hospital wards and advocacy services. We are also now able to provide some face to face appointments where needed with clients.

Coronavirus Update: The service has started to get busier over the last few weeks with the current stricter measures for COVID-19 now starting to have a further impact on clients. We have had an increase in thePage number 94 of clients self referring. Case Study 1 A client we helped had been a long term inpatient in a medium secure unit. He had an award of Personal Independence Payment in place which was not in payment due to the amount of time in hospital. The award was due to be assessed for the client as he was due for discharge and the ward assisted him with giving evidence. The result was that the award stopped completely. The client was then discharged into supported accommodation. He was referred to us and we managed to collect some good supportive medical evidence and helped him to request a mandatory reconsideration of the decision. This was successful and the client was awarded the enhanced rate of both daily living and mobility components and also the severe disability premium. The impact of this for this client was significant as he was finding it very difficult to manage in the community on a low income and his psychiatrist reported that this had affected his mental health to an extent that he was at risk of being readmitted to hospital.

Case Study 2 We helped a family who self-referred to us for debt advice. Both parents were unwell and unable to work due to their mental health and the family income was from Universal Credit and disability benefits. The couple had also had a letter regarding a very old debt owed to Talk Talk for £600. We helped them to challenge recovery of the debt due to this being statute barred. The couple had four children under 16 at home and were struggling to meet the cost of school uniforms and we applied to the Wood Street Mission for them for help with this.

Case Study 3 A client was referred to us by the probation service for benefits and debt advice. The client had recently been released from prison and all of her benefits had stopped due to the length of her sentence. The client had recently applied for Universal credit and this was in payment. The client had some rent arrears and we helped her to negotiate a payment with her landlord that was affordable for her, also to apply for the limited capability for work element and Personal Independence Payment. She was not in receipt of council tax reduction and we helped her to apply for this and also for an exemption for the time spent in prison and her bill was reduced significantly. The client also had some water arrears and we made an application to the United Utilities Trust fund for her and she was awarded a grant of £295 to repay her arrears and we helped her to arrange to have a water meter fitted as she felt that this would be a cheaper option for her. We also requested a new washing machine for her which was awarded.

Notable successes We assisted a client who was in receipt of the low rate care component of Disability Living Allowance and who had been invited to claim Personal Independence Payment. The client had used a private fee charging service for help to complete her form and the outcome was that her claim was refused as she scored zero points. They assisted her further to request a mandatory reconsideration which was refused and the client approached us for assistance with her appeal. We helped her to lodge her appeal, prepare her submission and gather medical evidence. The appeal was decided on papers as the client felt that she could not attend a hearing, either in person or over the phone, and she was awarded the enhanced rate of daily living component and the standard rate of mobility component. The backdated amount of benefit for the new PIP claim was £5500. The client was also awarded the backdated severe disability premium withPage her Employment95 and Support Allowance with a payment of £4000. Total monthly income £778 per month gained. Client Outreach Shared Clients 120 112 with Advocacy

100

80 5% -10% Advocacy (IMHA) 60 10% 40 28 29 Advocacy (Care Act) 20 13 20 9 75% 1 0 2 1 3 1 0 Advocacy (Community)

Not Shared

Salford Ward

0 5 10 15 20 25 30 35

Barton 9 Boothstown & Ellenbrook 2 Broughton 2425 Cadishead 3 6 Claremont 4 5 Eccles 22 27 Irlam 7 10 Irwell Riverside 11 Kersal 3 5 Langworthy 17 Little Hulton 12 15 Ordsall 4 6 Outside Salford 12 19 Pendlebury 10 Swinton North 5 6 Swinton South 5 9 Walkden North 10 Walkden South 2 Weaste & Seedley 19 31 Winton 3 6 Worsley 6 9

LastPage Quarter 96This Quarter Comorbidity 225 206 200

175

150

125

100

75 50 50

25 7 7 8 0 1 0 Autism Dementia Learning Mental Health None Physical Sensory Spectrum Type of Mental Health Issue

0 20 40 60 80 100 0% 5% 10% 15%

Depression 89 Depression 12%

Anxiety 66 Anxiety 14%

Bipolar 22 Bipolar 2%

PTSD 31 PTSD 3% Personality 31 Personality Disorder 4% Disorder Schizophrenia 50 Schizophrenia 2%

*ADHD 5

Incidence in general population *Low Mood 37 (for comparison) Sources: HSCIC Household survey & National SAD / SABD 0 Mind, home-based only

Other 36

None 15 Page 97 0% 0% Client Gender Client Age 5% 0% 15% 11% Male 18-29 8.5% 25.7% 30-44 47% Female 16.3% Inset: 45-59 53% 22.8%Salford Other/transgender 26.6% 30% 60-74

39% 75+ Unknown / No Answer Unknown / No Answer

Client Ethnicity Client Religion

1%3%1% 3% Christian 4% White British 20% 1% White Irish None 39% White Other Jewish 20% Inset: Mixed (All) Inset: Muslim Salford Asian (All) Salford Buddhist 67% Black (All) Hindu 0%1%0%1% 39% Other 0% Other Religion

Unknown / No Answer Unknown / No Answer

Employment 0% Client Sexuality 4% Status 4% 4%1% 10% Bisexual

33% Employed Gay/Lesbian Inset: Unemployed Heterosexual Salford Retired

Other 0% Student 63% 81% Unknown / No Unknown / No Answer Answer

Self Define Client as Disabled Case Status

31% 29% Yes Active

51% No 61% Closed 10%

18% Unknown /Page No 98 Open Answer Type of Debt Advice Given

0 20 40 60 80 100 120 140

Use of credit products 11

Drawing up a budget 62

Ways of dealing with debts or arrears 132

Increasing income 105

Ways of dealing with creditors 71

Reducing money spent 35

Reducing household bills 30

Who to contact for help with debts 64

Referral for financial capability advice 28

Saving for the futire 14

Type of Benefits Discussed

0 20 40 60 80 100

Carer's Allowance 4

Child Tax Credit 6

Council Tax Benefit 40

ESA 79

Guaranteed Pension Credit 4

Housing Benefit 35

Income Support 5

JSA (Income & Contribution… 1

Other Benefit 23

PIP / Attendance Allowance 80

Universal Credit 53

Working Tax Credit 3 Page 99 Monetary Outcomes

Type Total Clients Average Value

Debts Managed £15,448 6 £2,575

Debts Written Off £27,422 6 £4,570

Lump Sums Received £56,169 23 £2,442

Monthly Benefits Received £14,057 pcm 26 £541 pcm

Additional Benefits

Carer’s Allowance 0

Child Tax Credit 1

Council Tax Benefit 2

ESA 6

Guaranteed Pension Credit 0

Housing Benefit 1

JSA (Contribution Based) 0

Other Benefit 1

PIP / Attendance Allowance 21

Universal Credit 4

Staff Training and Development

Staff received training in third party charges, basic banking rights, DRO law and theory, best practice completing PIP questionnaires, Universal Credit problem areas, and Coronavirus benefits and work. All advisers also attended MAG meeting this quarter.

Page 100 Agenda Item 5b

Part 1: Open to the public

REPORT OF

The Strategic Director for Service Reform

TO

Procurement Board

ON

17th February 2021

TITLE: Approval to Award the Contract for Postal Services – A collaborative tender with Yorkshire, Humberside and AGMA authorities

RECOMMENDATION:

That Procurement Board approve the award of the Contract for Postal Services - collaborative tender process with Yorkshire, Humberside authorities and AGMA councils:

Detail required Answers Title/Description of Contracted Postal Services - collaborative tender with Yorkshire, Service/Supply/Project Humberside and AGMA authorities Name of Successful Contractor WHISTL UK Supplier Registration Number (to be supplied by Corporate Procurement) Type of organisation Public Limited Company (to be supplied by Corporate Procurement) Status of Organisation Non-SME (to be supplied by Corporate Procurement) Contract Value £380K Per Annum (estimated average) Contract Duration 24 months Contract Start Date 01/03/2021 Contract End Date 28/02/2023 Optional Extension Period 1 12 months Optional Extension Period 2 12 months

Sample B – award of contract Page 101 Who will approve each Extension Procurement Board (extension > £150k) Period? Contact Officer (Name & number) Lead Service Group Service Reform & Development

How the contract was procured? Framework contract (to be supplied by procurement) Framework Details (where applicable) (procurement body, framework CCS Framework RM6017 Lot 3 reference & title, start/ end date Funding Source Revenue Budget Mayor’s Employment Charter Ethical Contractor Committed to sign up to charter

Accredited Living Wage Employer

EXECUTIVE SUMMARY:

The purpose of this report is to seek approval for the award of the above-mentioned contract.

Key outcomes achieved by this Tender  Cost savings through collaborative volume combination  Enhanced reporting solutions

BACKGROUND DOCUMENTS:

Record decision 10/07/2019

KEY DECISION:

Yes

DETAILS:

1. Background

In February 2015, a group of authorities from the Yorkshire and Humberside region agreed to form a collaborative group for the procurement of mail services in the region. This was subsequently extended to include authorities from Greater Manchester, The aim of this procurement was to establish a single service provider to deliver a robust postal service to the named contracting authorities that provides

Sample B – award of contract Page 102 savings and social value to all authorities. The collaborative tender came to an end 31/08/20 and was due to be replaced.

Approval to go out to competition was granted on 10/07/2019 by the procurement, approval was given to utilise the combined procurement of the previous authorities via the same process as in 2015 supported by the YPO using Crown commercial services RM6017 Lot3 Collection and delivery of letters, large letters and parcels.

At the beginning of 2020 a strategic group was formed from each of the authorities to understand the desire and scope for inclusion for a new collaborative Tender, in addition the offer was opened to further authorities, the total number of included authorities now stands at 25

Due to the effects of the Covid Pandemic the ability on the various authorities and suppliers the ability to complete this tender was significantly delayed. An additional short term extension was granted by the procurement board on 7th September 2020 until 28th Feb 2021 to enable the ability for the service to continue with the existing supplier whilst the tender could be complied and suppliers relative ISO accreditations be achieved.

2. The Procurement Process

Invitations to Tender were issued through the Due North Proactis electronic bidding system, used by the Strategic Procurement Group for the Yorkshire and Humberside regions. Eights suppliers were registered on the framework for Lot 3; invitations were issued to the eight suppliers that offered services to mainland UK on 4th November 2020. Responses were received from two of the suppliers in accordance with the conditions of the tender via the portal before the 13:00pm deadline on the 25th Nov 2020 .

All tender submission were checked for consistency there were only two responses to the tender submission. Royal Mail declined to submit, quoting that because there were no guaranteed volumes they would not enter a response.

Evaluation Panel

An evaluation group consisting of procurement and technical representatives form contributing authorities was chosen to carry out the evaluation of the tenders, The authorities were

Zoe Morgan - YPO Paul Maynard – Trafford (GMCA) Dawn Barron - Blackpool Dale Casson - Scarborough Chris O’Hara – Kirklees

Each bid was evaluated against the following criteria agreed by all participating authorities. Cost = 40% Delivery opf the service = 30% Implementation = 10%

Sample B – award of contract Page 103 Innovation = 10% Social value 10%

Evaluation and Quality of responses

This section was scored by the evaluation panel. Bids were evaluated independently and then moderated in a group evaluation panel meeting where the merits and shortcomings of each response provided by the bidders were discussed and then a score agreed. This produced a final set of results as follows:

Weighted scores OBJECTIVE CRITERIA Bidder 1 Whistl

Cost 40.00 38.72 Delivery of the service 26.40 29.40 Implementation 9.40 10.00 Innovation 6.0 9.0 Social Value 6.0 10.00 Total quality score 87.80 97.12

As is evidenced in the details above Whistl’s response was far higher in all the areas other than price, although Whistl’s pricing was slightly more expensive than the other bidder, Whistl scored higher on quality overall in the evaluation making them the winning bidder

Pricing

Suppliers were asked to provided detail pricing for a range of products including 1st & 2nd class mail The costs have been provided based on a estimated combined authority volume and are below standard Royal mail postage costs. In additional Whistl have agreed a 5% discount on all items should combined postal volumes achieve in excess of 14 Million items. The addition of a further 6 authorities to this agreement will contribute toward this total volume, This volume will be monitored by Kirkless ad reported on at quarterly SLA meetings.

Risks Identified

Business continuity & Operational Impact

As Whistl are currently providing services to the tendering authorities there should be zero impact on business continuity during the implementation of this contract

Risk of legal challenge

The tendering and evaluation process has been thorough, robust, well documented and transparent. It is therefore considered that Kirklees Council (as lead authority) has mitigated itself from risk of legal challenge from unsuccessful bidders

Sample B – award of contract Page 104 3. Social Value

A weighting of 10% was evaluated into the tender agreement with suppliers being asked to describe any specific or tangible social value measures that they were prepared to offer.

As part of the tender SCC requested the successful supplier to enrol into the Social Value portal to manage Salford specific social value.

Whistl outlines the below existing social value activities that it will continue to maintain throughout the period of the framework agreement

Supporting Covid -19 Economic recovery Whistl are enrolled into the governments Kickstart scheme to create jobs for 16-24yr old, Whistl currently employ 30 people across UK facilities on this scheme

Commitment to Disadvantaged communities Whistl are signed up to the Disability Confident valuable 500 scheme and race at work charters. Whilst are currently engaged in Belfast and Glasgow offering Job support for people in their warehouse with additional needs support Whilst are keen to support the authority with career days or work placement schemes if applicable.

Work Experience and apprenticeships Whistl offer apprenticeships across its business for new starters, Whislt currently have 34 employees participating in apprenticeships including within its Bolton, Glasgow and Bedford Depots. An employee from the Bolton depot acts as an Enterprise advisor for Bolton High school as part of Greater Manchester’s BridgeGM initiative.

Supporting Local Charities Each year all Whistl sites are encouraged to support a local charity of choice, sites organise various fund raising events & schemes to support with management teams matching any amounts raised

EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS:

Whistl are ISO 14001 and ISO5001 accredited for Environmental and energy management systems, all vehicles routes and collections times are arranged to maximise efficiency and reduce travel time thereby reducing unnecessary carbon emissions

ASSESSMENT OF RISK:

Medium risk of impact to collection of Ctax/Invoice based revenue if billing resources are not delivered.

Sample B – award of contract Page 105 SOURCE OF FUNDING:

Revenue Budget

LEGAL IMPLICATIONS: Supplied by: Tony Hatton, Principal Solicitor, tel. 219 6323

When commissioning contracts for the procurement of goods, services or the execution of works, the Council must comply with the Public Contracts Regulations 2015 (PCR) and its own Contractual Standing Orders (CSO’s), failing which a contract may be subject to legal challenge from an aggrieved provider. CSO’s apply to every contract, including temporary ones, for the procurement of supplies, services and the execution of works undertaken by or on behalf of the Council, subject to certain exceptions listed in the Orders.

CSO’s stipulate that where a suitable framework exists, this must be used unless there is an auditable reason not to do so. The proposed award of the contract follows a call off exercise in accordance with the CCS Framework referred to in the body of the report, which is a fully compliant framework from a legislative perspective available for the Council (and other local authorities as described) to use.

The Council can comply with the requirements of PCR by carrying out its own procurement exercise or relying upon another contracting authority's compliant procurement exercise. In that regard, contracting authorities may procure goods, works or services through a ‘central purchasing body’ (and are deemed to have complied with PCR to the extent that the central purchasing body has). The definition of ‘central purchasing body’ includes an authority that concludes framework agreements for works, goods or services intended for one or more contracting authorities..

In this instance two submissions were received from tenderers on the framework, which were evaluated on the most economically advantageous tender basis in line with the published criteria resulting in the proposed award of the contract to WHISTL. The procurement procedures therefore appear robust and compliant with the requirements of the Council’s CSO’s and public procurement legislation.

FINANCIAL IMPLICATIONS: Submitted by: Leanne Wrigley 0161 793 3354 The costs for the service will be charged to the revenue budget with administration services and then internally recharged out on a monthly basis to the individual departmental revenue budget accounts.

In 2019/20 the actual spend on postage costs was £501,773 which was £3,734 over budget. The 2020/21 the budget has been reduced to £395,779 with actual costs to date being £213,246. If volumes were to remain static then the expected costs would be estimated at £319,869 showing a favourable variance of £75,910. However, there has been a reduction in volume due to COVID which means it is likely that volumes will increase, which will then reduce the estimated underspend

Sample B – award of contract Page 106 PROCUREMENT IMPLICATIONS: Supplied by: Emma Heyes, Category Manager The Corporate Procurement Team

Kirklees Council on behalf of the collaborative group, carried out a robust, open fair and transparent mini-competition process using a CCS Framework.

The procurement process followed is compliant with Salford City Council’s Contractual Standing Orders.

HR IMPLICATIONS: Supplied by: Steve Hulme Strategic HR & OD Manager

There are no direct workforce implications attached to this contract.

CLIMATE CHANGE IMPLICATIONS: Supplied by: Michael Hemmingway, Principal climate change officer 0161 793 3209

Whistl are committed to being a responsible energy user and reduce their environmental impact through setting targets, underpinned by improvement plans and performance measures. They have recently received the results for their 2019 CDP (Carbon Disclosure Programme) score and achieved an A rating i.e. “Leadership in Supply Chain Engagement”. This is an improvement on their 2018 score of ‘Management’ level. There are 4 levels – Leadership, Management, Awareness and Basic Disclosure.

OTHER DIRECTORATES CONSULTED:

Not Applicable

CONTACT OFFICER: Peter Cowling TELEPHONE NUMBER: 0161 779 4996

WARD(S) TO WHICH REPORT RELATE(S): Specify the ward(s) affected, if all wards, state this fact. None

Sample B – award of contract Page 107 This page is intentionally left blank Agenda Item 5c

Part 1: Open to the public

REPORT OF

The Deputy Director of Public Health

TO

Procurement Board

ON

17 February 2020

TITLE: Approval for an Exception to Contractual Standing Orders to award a contract for

ACTIVE LIFESTYLES FOR ADULTS AND PHYSICAL ACTIVITY IN SCHOOLS SERVICE

RECOMMENDATION:

That the Procurement Board approves an exception to Contractual Standing Orders as permitted within the City Council Constitution for ACTIVE LIFESTYLES FOR ADULTS AND PHYSICAL ACTIVITY IN SCHOOLS SERVICE the reasons highlighted in the table below and the award of the Contract for as detailed in the table below:

Detail required Answers Title/Description of Contracted ACTIVE LIFESTYLES FOR ADULTS AND Service/Supply/Project PHYSICAL ACTIVITY IN SCHOOLS SERVICE

Name of Successful Contractor Salford Community Leisure Supplier Registration Number (to be supplied by Corporate Procurement) IP29627R Type of organisation Industrial & Provident Society (to be supplied by Corporate Procurement) Status of Organisation (to be supplied by Corporate Procurement) Non-SME

Contract Value £190,000 Per Annum (estimated average)

Sample C – Exception to CSO’S Page 109 Contract Duration One year (with a plus one option) Contract Start Date 01/04/2021 Contract End Date 31/03/2022 Optional Extension Period 1 01/04/2022 – 31/03/2023 Optional Extension Period 2 n/a Who will approve each Extension Period? Procurement Board (extension > £150k) Contact Officer (Name & number) Peter Locke - 07976 267 926 Lead Service Group People Services Reason for CSO Exception The goods / services / works are only obtainable x (select all that apply) from one provider and there is no other provider available to allow genuine competition The execution of works or the supply of goods or services is controlled by a statutory body Delivers Best Value to the Council x Special education, health or social care contracts, if it is considered in the Council’s best interests and to meet the Council’s obligations under relevant legislation The execution of works or the supply of goods x and services is required so urgently as not to permit compliance with the requirements of competition Security works where the publication of documents or details in the tendering process could prejudice the security of SCC and Salford residents Procurements made through, or on behalf of, any consortium, local authority, statutory or similar body, provided that tenders or quotations are invited and contracts placed in accordance with national or EU legislation. Funding Source Choose an item. Mayor’s Employment Charter x Ethical Contractor Committed to sign up to the Charter Accredited Living Wage Employer x

EXECUTIVE SUMMARY:

The purpose of this report is to request an exception to Contractual Standing Orders to approve the award of a contract for ACTIVE LIFESTYLES FOR ADULTS AND PHYSICAL ACTIVITY IN SCHOOLS SERVICE.

Sample C – Exception to CSO’S Page 110 BACKGROUND DOCUMENTS:

 Specification - AL for LTC (Dec 16)

 Specification - Phys Activity in Schools (Dec 16)

 Active Lifestyles (LTC Only) Report Q3 2019 -20

 SSSP 2020 REPORT

 https://www.salford.gov.uk/your-council/social-value-in-salford/

 AL Social Impact Report - Executive Summary

KEY DECISION:

NO

DETAILS:

The Public Health Team are seeking an exception to contract approval of £150,000 funding from the Public Health Revenue Budget to fund the Salford Community Leisure Managed Referral scheme (Adult Active Lifestyles), which provides a range of physical activity programmes for those who have been diagnosed with long-term health conditions.

This is a dedicated team of multi-disciplinary professionals, who develop specialised physical activity programmes for residents identified with one or more of the following health conditions:-

 Previous heart attack or stroke  Coronary heart disease  High blood pressure  High cholesterol  Overweight or obese (BMI of over 25)  Diabetes  Family history of heart disease  Inactive lifestyle

The core service offer consists of a minimum of twelve weeks of supported activities, with a follow on offer consisting of a minimum of three months on top of the core offer. The programme links into the wider SCL offers to maintain activity.

Sample C – Exception to CSO’S Page 111 National and Local Context

National Context

A long-term condition (LTC) can be defined as ‘one that cannot currently be cured but can be controlled with the use of medication and/or other therapies.’ In 2010 there were 15.4 million people with a LTC in England (30% of the population) and it is estimated that by 2025 this will rise to18 million. Treatment and management of Long Term Conditions accounts for 70% of health and social care spend and this is predicted to increase. The international literature highlights a number of risk factors that increase the likelihood in people developing LTCs. Risk factors include smoking, overweight/obesity, low physical activity, alcohol and poor diet. In addition, some LTCs e.g. diabetes and hypertension lead to or increase the likelihood of other LTCs, particularly cardiovascular diseases. Physical activity is a key to preventing and reducing LTCs. There is a sound evidence base that demonstrates regular physical activity has an important role in prevention and management of over 20 conditions.

Physical Inactivity and Long Term Conditions

Physical activity is key to preventing and reducing LTCs. There is a sound evidence base that demonstrates regular physical activity has an important role in the prevention and management of over 20 conditions from diabetes, cancer to dementia. Physical activity helps to maintain a healthy weight and improves health, regardless of weight. More than 1 in 17 adults in the UK have diabetes; 90% have type 2 diabetes. Being active can reduce the risk of developing this condition by 30 - 40%. The evidence suggests that People with diabetes can reduce their need for medication and the risk of complications by being more active.

Evidence highlights that if inactive people became more active this could prevent one in ten cases of stroke and heart disease in the UK. One in eight women in the UK are at risk of developing breast cancer at some point in their lives. Being active every day can reduce that risk by up to 20% and also improve the lives of those living with cancer. Dementia affects 800,000 people in the UK. Staying active can reduce the risk of vascular dementia and also have a positive impact on non- vascular dementia. Depression is increasing in all age groups. Evidence suggests people who have low levels of physical activity have higher rates of moderate to severe depression compared with more active people. LTC contribute to system wide costs therefore increasing physical activity aims to prevent or avoid costs.

NICE Guidance (PH54): Exercise Referral Schemes to Promote Physical Activity

This guideline makes recommendations on exercise referral schemes to promote physical activity for people aged 19 and older. NICE has already recommended structured exercise programmes to manage specific health conditions, or for rehabilitation after recovery from a specific condition These include:-

- myocardial infarction - stroke - chronic heart failure

Sample C – Exception to CSO’S Page 112 - chronic obstructive pulmonary disease - depression - low back pain - chronic fatigue syndrome/myalgic encephalomyelitis (or encephalopathy)

These structured exercise programmes vary in format, the mechanism of referral and content. They include components such as phase 3 and phase 4 rehabilitation activities and structured, tailored and supervised activities delivered by a specialist physical activity and exercise instructor (trained to level 4).

Recommendations

In line with NICE guidance this service is for people who are sedentary or inactive and have existing long term health conditions. The service provided will reflect the guidance outlined below:

 Incorporates the core techniques outlined in recommendations 7–10 of 'Behaviour change: individual approaches' NICE public health guidance 49 This includes:

- recognising when people may or may not be more open to change (recommendations 8 and 9) - agreeing goals and developing action plans to help change behaviour (recommendation 7) - advising on and arranging social support (recommendations 7 and 10) - tailoring behaviour change techniques and interventions to individual need (recommendation 8) - monitoring progress and providing feedback (recommendations 7 and 10) - developing coping plans to prevent relapse (recommendations 7 and 8)

 Collects data in line with the 'essential criteria' outlined in the Standard Evaluation  Framework for physical activity interventions. Specifically: programme details, evaluation details, demographics of individual participants, baseline data, follow-up data (impact evaluation) and process evaluation.  Makes the data collected available for analysis, monitoring and research to inform future practice.

This scheme using primary care practitioners referral is open only to people who are classed as sedentary or inactive and have existing long term health conditions along with other factors that put them at increased risk of ill health to an exercise referral scheme if it conforms to the above criteria.

Overview of commissioning responsibilities

The Health and Social Care Act, 2012 conferred new duties on local authorities to improve the public’s health. As part of this there are commissioning responsibilities to prevent and reduce the impact of long-term conditions.

Public Health Outcomes Framework

Sample C – Exception to CSO’S Page 113

The Public Health Outcomes Framework sets out high level outcomes and the LTC self care programme will contribute to the achievement of these. This service will contribute directly to the following PHO from the framework:

- Healthy life expectancy - Proportion of physically active and inactive adults - Self-reported wellbeing

Local Context

In Salford, female life expectancy is 80.5 years and for males it is 76.1 years; this is lower than the national average by 3.11 years and 2.51 years respectively. There is also difference of around 12.6 years between the most and the least deprived deciles within Salford for males and 8.3 years for females. Whilst Salford has improved death rates from LTCs, Salford has the third highest under 75yrs CVD mortality rate in the North West.

Salford has significant levels of health inequalities within the City, there is a 12 year difference in life expectancy for men and 8.2 years for women, between the least and most deprived wards. Approximately 45% of adults in Salford are physically active, compared to the national average of 56%. Salford’s Locality Plan sets out priorities for the health and wellbeing of the City. Within the Living Well life stage, there is an emphasis on prevention and providing support to adults with a long term condition, such that individuals are encouraged to take care of their own health and wellbeing, to manage the impact of a any Long Term Condition and stop it getting worse

Service Outcomes

Participants in the Active Lifestyle programme will:

- have skills to plan, set and achieve physical activity goals - achieve increases in levels of physical activity that meet national guidelines for their age group and have improved capacity for physical activity - have improved motivation and confidence to maintain participation in physical activity as part of their self care plan - have improved self care outcomes for the managing their long term condition - have opportunities to share experiences and gain support from a self help network to enable the achievement of long term wellbeing outcomes

Scope of Service

Aims of service:-

- To motivate and facilitate individuals with a LTC, to increase their capacity and confidence for self care, through participation in a structured physical activity programme.

Sample C – Exception to CSO’S Page 114 - Co-ordinate provision of the Service with General Practice Local Commissioned Service for people with long term conditions. - To work with specialist clinical services to support the development of client pathways from services, to the Active Lifestyles programmes. - To develop links with other community providers of physical activities and wellbeing - services, to support clients to maintain outcomes as a step down from the self care programme.

Objectives:-

The service will:

- Provide an accessible, structured, appropriate and long term menu of physical activity programmes for people with a range of LTCs, to achieve the required improvement in physical capacity for activity, functional capacity and mental wellbeing. - Provide these programmes in venues across Salford’s localities. - Provide support to referred clients to meet self care goals as identified within their Personal Care Plan. - Apply a range of behaviour change techniques to develop motivation, confidence and skills in clients, to enable them set out their own physical activity and self care goals. - Where clients identify other health and wellbeing outcomes related to their self care, the provider will link clients to related provision, for example support to stop smoking. - Monitor changes in a range of client outcomes reflecting motivation and capacity for physical activity and mental wellbeing. - Where clients have a Body Mass Index of 25 kgm-2 or greater, a BMI measurement will be provided at initial assessment and on completion of the core offer. - Collect a range of client and service activity information, to support monitoring and performance management of the service. - Work with other LTC referral services commissioned by Salford CCG, to ensure there are clear and established pathways from these services to the Active Lifestyles programme. - Ensure there are effective communication links from the Provider to LTC referral services, to support longer term management of the client’s condition. - Promote the service to referrers in Salford. - Collaborate with other mainstream and voluntary providers of physical activity programmes to support clients to maintain motivation and participation in a varied range of physical activities. - Ensure the programme is delivered by appropriately trained and experienced staff. - Engage with and support clients to establish a self care network, leading to the development of self care support activities. - Develop links to and activities with other wellbeing services and develop collaborative approaches to support achievement of self care outcomes, where appropriate. This includes the LTC Prevention Programme Provider.

Sample C – Exception to CSO’S Page 115 - Provide a co-ordinated performance reports detailing activity and client outcomes, alongside other Salford CCG commissioned physical activity services.

In addition to the above, another £40,000 is sought to recommission the Physical Activity in Schools Service. Briefly outlined, this service:-

- Facilitates the delivery of the National Child Measurement Programme (NCMP) in schools, by providing positive awareness raising sessions and events in schools, focused on benefits of physical activity and weight control - Encourages approaches to weight control through engaging primary school age children in physical activity programmes - Facilitates school-based approaches to increasing levels of physical activity in children

National and Local Context

National Context

Levels of overweight and obesity in children are an increasing concern. Health Survey for England reports that around three in ten boys and girls aged 2 to 15 years were classified as either overweight or obese. The National School Measurement Programme weighs and measures reception age and year 6 children in England. Whilst this data reports a slightly changing trend in prevalence of overweight and obesity in children, levels remain high and will impact on adult health outcomes. By 2025 it is estimated that 47% of men and 36% of women will be obese. Overweight and particularly obesity in childhood is associated with a range of conditions and illnesses, from excess blood pressure, heart disease, development of type 2 diabetes, musculoskeletal conditions, cancers. Physical activity has a positive role to play in a child’s development. Establishing a positive attitude and approach to routine physical activity at an early age has the potential to deliver life long health outcomes

‘Everybody Active Everyday: An evidence-based approach to physical activity’ is a national, evidence-based approach to support all sectors to embed physical activity into the fabric of daily life and make it an easy, cost-effective and ‘normal’ choice in every community in England.

To make active lifestyles a reality for all, the framework’s 4 areas for action will:

- change the social ‘norm’ to make physical activity the expectation - develop expertise and leadership within professionals and volunteers - create environments to support active lives - identify and up-scale successful programmes nationwide

‘Everybody active, every day’ is also part of the cross-government ‘Moving More, Living More’ campaign for a more active nation as part of the 2012 Olympic and Paralympic Games legacy. It also identifies the important role of physical activity in school settings.

Sample C – Exception to CSO’S Page 116 School Settings

The school setting is critical when it comes to children’s opportunities to be active. Evidence exists to support the ‘whole school approach’, including physical education, classroom activities, afterschool sports, and promoting active travel to and from school.

Specific interventions in school supported by the evidence include: capacity building and staff training; increasing the number or quality of physical education classes; adjustment of interventions to target specific populations; increased activity at break times; changes in curriculum, equipment and materials provision. Additionally, walk to school programmes and cycling promotions can encourage increases active travel to and from school

Physical Activity Guidelines

The chief medical officer’s guidelines on physical activity covering primary aged school children are set out below:

For children and young people (five to 18 years):

- All children and young people should engage in moderate to vigorous intensity physical activity for at least 60 minutes and up to several hours every day. - Vigorous intensity activities, including those that strengthen muscle and bone, should be incorporated at least three days a week. - All children and young people should minimise the amount of time spent being sedentary (sitting) for extended periods. - Based on the evidence, the guidelines can be applied to disabled children and young people, emphasising that they need to be adjusted for each individual based on that person’s exercise capacity and any special health issues or risks.

This service specification focuses on engaging primary school age children in physical activity as an approach to reduce the prevalence of overweight and obesity.

Overview of commissioning responsibilities

The Health and Social Care Act, 2012 conferred new duties on local authorities to improve the public’s health.

Public Health Outcomes Framework

The Public Health Outcomes Framework sets out high level outcomes and the LTC self care programme will contribute to the achievement of these. This service will contribute indirectly to the following PHO from the framework:

- Excess weight in 4 - 5 year olds and 10 - 11 year olds

Sample C – Exception to CSO’S Page 117 Local Context

Salford’s 2018/19 level of childhood overweight and obesity are high, but broadly reflected the national picture; 24.4% of reception age children are overweight or obese and 37.6% of year 6 children are overweight or obese. The number of obese children in the most deprived 50% of areas in Salford, this is almost double that of the least deprived. The Salford Locality Plan sets of the priorities across health and social care for improving the health and wellbeing of the population. The Start Well work stream ambition is that children will have the best start in life and continue to develop well during their early years. Key to this is children being healthy and active.

Salford delivers the National School Measurement Programme and provides a Family Weight Management Service for children who are measured as obese. These programmes have been supported by activities delivered through the School Sport’s Partnership and have involved a range of approaches, from Morning Move-it (a programme linked to a Breakfast Club), to whole school events and training sessions for school support staff on different approaches to involve children in being active. The emphasis throughout has been to provide activities that are stimulating and enjoyable for children. There hasn't been a direct focus on targeting these activities to overweight and obese children, more a case of generating a positive experience from physical activity. The School Nurse Team provide the NCMP programme and achieve a very high coverage; above 98% of reception and year 6 children are weighed and measured.

Service Outcomes

Expected Outcomes

- Overweight and obese children are involved in programmes of physical activity in the school - Children will able to clearly identify why regular and routine physical activity is important for their health and development. - Children achieve physical activity goals through involvement in programmes - Overweight and obese children will make up at least 40% of the numbers who take part. - Overweight / obese children who take part show an increase in participation in daily physical activities - Children who are overweight/obese will be engaged in activities that are perceived as enjoyable - NCMP process will be supported with school events that promote physical activity and weight management - Parents have awareness of the purpose of the NCMP and how they can use their result to support their child - Schools who are supported to develop a school approach, have a clear programme of action and can demonstrate whole school involvement in the programme - Increase the capacity and skills of primary school workforce to deliver effective physical activity programmes.

Sample C – Exception to CSO’S Page 118 Scope of Service

Aims

Aims of this service are to:

- Enhance the delivery of the NCMP programme in schools, by providing positive awareness raising sessions and events in schools, focused on benefits of physical activity and healthy weight - Encourage approaches to healthy weight through engaging primary school age children in physical activity programmes - Facilitate school based approaches to increasing levels of physical activity in children

Objectives

The service will:

- Provide a programme of events in selected primary schools in Salford, which will:

. facilitate the delivery of the NCMP process in those schools . encourage parents to involve their children in routine, daily physical activity . lead to spin off events and sessions in the school, which engage a diverse range of children in physical activities

- Provide distinct programmes of physical activity in primary schools, which contribute to recommended levels of physical activity for children in this age range. These will be targeted to a diverse range of children and will be provided at appropriate times in and around the school day. - Provide a range of signposting information for parents of children, to link them to sports clubs, community physical activity programmes, holiday sessions and other local opportunities. - In a selected number of schools, the project will lead and facilitate the development of school based approaches to physical activity, which provide opportunities for children to participate in and promote positive attitudes to the role of regular and routine involvement in physical activity for weight control.

As outlined in the table at the start of this paper, this exception is being sought for both parts of this contract for the following reasons:-

 The goods / services / works are only obtainable from one provider and there is no other provider available to allow genuine competition. Salford Community Leisure are the only provider in the city to have the assets to deliver this service – through qualified specialist staff, buildings and equipment with reach across the city to permit equitable access for residents who require the Active Lifestyles and Physical Activity in Schools Services

Sample C – Exception to CSO’S Page 119  Delivers best value to the council Salford Community Leisure have delivered on their KPIs and have a track record of evidenced positive outcomes for service users Salford Community Leisure works alongside primary and secondary care, VSCE sector and SCC to provide integrated pathways This is also the same for the Physical Activity in Schools Service .

 The execution of works or the supply of goods and services is required so urgently as not to permit compliance with the requirements of competition –The contract is due to cease in March 2021 for both the Adult Active Lifestyles and Physical Activity in Schools Services. Unfortunately, this contract was not extended prior to due unforeseen circumstances. .

KPI MONITORING

The KPIs for both services are as follows:-

ACTIVE LIFESTYLES FOR ADULTS

1. Programme set up

- Active Lifestyle programmes are available across Salford and delivered in a range of appropriate and accessible venues. - Staff delivering programmes have the relevant level of qualifications: British Association of Cardiac Rehab level 4, Pulmonary rehab level 4, Fitness/Gym Instructor NVQ level 2 or higher. - A planned schedule of promotional activities, linking with appropriate referring services established (updated 6 monthly). - Schedule of programmes for Active Lifestyles identified. - Referral pathways from clinical and primary care providers in place.

2. Service capacity

- 1000 client assessments delivered - Of clients completing the core offer, 80% are engaged in follow on activities.

3. Outcomes during the core offer

- 75% of clients who are assessed, attend the core offer. - At least 80% of clients in the core offer achieve 3 personal improvements in their capacity for physical activity. - Improvements will be measurable and will relate to day to day functional ability/self management of LTC:-

. At least 80% of clients in the core offer, have improved measures of wellbeing. . Of clients completing the core offer, 80% are engaged in follow on activities.

Sample C – Exception to CSO’S Page 120 . 75% of clients in the core offer are able to report improved functioning in day to day tasks.

4.Client outcomes: Follow on activities

- Clients maintain their involvement over at least 3 months. - 90% of clients are participating in regular planned physical activities during a routine week. - 90% of clients report maintenance of wellbeing - 75% of clients report maintenance of improved capacity for day to day tasks.

PHYSICAL ACTIVITY IN SCHOOLS SERVICE

- 2000 children will participate in activities in targeted schools linked to the NCMP - 40% of children who take part in these programme activities will not be participating in other school sports clubs already - 80% of children who take part will report awareness of choices that impact on achieving a healthy weight - 90% of children involved in the programme will achieve recommended levels of physical activity - 20 NCMP support events will be provided - 10 primary schools will develop local plans for improving levels of physical activity in children - 70% of these plans will to lead to the delivery of new sustained physical activity opportunities for children

Both services are achieving their KPIs and providing social value for their customers and wider community - Feedback from the Active Lifestyles Service Manager:- ‘During lockdown we spoke to clients on a regular basis and provided home exercise packs and did several online classes that were all very popular and successful.

Since the leisure centres reopened, we have been fortunate enough to have free rein on one particular site - Salford Sports Village for the Active Lifestyles clients, Monday -Wednesday. We have used these days for our more vulnerable clients either in a class or a gym induction. By booking vulnerable clients in at the sports village this shields them from the general public, but yet they are still able to exercise. All my team are wearing PPE.

For the less vulnerable clients that come through on a referral we have been meeting them at their chosen leisure centre and carrying out gym inductions etc as normal.

In the last few weeks we have seen a massive increase in referrals and I would say we are 70-80% back to some sort of normality across all services.’

Sample C – Exception to CSO’S Page 121

The 2020 report for the Physical Activity in Schools Service highlights how that service has adapted during the pandemic to support teachers and other school staff to help children play sport and exercise safely. The testimonials on page three highlight how crucial this support has been to schools. Although like for the majority of face to face provision in Salford and wider, usual activity did not take place, the service has a recovery plan in place for the coming financial year.

Social Value:

In Salford, the city aims to apply social value across the city and the city have developed a Charter for Social Value, which sets out to provide a single, shared approach and policy https://www.salford.gov.uk/your-council/social-value-in-salford/

We are committed to the following principles:

1. optimising the social, environmental and economic well-being of Salford and its people in everything that we do

2. thinking long-term – turning investment into long-lasting outcomes

3. working together across sectors to provide social value outcomes

4. having values including inclusion, openness, honesty, social responsibility and caring for others

5. having a clear and current understanding of how social value can make Salford a better place to live

6. Working together to measure, evaluate and understand social value, as well as reporting publicly to the people of Salford about the social value that we create What is social value? Social value asks the question: "If £1 is spent on the delivery of services, can that same £1 be used to also produce a wider benefit to the community?”. This involves looking beyond the price of each individual contract and looking at the collective benefit to a community. The Public Services (Social Value) Act 2012 describes social value as “Improvement to the economic, social and environmental well-being of an area”. The Act also stipulates that social value should be “relevant” and “proportionate” to the subject

Sample C – Exception to CSO’S Page 122 matter. This means that procurement cannot require something wholly unconnected with the provision of the contract itself. Priorities for social value in Salford are likely to include measures which: • Increase community strength and resilience • Improve the positive impact that the local environment has on people’s wellbeing • Increase opportunities for employment and reduce poverty of Salford citizens SCL signs up to these standards, including payment of the Living Wage and adoption of the best possible working practices.

Both parts of these contracts are monitored formally on a quarterly basis with the submission of written reports (examples of which are attached with this paper) which are scrutinised by representatives from both Public Health and the CCG. With prearranged contract meetings occurring on a quarterly basis and more regularly if deemed necessary as attended by representatives form Salford Community Leisure, Public Health and the CCG respectively

KEY COUNCIL POLICIES:

 Salford Locality Plan 2020 – 25

- ‘People will value being and feeling well in Salford’. Part of this is diabetes education and prevention, including face to face support – Which the Active Lifestyles Service provides through Active Lifestyles for Adults

- ‘People in Salford will live independent and fulfilled lives into Active Older Age’. Through the Active Lifestyles for Adults

- ‘Children and Young People will Develop Well in Salford’ The Physical Activity in Schools Service promotes positive mental wellbeing and helps reduce childhood obesity

 ‘Transforming Salford into an Active City’, the framework for reducing the high levels of physical inactivity that exist within the population. This aligns with the GM Plan for physical activity ‘Greater Manchester Moving’ aiming for 75% of people being more active by 2025

EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS:- n/a

Sample C – Exception to CSO’S Page 123 ASSESSMENT OF RISK:

There is a high risk of destabilising the Active Lifestyle Team if the Schedule is not maintained. If the funding is not approved and transferred before 31/03/2021 the Active Lifestyle Service may have to cease in its delivery as of 01/04/2021 as staffing and other costs will not be met. As indicated above, this service contributes to and aligns with many local strategies and programmes to prevent ill health through promoting positive wellbeing through physical activity and the management of long- term conditions. There is no other offer providing specialist support to get active and prevent further ill health and manage existing health conditions. Likewise, the Physical activity in Schools Service is crucial for supporting our city’s most vulnerable children to improve their social, mental and emotional wellbeing and develop tools to enable them to then develop in to resilient young adults as part of the Salford THRIVE model. This is in addition to the impact taking regular physical activity has on the city’s childhood obesity levels. Also, children who enjoy physical activity and reap the benefits in early life are statistically much more likely to continue to be physically active in to adulthood which reduces the chance of premature morbidity and mortality from numerous diseases such as cancers and CVD. Both parts of this contract are integral to the wider Salford Physical Activity Framework and Locality Plan and support a multitude of other work that supports the population of Salford to live longer, healthier lives and reduce health inequalities.

SOURCE OF FUNDING:

Public Health Revenue Budget

LEGAL IMPLICATIONS: Tony Hatton, Principal Solicitor, tel. 219 6323

When commissioning contracts for the procurement of goods, services or the execution of works, the Council must comply with the Public Contracts Regulations 2015 (PCR) and its own Contractual Standing Orders (CSO’s), failing which a contract may be subject to legal challenge from an aggrieved provider.

Whilst exceptions to CSO’s may be authorised by a decision notice from Procurement Board, as detailed in the Constitution there is still a risk of challenge from aggrieved providers if the usual tender process has not been followed. The risk of challenge increases in tandem with the value and proposed length of the extension. In this instance the Council is not commissioning a service which may be readily provided by a number of suppliers in the marketplace, if indeed any, and SCL are in a unique position to provide the services to the Council to realise the benefits set out in the report.

Also PCR permits direct awards of contracts to be made in limited circumstances, set out at regulation 32 of the PCR (“Negotiated procedure without prior publication”) such that reg 32 (2)(b)(ii) confirms use of the procedure: “…where the works, supplies or services can be supplied only by a particular economic operator for any of the following reasons:

Sample C – Exception to CSO’S Page 124 (ii) competition is absent for technical reasons, but only….where no reasonable alternative or substitute exists and the absence of competition is not the result of an artificial narrowing down of the parameters of the procurement;”

FINANCIAL IMPLICATIONS: Supplied by Michelle Cowley, Finance Manager, x2520

Funding is available through the Public Health Grant - Cost Centre: S7414

PROCUREMENT IMPLICATIONS: Supplied by: Chris Conway, Procurement, tel. 6248.

Procurement are happy to approve the extension for the Active Lifestyles service from 1st April 2021 to 31st March 2022 with an option to extend for a further 12 months for period 1st April 2022 to 31st March 2023, it should be noted that this contract now falls under the Service Level Agreement that Salford Council has in place with Salford Community Leisure. Salford City Council are currently undertaking a review of all SCL commissioned services under the SLA and will engage with Public Health re future procurement options moving forward.

HR IMPLICATIONS: Supplied by: n/a

CLIMATE CHANGE IMPLICATIONS: n/a

OTHER DIRECTORATES CONSULTED: n/a

CONTACT OFFICER: Peter Locke

TELEPHONE NUMER: 07976 267 926

WARD(S) TO WHICH REPORT RELATE(S):

This report effects all wards

Sample C – Exception to CSO’S Page 125 This page is intentionally left blank Title: Active Life for Adults Date: December 2016

Call-off contract based on: Salford City Council’s Public Health Services Procurement Framework

Specification (revised December 2016)

Mini-Competition for:- Active lifestyles for adults

Programme Area F: Physical Activity

Level of Intervention:

Lot 2: Level 2: Structured behavioural support

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Instructions

1.1 General

1.1.1 The contents of this Mini Competition and of any other documentation sent to you in respect of this process are provided on the basis that they remain the property of the Council and must be treated as confidential. If you are unable or unwilling to comply with this requirement you are required to destroy all associated documents immediately and not to retain any electronic or paper copies. 1.1.2 No Provider will undertake any publicity activities with any part of the media in relation to this Mini Competition process without the prior written agreement of the Council, including agreement on the format and content of any publicity.

1.1.3 Nothing in this Mini Competition shall bind the Council to accept any Submission. 1.1.4 The Council reserves the right to cancel the Mini Competition at any point. The Council is not liable for any costs resulting from any cancellation of this Mini Competition. 1.1.5 This Mini Competition 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 Council and its advisers. 1.1.6 Any resulting Call-Off from this Mini Competition will be subject to the Framework Agreement. 1.1.7 All Contractors will be informed as to the outcome of their Submission. 1.1.8 In the event of a satisfactory Submission not being received, the Council reserves the right to consider alternative procurement options.

2 Population Needs

2.1 National and Local Context

2.1.1 National Context

A long-term condition (LTC) can be defined as ‘one that cannot currently be cured but can be controlled with the use of medication and/or other therapies.’ In 2010 there were 15.4 million people with a LTC in England (30% of the population) and it is estimated that by 2025 this will rise to 18million. Treatment and management of Long Term Conditions accounts for 70% of health and social care spend and this is predicted to increase1.

There is strong evidence that lifestyle risk factors increase the risk for LTCs. Smoking, poor diet, overweight/obesity, low physical activity and alcohol all contribute. In turn some LTCs e.g. diabetes, hypertension and mental health problems lead or increase the risk for other LTCs particularly cardiovascular diseases.

1 Department of Health (2010) Improving the health and well-being of people with long term conditions.

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The management of risk factors for LTCs and in particular, approaches that increase a person’s capacity for self care is important in the context of people taking action to reduce the impact of their illness on their wellbeing and in turn, reducing the reliance on services.

Physical activity is a key component of a self-care programme as it increases a person’s capacity for self care. The benefits of regular physical activity are proven – for people with an LTC, physical activity has an important role in prevention and management of over 20 conditions.

2.1.2. Everybody Active Everyday: An evidence-based approach to physical activity2

Everybody active, every day’ is a national, evidence-based approach to support all sectors to embed physical activity into the fabric of daily life and make it an easy, cost-effective and ‘normal’ choice in every community in England. To make active lifestyles a reality for all, the framework’s 4 areas for action will: . change the social ‘norm’ to make physical activity the expectation . develop expertise and leadership within professionals and volunteers . create environments to support active lives . identify and up-scale successful programmes nationwide

2.1.3. Physical Inactivity and Long Term Conditions

The link between physical inactivity and obesity is well established. With more than half of adults and almost a quarter of children overweight or obese, everyone would benefit from being more active every day. It helps to maintain a healthy weight and improves health, regardless of weight.

More than 1 in 17 adults in the UK have diabetes; 90% have type 2 diabetes, which is associated with lifestyle. Being active can reduce the risk of developing this condition by 30-40%. People with diabetes can reduce their need for medication and the risk of complications by being more active.

Persuading inactive people to become more active could prevent one in ten cases of stroke and heart disease in the UK.

One in eight women in the UK are at risk of developing breast cancer at some point in their lives. Being active every day can reduce that risk by up to 20% and also improve the lives of those living with cancer.

Dementia affects 800,000 people in the UK. Staying active can reduce the risk of vascular dementia and also have a positive impact on non-vascular dementia.

Depression is increasing in all age groups. People who are inactive have three times the rate of moderate to severe depression of active people. Being active is central to our mental health.

Disease and disability create costs, and not just for the NHS. Long term conditions such as diabetes, cardiovascular and respiratory disease lead to greater dependency on home, residential and ultimately nursing care. This drain on resources is avoidable, as is the personal strain it puts on families and individuals.

2PHE (2014) Everybody Active Everyday: An evidence-based approach to physical activity https://www.gov.uk/government/publications/everybody-active-every-day-a-framework-to-embed-physical-activity-into- daily-life

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2.2. NICE Guidance (PH54): Exercise Referral Schemes to Promote Physical Activity3

This guideline makes recommendations on exercise referral schemes to promote physical activity for people aged 19 and older. It is an update of recommendation 5 in 'Four commonly used methods to increase physical activity' (NICE public health guidance 2).

NICE has already recommended structured exercise programmes to manage specific health conditions, or for rehabilitation after recovery from a specific condition (see box 1). These include stroke, cardiac and pulmonary rehabilitation programmes.

Box 1 The role of structured exercise programmes in the management of, and rehabilitation following, a health condition.

NICE recommends structured exercise programmes tailored to individual need to manage, and for rehabilitation after, certain health conditions, including:

 myocardial infarction (see NICE clinical guideline 172 on secondary prevention)

 stroke (see NICE clinical guideline 162 on rehabilitation)

 chronic heart failure (see NICE clinical guideline 108)

 chronic obstructive pulmonary disease (see NICE clinical guideline 101)

 depression (see NICE clinical guideline 90 for adults)

 low back pain (see NICE clinical guideline 88)

 chronic fatigue syndrome/myalgic encephalomyelitis (or encephalopathy) (see NICE clinical guideline 53)

These structured exercise programmes vary in format, the mechanism of referral and content. They include components such as phase 3 and phase 4 rehabilitation activities and structured, tailored and supervised activities delivered by a specialist physical activity and exercise instructor (trained to level 4).

Recommendations

In line with NICE guidance this service is for people who are sedentary or inactive and have existing long term health conditions. The service provided will reflect the guidance outlined below:

 Incorporates the core techniques outlined in recommendations 7–10 of 'Behaviour change: individual approaches' NICE public health guidance 49 This includes: o recognising when people may or may not be more open to change ( recommendations 8 and 9) o agreeing goals and developing action plans to help change behaviour ( recommendation 7) o advising on and arranging social support (recommendations 7 and 10)

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o tailoring behaviour change techniques and interventions to individual need ( recommendation 8) o monitoring progress and providing feedback (recommendations 7 and 10) o developing coping plans to prevent relapse (recommendations 7 and 8).

 Collects data in line with the 'essential criteria' outlined in the Standard Evaluation Framework for physical activity interventions. Specifically: programme details, evaluation details, demographics of individual participants, baseline data, follow-up data (impact evaluation) and process evaluation.

 Makes the data collected available for analysis, monitoring and research to inform future practice.

Primary care practitioners should only refer people who are sedentary or inactive and have existing long term health conditions along with other factors that put them at increased risk of ill health to an exercise referral scheme if it conforms to the above criteria.

2.1.2 Overview of commissioning responsibilities

The Health and Social Care Act, 2012 conferred new duties on local authorities to improve the public’s health. As part of this there are commissioning responsibilities for behavioural and lifestyle campaigns to prevent and reduce the impact of long-term conditions. In addition there are responsibilities for interventions and services to improve the lifestyle modifiable risk factors related to long term conditions.

2.1.3 Public Health Outcomes Framework

The Public Health Outcomes Framework sets out high level outcomes and the LTC self care programme will contribute to the achievement of these. This service will contribute directly to the following PHO from the framework: - Healthy life expectancy - Proportion of physically active and inactive adults - Self-reported wellbeing

2.2 Local Context

In Salford, female life expectancy is 80.5 years and for males it is 76.1 years; this is lower than the national average by 3.11 years and 2.51 years respectively. There is also difference of around 12.6 years between the most and the least deprived deciles within Salford for males and 8.3 years for females.

Salford has improving death rates from LTCs, however Salford also has the third highest under 75yrs CVD mortality rate in the North West Salford has significant levels of health inequalities within the City, there is a 12 year difference in life expectancy for men and 8.2 years for women, between the least and most deprived wards. This is reflected in levels of smoking, alcohol, low levels of physical activity. Approximately 45% of adults in Salford are physically active, compared to the national average of 56%.

Salford’s Loicality Plan sets out priorities for the health and wellbeing of the City. Within the Living Well lifestage, there is an emphasis on prevention and providing support to adults with a long term condition, such that individuals are encouraged to take care of their own health and wellbeing, to manage the impact of a any Long Term Condition and stop it getting worse,

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3 Service Outcomes

3.1 Expected Outcomes

Participants in the Active Lifestyle programme will: - have skills to plan, set and achieve physical activity goals - achieve increases in levels of physical activity that meet national guidelines for their age group and have improved capacity for physical activity - have improved motivation and confidence to maintain participation in physical activity as part of their self care plan - have improved self care outcomes for the managing their long term condition - have opportunities to share experiences and gain support from a self help network to enable the achievement of long term wellbeing outcomes

4 Scope of Service

4.1 Aims and Objectives

4.1.1 Aims

The aims of this service are:

• To motivate and facilitate individuals with an LTC, to increase their capacity and confidence for self care, through participation in a structured physical activity programme. • Co-ordinate provision of the Service with General Practice Local Commissioned Service for people with long term conditions. • To work with specialist clinical services to support the development of client pathways from services, to the Active Lifestyles programmes. • To develop links with other community providers of physical activities and wellbeing services, to support clients to maintain outcomes as a step down from the self care programme.

4.1.2 Objectives

The service will: - Provide an accessible, structured, appropriate and long term* menu of physical activity programmes for people with a range of LTCs, to achieve the required improvement in physical capacity for activity, functional capacity and mental wellbeing. - Provide these programmes in venues across Salford’s localities. - Provide support to referred clients to meet self care goals as identified within their Personal Care Plan. - Apply a range of behaviour change techniques to develop motivation, confidence and skills in clients, to enable them set out their own physical activity and self care goals. - Where clients identify other health and wellbeing outcomes related to their self care, the Provider will link clients to related provision, for example support to stop smoking. - Monitor changes in a range of client outcomes reflecting motivation and capacity for physical activity and mental wellbeing. - Where clients have a Body Mass Index of 25 kgm-2 or greater, a BMI measurement will be provided at initial assessment and on completion of the core offer.

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- Apply the Standard Evaluation Framework for Physical Activity Interventions (see 4.2) - Collect a range of client and Service activity information, to support monitoring and performance management of the Service. - Work with other LTC referral services commissioned by Salford CCG, to ensure there are clear and established pathways from these services to the Active Lifestyles programme. - Ensure there are effective communication links from the Provider to LTC referral services, to support longer term management of the client’s condition. - Promote the service to referrers in Salford. - Collaborate with other main stream and voluntary providers of physical activity programmes to support clients to maintain motivation and participation in a varied range of physical activities. - Ensure the programme is delivered by appropriately trained and experienced staff. - Engage with and support clients to establish a self care network, leading to the development of self care support activities. - Develop links to and activities with other wellbeing services and develop collaborative approaches to support achievement of self care outcomes, where appropriate. This includes the LTC Prevention Programme Provider. - Provide a co-ordinated performance reports detailing activity and client outcomes, alongside other Salford CCG commissioned physical activity services.

*Long term – refers to client being able to access a programme over a minimum of 3 months to a maximum of 6 months.

4.1.3 Social Value objective

The Provider of the service will identify, deliver and account for a range of social outcomes from this service. Social Value outcomes will relate to Salford Council’s Social Value Policy https://www.salford.gov.uk/your-council/social-value-in-salford/

Social value outcomes will reflect the following areas: . Growing City . Co-operative City . Caring City . Innovative City

Social value outcomes will be relevant and proportionate and evidenced as part of the regular performance review.

4.2 Service Description

The long-term conditions referred to in this specification are: Coronary Heart Disease, heart failure, atrial fibrillation, hypertension, peripheral arterial disease, stroke, type 1 and 2 diabetes, chronic obstructive pulmonary disease and chronic kidney disease. Clients with a low level mental health issue combination with the above are in scope.

This is primarily a level 2 service which involves staff with specialist skills case managing clients to achieve self care outcomes, using a structured programme of support.

The structured programme will be delivered as a core offer to bring about improvements in physical capacity for activity, with a follow on offer to help the client embed new behaviours.

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The core offer will consist of a minimum of 12 weeks of supported activities.

The follow on offer will consist of a minimum of 3 months post core offer.

The Service will be provided for clients with a diverse range of LTCs as outlined, some of whom will have attended a rehab programme, but not necessarily so. The Service will need to ensure it has staff with the relevant knowledge, skills and ability to engage clients in safe and effective physical activities appropriate to the stage of their condition.

The Service will be accessed via a referral, followed by an assessment in line with national exercise referral scheme guidance.

The Service will incorporate a baseline assessment and periodic assessments of progress to ensure improvements and achievement of outcomes are monitored. The assessments will include measures of motivation and confidence. This will be aligned with the 'essential criteria' outlined in the Standard Evaluation Framework for physical activity interventions4. Note that BMI data will be collected and mae available in performance reporting for those clients with BMI of 25 or higher.

The Service will develop a ‘core’ offer, which will consist of at least a six to eight week structured programme, with a follow on offer featuring a wider menu of appropriately supervised activities, up to a period of 6 months from assessment. The purpose of the ‘core’ offer is to introduce the client to physical activity, improve confidence in exercising and achieve improvements in baseline fitness measures. The follow on offer will encourage and support the client to embed physical activity into their lifestyle and build confidence / motivation to maintain physical activity goals. For the purposes of the KPIs, the expectation is the client will need to attend a minimum number of sessions to gain these improvements in capacity.

The Service will support clients to identify their own short, medium and longer term goals for self care, and provide opportunities to develop skills to achieve these.

The Service will target the majority if its resources to individuals with a long-term condition and who are sedentary and who are from an area of Salford with a high level of health inequality.

The Service will ensure there are progression routes for clients following completion of their engagement with the physical activity programme. Clients will be signposted to these activities as part of their managed self care programme.

The Service will engage with clients to find out about challenges involved in managing an LTC and will use this information to support the continued development of the Active Lifestyles programme.

Where appropriate, the Provider will collaborate with other organisations / stakeholders to develop shared activities that deliver outcomes.

The Provider will ensure performance monitoring and reporting is maintained. Reports will relate to objectives, activities, outcomes and KPIs. Reporting arrangements will be agreed with the Commissioner and with reference to a co-ordinated reporting approach with Salford CCG, for other SCL commissioned activities for adults with LTC.

4 Standard Evaluation Framework for physical activity interventions. http://www.noo.org.uk/uploads/doc/vid_16722_SEF_PA.pdf

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4.3 Governance

4.3.1 General

- Ensure all staff/ volunteers (paid or unpaid) are DSB checked. - Ensure contingency plans are in place to accommodate staff sickness and absences for business continuity of the Service.

4.3.2 Skills and competencies

- All staff/ volunteers (paid or unpaid) to have the appropriate knowledge, skills and qualifications for the role. These will include British Association of Cardiac Rehab level 4, Pulmonary Rehab level 4, WRIGHT Foundation, and Fitness / Gym Instructor qualifications equivalent to REPs level 3 or higher5. - Exercise referral schemes must not operate without qualified instructors who are registered on the Register of Exercise Professionals (REPs) with the Level 3 exercise referral category of registration. The use of exercise instructors who are not Level 3 exercise referral qualified and not registered on REPs does not represent national policy and only applies to those schemes which have an appropriately qualified and registered Level 3 exercise referral professional designing, agreeing, adapting and reviewing the client’s physical activity programme6. - Staff delivering programmes will be required to have the appropriate registration and insurances. - All staff/ volunteers (paid or unpaid) to have access to continuous personal, vocational, employment and professional training/ learning opportunities as appropriate to build local assets. - All staff/ volunteers (paid or unpaid) to receive timely and regular supervision and appraisals to ensure the delivery of the programme.

4.3.3 Audit

- Undertake ongoing monitoring and evaluation of services, including customer feedback (see sections 5 and 6). - Ensure continuous service improvement through applying the learning from monitoring and evaluation. - Engage with commissioners regarding service development and improvement.

4.3.4 Care pathways and protocols

- Ensure the programme is informed through effective engagement and intelligence gathering.

5The Register of Exercise Professionals (REPS) http://www.exerciseregister.org/resources/exercise-referral 6 British Heart Foundation National Centre for Physical Activity and Health (2010). Exercise Referral Kit. http://www.bhfactive.org.uk/sites/Exercise-Referral-Toolkit/

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- Ensure policies, pathways and practices are updated in line with emerging evidence and new guidelines such as Department of Health, NICE, Public Health England. - Ensure timely and appropriate dissemination of guidelines and good practice. - Implement a network delivery approach whereby stakeholders and organisations involved in or with direct links to the programme share best practice, deliver joined up approaches and targeted interventions.

4.4 Population

The Service will be provided for a Salford adult population with a long term condition. The service will be expected to meet the needs of a diverse patient group in terms of culture, ethnicity and ability.

4.5 Inclusion and exclusion criteria

i. Inclusion criteria Adult residents of Salford, with a Salford post code and / or registered with a Salford GP who have been diagnosed with a long term condition and who have been medically assessed as safe to participate in an exercise programme.

ii. Exclusion criteria

Clients with contra-indications that put them at risk through participation in a supervised exercise programme. Clients currently engaged in a phase3 or other rehab programme. The Service Provider can determine if a patient is unsafe / not appropriate to attend the programme. Where this applies, the Provider will have a clear rationale and assessment for doing so and will collate a log of such incidences.

4.6 Referrals

Patients will be offered the service via referral from a GP / Hospital Service, other wellbeing providers and related programmes e.g. via Integrated Care Programme.

4.7 Interdependencies with other services

The Service links to the following: - Specialist services in Salford Royal Foundation Trust - Primary Care services - Weight management services - Providers of stop smoking support - Providers of alcohol services - Health Improvement Service - Integrated Wellbeing and Employability Service - Adult Social Care provision - Long term condition prevention services

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5 Safeguarding Children and Vulnerable Adults

5.1 The Provider shall adopt Salford City Council Safeguarding Policies and such policies shall comply with the local multi-agency policies as amended from time to time and may be appended in Appendix F of the Public Health Call-Off Contract (Safeguarding Policies).

5.2 At the reasonable written request of the Commissioner and by no later than 10 Business Days following receipt of such request, the Provider must provide evidence to the Authority that it is addressing any safeguarding concerns.

5.3 If requested by the Commissioner, the Provider shall participate in the development of any local multi-agency safeguarding quality indicators and/or plan.

5.4 Child Sexual Exploitation (CSE)

5.4.1 The sexual exploitation of children and young people under 18 involves exploitative situations, contexts and relationships where young people (or a third person or persons) receive ‘something’ (e.g. food, accommodation, drugs, alcohol, cigarettes, affection, gifts, money) as a result of performing, and/or others performing on them, sexual activities.

5.4.2 In all cases those exploiting the child/young person have power over them by virtue of their age, gender, intellect, physical strength and/or economic or other resources.

5.4.3 In order to improve the effectiveness of safeguarding and protecting children and young people from this form of abuse it is necessary to follow the Greater Manchester Sexual Health (SH) CSE guidelines in identifying and reporting CSE. The GM SH CSE checklist can be used as a prompt to ensure a series of key questions are asked during the general consultation process with all under 18 and vulnerable clients. The Greater Manchester SH pathway for CSE must be adhered to alongside local safeguarding procedures. It is vital that all staff (including non-clinical and reception staff) have access to and complete CSE training to ensure they are fully able to recognise the signs of CSE and act according to the relevant pathways and procedures.

6 Service User Involvement

The Provider shall engage, liaise and communicate with Service Users, their Carers and Legal Guardians in an open and clear manner in accordance with the Law, good clinical practice and their human rights.

As soon as reasonably practicable following any reasonable request from the Commissioner, the Provider must provide evidence to the Authority of the involvement of service users, carers and staff in the development of services.

The Provider must carry out Service User surveys (and Carer surveys) and shall carry out any other surveys reasonably required by the commissioner in relation to the Services.

The Provider must review and provide a written report to the Authority on the results of each survey carried out under clause B4.3 and identify any actions reasonably required to be taken by the Provider in response to the surveys. The Provider must implement such actions as soon as practicable. If required by the Authority, the Provider must publish the outcomes and actions taken in relation to such surveys.

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7 Service Monitoring

Provide performance reports every 3 months to the commissioner on activity, KPIs and outcomes, including financial spend.

Provide an annual evaluation report at the end of year one and year two.

Collects data in line with the 'essential criteria' outlined in the Standard Evaluation Framework for physical activity interventions

See Appendix 2 for KPIs.

8 Applicable Service Standards

NICE (PH54) (2014). Exercise referral schemes to promote physical activity. http://www.nice.org.uk/guidance/ph54

British Heart Foundation National Centre for Physical Activity and Health (2010). Exercise Referral Kit. http://www.bhfactive.org.uk/sites/Exercise-Referral-Toolkit/

The Register of Exercise Professionals (REPS) http://www.exerciseregister.org/resources/exercise-referral

NQAF (2001). Exercise referral systems: A national quality assurance framework http://webarchive.nationalarchives.gov.uk/+/www.dh.gov.uk/en/Publicationsandstatistics /Publications/PublicationsPolicyAndGuidance/DH_4009671

Relevant NICE guidance applies (not exhaustive): . Prevention of cardiovascular disease (PH25) . Behavioral change: individual approaches (PH49) . Behavior change: the principles for effective interventions (PH6) . Physical activity pathway https://pathways.nice.org.uk/pathways/physical-activity . Obesity (CG43) . Hypertension (CG34) Overweight and obese – lifestyle weight management programmes (PH53)

9 Location of Provider Premises

The Provider is required to deliver the services detailed in this specification from a variety of venues in Salford.

These venues will be accessible for people with a range of physical abilities and appropriate for people to participate in physical activity.

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10 Appendices Appendix 1 – Social Value and Public Health Specifications

Overview for Providers of commissioned services. In Salford, we want to achieve a consistent approach to the application of Social Value across the City and have developed a Charter for Social Value, which sets out to provide a single, shared approach and policy https://www.salford.gov.uk/your-council/social-value-in-salford/

We are committed to the following principles: 1. optimising the social, environmental and economic well-being of Salford and its people in everything that we do 2. thinking long-term – turning investment into long-lasting outcomes 3. working together across sectors to provide social value outcomes 4. having values including inclusion, openness, honesty, social responsibility and caring for others 5. having a clear and current understanding of how social value can make Salford a better place to live 6. Working together to measure, evaluate and understand social value, as well as reporting publicly to the people of Salford about the social value that we create

What is social value? Social value asks the question: "If £1 is spent on the delivery of services, can that same £1 be used to also produce a wider benefit to the community?”. This involves looking beyond the price of each individual contract and looking at the collective benefit to a community. The Public Services (Social Value) Act 2012 describes social value as “..Improvement to the economic, social and environmental well-being of an area..” The Act also stipulates that social value should be “relevant” and “proportionate” to the subject matter. This means that procurement cannot require something wholly unconnected with the provision of the contract itself. Priorities for social value in Salford are likely to include measures which: • Increase community strength and resilience • Improve the positive impact that the local environment has on people’s wellbeing • Increase opportunities for employment and reduce poverty of Salford citizens We would also direct and encourage all successful providers to sign up to these standards, including payment of the Living Wage and adoption of the best possible working practices.

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Appendix 2 – Key Performance Indicators

The KPIs applying to this service are set out below.

1.Programme set up i.Active Lifestyle programmes are available across Salford and delivered in a range of appropriate and accessible venues. ii.Staff delivering programmes have the relevant level of qualifications: British Association of Cardiac Rehab level 4, Pulmonary rehab level 4, Fitness / Gym Instructor NVQ level 2 or higher. iii. A planned schedule of promotional activities, linking with appropriate referring services established (updated 6 monthly). iv.Schedule of programmes for Active Lifestyles identified. v.Referral pathways from clinical and primary care providers in place.

2.Service capacity i.1000 client assessments delivered. ii.Of clients completing the core offer, 80% are engaged in follow on activities.

3.Outcomes during the core offer i.75% of clients who are assessed, attend the core offer. ii.At least 80% of clients in the core offer achieve 3 personal improvements in their capacity for physical activity. Improvements will be measurable and will relate to day to day functional ability / self management of LTC. iii.At least 80% of clients in the core offer, have improved measures of wellbeing. iv.Of clients completing the core offer, 80% are engaged in follow on activities. v.75% of clients in the core offer are able to report improved functioning in day to day tasks.

4.Client outcomes: Follow on activities i. Clients maintain their involvement over at least 3 months. ii.90% of clients are participating in regular planned physical activities during a routine week. iii.90% of clients report maintenance of wellbeing. iv.75% of clients report maintenance of improved capacity for day to day tasks.

Social Value

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KPIs relating to agreement, delivery and achievement of social value outcomes will be negotiated and agreed with the Commissioner. This KPI will build on the social value / accounting work taken forward by the provider.

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Call-off contract based on: Salford City Council’s Public Health Services Procurement Framework

Service Specification (Revised December 2016)

Mini-Competition for:- Physical Activity in Schools Service

Programme Area F: Physical Activity

Level of Intervention:

Lot 1 Level 0: Self care, social atitude shaping, community capacity building

Level 1: Basic health advice and signposting from generic services

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Detail of Contract

Title/Description of Contracted Physical Activity in Schools Service Service/Supply/Project Contract Value £ 40,000 Per Annum (estimated average) Contract Duration 24 months Contract Start Date 01/04/2017 Contract End Date 31/03/2019 Optional Extension Period 1 12 months Contact Officer(s) Michelle Whittaker

Lead Service Group Public Health How the contract was procured? Framework Call-off (Mini Competition)

Framework Details Salford City Council Public Health Services Procurement Framework Form of Contract Public Health Call-Off Contract

Definitions

The Council Shall mean Salford City Council

The contract formed acceptance of the Letter of Call-Off Commission, and which consists of the Framework Agreement, the Form of Contract and the Specification, the Submission, any Special Conditions and all associated schedules

Shall mean the provider whose submission is accepted Provider in whole or in part and, where the context so admits, their person representative or successors, as the case may be, and the permitted assignees.

Shall mean this document and any associated Mini Competition appendices.

Shall mean the Framework Agreement for Salford City The Framework Agreement Council’s Public Health Services Procurement Framework.

Submission Contractor’s response to this Mini Competition

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Instructions

1.1 General

1.1.1 The contents of this Mini Competition and of any other documentation sent to you in respect of this process are provided on the basis that they remain the property of the Council and must be treated as confidential. If you are unable or unwilling to comply with this requirement you are required to destroy all associated documents immediately and not to retain any electronic or paper copies. 1.1.2 No Provider will undertake any publicity activities with any part of the media in relation to this Mini Competition process without the prior written agreement of the Council, including agreement on the format and content of any publicity.

1.1.3 Nothing in this Mini Competition shall bind the Council to accept any Submission. 1.1.4 The Council reserves the right to cancel the Mini Competition at any point. The Council is not liable for any costs resulting from any cancellation of this Mini Competition. 1.1.5 This Mini Competition 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 Council and its advisers. 1.1.6 Any resulting Call-Off from this Mini Competition will be subject to the Framework Agreement. 1.1.7 All Contractors will be informed as to the outcome of their Submission. 1.1.8 In the event of a satisfactory Submission not being received, the Council reserves the right to consider alternative procurement options.

2 Population Needs

2.1 National and Local Context

2.1.1 National Context

Levels of overweight and obesity in children are an increasing concern. Health Survey for England reports that around three in ten boys and girls aged 2 to 15 yeas were classified as either overweight or obese.

The National School Measurement Programme weighs and measures reception age and year 11 children in England. Whilst this data reports a slightly changing trend in prevalence of overweight and obesity in children, levels remain high and will impact on adult health outcomes.

By 2015, the Foresight report estimates that 36% of males and 28% of females (aged between 21 and 60) will be obese. By 2025 it is estimated that 47% of men and 36% of women will be obese.

Overweight and particularly obesity in childhood is associated with a range of conditions and illnesses, from excess blood pressure, heart disease, development of type 2 diabetes, musculoskeletal conditions, cancers.

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Physical activity has a positive role to play in a child’s development. Establishing a positive attitude and approach to routine physical activity at an early age has the potential to deliver life long health outcomes

2.1.2. Everybody Active Everyday: An evidence-based approach to physical activity1

Everybody active, every day’ is a national, evidence-based approach to support all sectors to embed physical activity into the fabric of daily life and make it an easy, cost-effective and ‘normal’ choice in every community in England.

To make active lifestyles a reality for all, the framework’s 4 areas for action will:  change the social ‘norm’ to make physical activity the expectation  develop expertise and leadership within professionals and volunteers  create environments to support active lives  identify and up-scale successful programmes nationwide

‘Everybody active, every day’ is also part of the cross-government ‘Moving More, Living More’ campaign for a more active nation as part of the 2012 Olympic and Paralympic Games legacy. It also identifies the important role of physical activity in school settings.

2.1.3. School Settings

The school setting is extremely important when it comes to children’s opportunities to be active2. Evidence exists to support the ‘whole school approach’, including physical education, classroom activities, afterschool sports, and promoting active travel to and from school3. Specific interventions in school supported by the evidence include: capacity building and staff training; increasing the number or quality of physical education classes; adjustment of interventions to target specific populations; increased activity at break times; changes in curriculum, equipment and materials provision. Additionally, walk to school programmes and cycling promotions can encourage increases active travel to and from school4

1PHE (2014) Everybody Active Everyday: An evidence-based approach to physical activity https://www.gov.uk/government/publications/everybody-active-every-day-a-framework-to-embed-physical-activity-into- daily-life 2 Kriemler et al. (2011) Effect of school-based interventions on physical activity and fitness in children and adolescents: a review of reviews and systematic update. British journal of Sports Medicine 45:923-930 3 Heath GW, Parra DC, Sarmiento OL, Andersen LB, Owen N, Goenka S, Montes F, Brownson RC; Lancet Physical Activity Series Working Group (2012) Evidence-based intervention in physical activity: lessons from around the world. The Lancet 380(9838):272-81 4 NICE (2009) Promoting physical activity for children and young people. NICE public health guidance 17

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2.1.4. Physical Activity Guidelines

The chief medical officer’s guidelines on physical activity5 covering primary aged school children are set out below:

For children and young people (five to 18 years):

- All children and young people should engage in moderate to vigorous intensity physical activity for at least 60 minutes and up to several hours every day. - Vigorous intensity activities, including those that strengthen muscle and bone, should be incorporated at least three days a week. - All children and young people should minimise the amount of time spent being sedentary (sitting) for extended periods. - Based on the evidence, the guidelines can be applied to disabled children and young people, emphasising that they need to be adjusted for each individual based on that person’s exercise capacity and any special health issues or risks.

This service specification focuses on engaging primary school age children in physical activity as an approach to reduce the prevalence of overweight and obesity.

2.1.2 Overview of commissioning responsibilities

The Health and Social Care Act, 2012 conferred new duties on local authorities to improve the public’s health. As part of this, there are commissioning responsibilities for behavioural and lifestyle campaigns to support people to make positive choices for their health and wellbeing.

2.1.3 Public Health Outcomes Framework

The Public Health Outcomes Framework sets out high level outcomes and the LTC self care programme will contribute to the achievement of these. This service will contribute indirectly to the following PHO from the framework:

- Excess weight in 4-5 year olds and 10-11 year olds

2.2 Local Context

Salford’s 2015/16 level of childhood overweight and obesity are high, but broadly reflects the national picture; 23.2% of reception age children are overweight or obese and 39.9% of year 6 children are overweight or obese.

The number of obese children in the most deprived 50% of areas in Salford, is almost double that of the least deprived.

The Salford’s Locality Plan sets of the priorities across health and social care for improving the health and wellbeing of the population. The Start Well work stream ambition is that children will

5 DH (2011) Start Active, Stay Active: A report on physical activity from the four home countries’ Chief Medical Officers. London: The Stationery Office

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have the best start in life and continue to develop well during their early years. Key to this is children being healthy and active.

Salford delivers the National School Measurement Programme and provides a Family Weight Management Service for children who are measured as obese. These programmes have been supported by activities delivered through the School Sport’s Partnership and have involved a range of approaches, from Morning Move-it (a programme linked to a Breakfast Club), to whole school events and training sessions for school support staff on different approaches to involve children in being active.

The emphasis throughout has been to provide activities that are stimulating and enjoyable for children. There hasn't been a direct focus on targeting these activities to overweight and obese children, more a case of generating a positive experience from involvement.

The School Nurse Team provide the NCMP programme and achieve a very high coverage; above 98% of reception and year 6 children are weighed and measured. The NCMP is a must do and all services connected to the NCMP process have worked hard to try make it a positive and informative process. However, there are instances where parents choose to not have their child weighed and measured and also where feedback letters have lead to challenges to services.

3 Service Outcomes

3.1 Expected Outcomes

- Overweight and obese children are involved in programmes of physical activity in the school - Children will able to clearly identify why regular and routine physical activity is important for their health and development. - Children achieve physical activity goals through involvement in programmes - Overweight and obese children will make up at least 40% of the numbers who take part. - Overweight / obese children who take part show an increase in participation in daily physical activities - Children who are overweight / obese will be engaged in activities that are perceived as enjoyable - NCMP process will be supported with school events that promote physical activity and weight management - Parents have awareness of the purpose of the NCMP and how they can use their result to support their child - Schools who are supported to develop a school approach, have a clear programme of action and can demonstrate whole school involvement in the programme - Increase the capacity and skills of primary school workforce to deliver effective physical activity programmes.

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4 Scope of Service

4.1 Aims and Objectives

4.1.1 Aims

Aims of this service are to:

- Enhance the delivery of the NCMP programme in schools, by providing positive awareness raising sessions and events in schools, focused on benefits of physical activity and healthy weight - Encourage approaches to healthy weight through engaging primary school age children in physical activity programmes - Facilitate school based approaches to increasing levels of physical activity in children

4.1.2 Objectives

- Provide a programme of events in selected primary schools in Salford, which will: o facilitate the delivery of the NCMP process in those schools o encourage parents to involve their children in routine, daily physical activity o lead to spin off events and sessions in the school, which engage a diverse range of children in physical activities - Provide distinct programmes of physical activity in primary schools, which contribute to recommended levels of physical activity for children in this age range. These will be targeted to a diverse range of children and will be provided at appropriate times in and around the school day. - Provide a range of sign posting information for parents of children, to link them to sports clubs, community physical activity programmes, holiday sessions and other local opportunities. - In a selected number of schools, the project will lead and facilitate the development of school based approaches to physical activity, which provide opportunities for children to participate in and promote positive attitudes to the role of regular and routine involvement in physical activity for weight control.

Social Value objective

The Provider of the service will be required to identify, deliver and account for a range of social outcomes from this service. The approach to identifying social value outcomes will be taken forwards as a co-production with the Commissioner. The process will involve:

- Identifying relevant and proportionate social value outcomes - Agreeing a set of social value Key performance indicators for contract monitoring - Developing appropriate social value measurement tools and reports - Evidencing the impact that social value has made in this contract

Appendix A provides a more detailed account of social value and how it relates directly to this service tender

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4.2 Service Description

- The Provider will focus activities in areas of Salford where NCMP data highlights higher levels of overweight and obesity. - The Provider will draw on learning from the delivery of the School Sports Partnership in the design of programmes and approaches to engage with schools, parents and children. - The provider will organise a varied range of physical activity opportunities for primary school age children in Salford. - The activities will be provided in venues that are appropriate for involving groups of children in a range of physical activities. - Events will be designed to promote the NCMP programme. The Provider will collaborate with the School Nursing Service and Health Improvement Service in the design and production of these. - A selected number of schools will be encouraged to identify and develop a sustainable set of activities that encourage inactive children to engage in, and maintain their increased levels of physical activity. - The service will ensure its staff are appropriately qualified and have the required approval / clearance for working with children. - The Service will ensure it meets Salford’s Child Safeguarding requirements.

4.3 Governance

4.3.1 General

- Ensure all staff are DBS checked. - Ensure contingency plans are in place to accommodate staff sickness and absences for business continuity of the Service.

4.3.2 Skills and competencies

- All staff/ volunteers (paid or unpaid) to have the appropriate knowledge, skills and qualifications for the role. - All staff/ volunteers (paid or unpaid) to have access to continuous personal, vocational, employment and professional training/ learning opportunities as appropriate to build local assets. - All staff/ volunteers (paid or unpaid) to receive timely and regular supervision and appraisals to ensure the effective delivery of the programme.

4.3.3 Audit

- Undertake ongoing monitoring and evaluation of services, including customer feedback (see sections 5 and 6). - Ensure continuous service improvement through applying the learning from monitoring and evaluation. - Engage with commissioners regarding service development and improvement.

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4.3.4 Care pathways and protocols

- Ensure the programme is informed through effective engagement with the identified services, children and parents. - The Provider will apply appropriate guidelines and controls to ensure children are involved in activities relevant to their age. - Ensure policies, pathways and practice are updated in line with emerging evidence and new guidelines such as that issued by Department of Health, NICE, Public Health England. - Ensure timely and appropriate dissemination of guidelines and good practice is provided - Contribute to local stakeholder networks organisations involved in or with direct links to the programme share best practice, deliver joined up approaches and target interventions.

4.4 Population

- The service will be provided for targeted Primary Schools in Salford (as agreed with the commissioner). - The service will engage with children across primary school age groups and target inactive children. - The service will seek to engage with inactive, overweight and obese children, using appropriate approaches.

4.5 Inclusion and exclusion criteria

Exclusion criteria: - Children with contra-indications that put them at risk through participation in a supervised exercise programme. - The Service can determine if a child is unsafe / not appropriate to attend the programme. Where this applies, the service will have a clear rationale for doing so and will collate a log of such incidences.

4.6 Referrals

This is not a referral based service.

4.7 Interdependencies with other services

The Service links to the following:

- Primary, Secondary and Special Schools - School Nursing Service - Family Weight Management Service (dependent on Public Health commissioning intentions) - Other existing Salford City Council and CCG commissioned community based physical activity and health improvement providers.

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5 Safeguarding Children and Vulnerable Adults

5.1 The Provider shall adopt Salford City Council Safeguarding Policies and such policies shall comply with the local multi-agency policies as amended from time to time and may be appended in Appendix F of the Public Health Call-Off Contract (Safeguarding Policies).

5.2 At the reasonable written request of the Commissioner and by no later than 10 Business Days following receipt of such request, the Provider must provide evidence to the Authority that it is addressing any safeguarding concerns.

5.3 If requested by the Commissioner, the Provider shall participate in the development of any local multi-agency safeguarding quality indicators and/or plan.

5.4 Child Sexual Exploitation (CSE)

5.4.1 The sexual exploitation of children and young people under 18 involves exploitative situations, contexts and relationships where young people (or a third person or persons) receive ‘something’ (e.g. food, accommodation, drugs, alcohol, cigarettes, affection, gifts, money) as a result of performing, and/or others performing on them, sexual activities.

5.4.2 In all cases those exploiting the child/young person have power over them by virtue of their age, gender, intellect, physical strength and/or economic or other resources.

5.4.3 In order to improve the effectiveness of safeguarding and protecting children and young people from this form of abuse it is necessary to follow the Greater Manchester Sexual Health (SH) CSE guidelines in identifying and reporting CSE. The GM SH CSE checklist can be used as a prompt to ensure a series of key questions are asked during the general consultation process with all under 18 and vulnerable clients. The Greater Manchester SH pathway for CSE must be adhered to alongside local safeguarding procedures. It is vital that all staff (including non-clinical and reception staff) have access to and complete CSE training to ensure they are fully able to recognise the signs of CSE and act according to the relevant pathways and procedures.

6 Service User Involvement

The Provider shall engage, liaise and communicate with Service Users, their Carers and Legal Guardians in an open and clear manner in accordance with the Law, good clinical practice and their human rights.

As soon as reasonably practicable following any reasonable request from the Commissioner, the Provider must provide evidence to the Authority of the involvement of service users, carers and staff in the development of services.

The Provider must carry out Service User surveys (and Carer surveys) and shall carry out any other surveys reasonably required by the commissioner in relation to the Services.

The Provider must review and provide a written report to the Authority on the results of each survey carried out under clause B4.3 and identify any actions reasonably required to be taken by the Provider in response to the surveys. The Provider must implement such actions as soon as practicable. If required by the Authority, the Provider must publish the outcomes and actions taken in relation to such surveys.

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7 Service Monitoring

- Provide performance reports every 3 months to the commissioner on activity, KPIs and outcomes, including financial spend.

- Provide an annual evaluation report at the end of year one and year two.

- See Appendix B for KPIs.

8 Applicable Service Standards

Relevant NICE guidance is: NICE Guidance: Promoting physical activity for children and young people. PH17

Everybody Active Everyday: what works the evidence. https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/366113/Evid ence_layout_23_Oct.pdf

9 Location of Provider Premises

The Provider is required to deliver the services detailed in this specification from a range of venues within Salford. These venues will include primary schools, but not exclusively.

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10 Appendices Appendix A – Social Value and Public Health Specifications Overview for Providers of commissioned services. In Salford, we want to achieve a consistent approach to the application of Social Value across the City and have developed a Charter for Social Value, which sets out to provide a single, shared approach and policy https://www.salford.gov.uk/your-council/social-value-in-salford/

We are committed to the following principles: 1. optimising the social, environmental and economic well-being of Salford and its people in everything that we do 2. thinking long-term – turning investment into long-lasting outcomes 3. working together across sectors to provide social value outcomes 4. having values including inclusion, openness, honesty, social responsibility and caring for others 5. having a clear and current understanding of how social value can make Salford a better place to live 6. Working together to measure, evaluate and understand social value, as well as reporting publicly to the people of Salford about the social value that we create

What is social value? Social value asks the question: "If £1 is spent on the delivery of services, can that same £1 be used to also produce a wider benefit to the community?”. This involves looking beyond the price of each individual contract and looking at the collective benefit to a community. The Public Services (Social Value) Act 2012 describes social value as “..Improvement to the economic, social and environmental well-being of an area..” The Act also stipulates that social value should be “relevant” and “proportionate” to the subject matter. This means that procurement cannot require something wholly unconnected with the provision of the contract itself. Priorities for social value in Salford are likely to include measures which: • Increase community strength and resilience • Improve the positive impact that the local environment has on people’s wellbeing • Increase opportunities for employment and reduce poverty of Salford citizens We would also direct and encourage all successful providers to sign up to these standards, including payment of the Living Wage and adoption of the best possible working practices.

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Appendix B – Key Performance Indicators

Service activity

The number of children who participate in activities in targeted schools 2000 linked to the NCMP

The % of children who take part on programme activities, who do not 40% participate in other school sports clubs

The % of children who take part who are able to report awareness of 90% choices that impact on achieving a healthy weight

The % of children who achieve recommended levels of physical activity 90% during involvement in the programme

The number of NCMP support events provided 20

The number of schools who develop local plans for improving levels of Expectation that physical activity in children 10 Primary Schools have local plans.

The % of these plans that lead to delivery of new / sustained physical 70% activity opportunities for children

Social value

KPIs relating to agreement, delivery and achievement of social value outcomes will be negotiated and agreed with the Provider. There will be a KPI to agree the social value outcomes the service will work towards, in the first quarter of delivery.

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SALFORD COMMUNITY LEISURE

ACTIVE LIFESTYLES TEAM – Single Reporting Template

Long-Term Health Conditions NDH – Pre diabetic programme Service CAN-Move – Cancer rehab Postural Stability & Step Up

Page 157 Page Change Your Weigh – Weight Management

Annette Donegani - LTC Commissioner Lead Andrea Lightfoot – NDH Annette Donegani – CAN-Move Helen Dugdale – Weight Management and Postural Stability Nicky Winkley, Salford Community Provider Lead Leisure Ltd

Louise Sword, Salford Community

Leisure Ltd Period 1st October to 31st December 2019

Q3 2019-20

1

Contents – change page numbers Page Number Overview and Context

Chapter 1 – Summary Performance - All Service KPIs

Chapter 2 – Long Term Conditions Performance (Including PAD & COPD) Chapter 3 – NDH

Chapter 4 – CAN-Move

Chapter 5 – Change your Weigh (Salford Weight Management Scheme

Chapter 6 – Case Studies and lessons learned

Chapter 158 Page 7 – Social Value

Chapter 1 – Summary of Services & Performance

Active Lifestyles Services - Overview and Context

Salford Community Leisure’s Active Lifestyles team is commissioned by Salford Public Health and Salford Clinical Commissioning Group to provide a range of physical activity interventions for Salford residents who have been diagnosed with various long term health conditions. The team works with a range of health partners and providers with the overall aim to improve the health and wellbeing of the people of Salford.

The health profile for Salford highlights that it is an area in need of physical activity interventions. Statistics show that obesity and inactivity rates are higher than the national average and cardiovascular illness and cancer rates are also higher than the national average (Public Health England, 2017).

The team provides the following specialist programmes based across the city:

• Long term Health Conditions (LTC) (GP Referral) • Cardiac Rehabilitation Page 159 Page • Pulmonary Rehabilitation • Cancer Rehabilitation • Falls Rehabilitation & Prevention • NDH programme (Pre diabetes programme) • Change Your Weigh (Salford Weight Management Tier 2)

In the past 9 years, the Active Lifestyles team has supported over 10,000 people to become more active. In addition to the specialist programmes above that the team are commissioned to deliver, they also deliver and manage the Healthy Hips & Hearts programme which is predominantly chair based and designed to improve the mobility and flexibility of our older residents. The team deliver community based classes but also train mentors and volunteers who, at present, include Sheltered Accommodation Scheme Managers, Care Assistants in both Day Centres and Care Homes, local Health Improvement Team staff and our wonderful ‘Sole Volunteers’ who give up their own time to help others in their local community centres, church halls and more.

Within the wider community the Active Lifestyles team organise quarterly tea dances which are open to any of our clients on our programmes and are well attended. The afternoon includes led dances, free tea, coffee and cakes and a live performer. We also support and manage 27 volunteer walk leaders who lead on the 8 weekly health walks across the city, which are part of the national Walking for Health scheme. These are very well attended with well over 300 attendances each month. We understand the importance of the positive ‘social’ impact our programmes can have, and encourage our groups to form relationships and bonds outside of the exercise programme allowing them to meet up and socialise more than once or twice a week. We do this by offering taster sessions of community classes such as indoor curling, tai chi and seated archery.

Salford Community Leisure’s Active Lifestyles Service Offer

The Active Lifestyles team is commissioned to deliver a variety of physical activity interventions targeting populations with certain health related conditions. At the point of referral clients are referred to the Active Lifestyles as it is believed they would benefit from taking part in physical activity. The Active Lifestyles Development Officers are physical activity specialists experienced in supporting lifestyle behaviour change and ensure clients are placed into the most appropriate intervention for them based on individual circumstances. The menu of opportunities is described below;

Long Term Health Conditions Clients referred into Active Lifestyles Team and Programme commissioned by Salford Public Health. The signposted into intervention relevant to their contract includes the delivery of Cardiac rehabilitation, individual circumstances Pulmonary rehab course and our general exercise programme.

Referrals from:

• GP Referrals NDH Programme CAN-Move Falls Prevention Weight Management • Cardiac Rehabilitation / PAD programme Page 160 Page • Pulmonary Rehab Referrals Programme targeting Programme for patients Programme aimed at Programme is a Tier 2 • Pulmonary Fast Track Referrals patients diagnosed as coming towards the those at high risk of weight management • General health referrals from other health partners Pre-diabetic with the end of their cancer falls. programme and has including Salford Royal, Health Improvement, aim of reducing HBA1C treatments. been specifically Physios blood levels. Referrals: commissioned for Referrals: • Integrated care people with a BMI of The Offer: Referrals: • Salford Royal Organisation (ICO) 30.0 – 34.9. Free, supported 12 weeks of physical activity • Care Call Team • GP referrals • GP’s intervention with one of our level 4 trained instructors. • Health Improvement • Hospitals • Physios’ Referrals: At completion clients are offered subsidised • GP’s • GP’s memberships to encourage continuation of health The Offer: The Offer: behaviour. Clients are also followed up at 6 & 12 The Offer: 12 weeks supported 24 week programme The Offer: months. 8 weeks supported exercise programme. focusing on strength 12 week lifestyle gym programme and 8 Client have the choice and balance. Once intervention designed Pulmonary Rehab: Ran in partnership with the week full membership of supervised gym clients have advanced to provide personalised Respiratory team. The team deliver the exercise arm of to local leisure facilities. sessions, exercise they can attend the support to help people lose weight and reduce the 6 week programme. Patients attend two 1 hour classes, Tai Chi. Also weekly ‘Step Up’ exercise classes each week. On completion the patients receive full 12 week classes for BMI. Change your membership to local maintenance Weigh is based on the are referred into our general exercise programme to continue with their rehabilitation. leisure facilities NHS Choices weight Referrals: loss plan and follows PHE and NICE • SRFT Respiratory Team guidelines. The Offer:

Free 8 weeks supported physical activity with one of our level 4 instructors.

Summary of Service Key Performance Indicators

The tables below show the number of referrals for the LTC contract broken down into programmes incorporated in to that contract. The first table shows the General exercise referral numbers which is predominately GP referrals and local health partners. The second table details the other programmes that refer in to the LTC contract, namely, Cardiac Rehab, PAD Cardiac, Pulmonary rehab, and Pulmonary Rehab Fast Track.

KPI General Exercise Referral

Q1 Q2 Q3 Q4

o N of Referrals 355 434 347

No Currently participating 43 104 129

Page 161 Page No Completed 143 125 27

40% 29% 8% % No Pending 29 68 105 No of Opt outs 90 96 79

% 25% 22% 23% No Drop outs 50 41 7

14% 9% 2% %

N.B: Opt out refers to those who have declined the offer; Drop out refers to those who have started the programme but not completed; currently Participating refers to clients still within the initial offer at time of report being written. N.B: Figures are reflective of the referral status at time of data being processed and previous quarters are updated retrospectively

The referrals for General exercise programme had a slight decline this quarter which is indicative of the time of the year. The Cardiac rehab referrals remained stable with a decline in PAD patients being referred. The table below highlights the referrals from the Pulmonary Rehab team at Salford Royal.

Pulmonary KPI PR Fast Track Cardiac Rehab Rehab

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

No of 25 26 25 2 6 5 38 42 39 Referrals No Currently 5 6 9 0 1 2 18 10 18 participating

o 162 Page N Completed 8 8 3 0 1 0 5 17 3

% 32% 31% 12% - 17% - 13% 40% 8% No Pending 3 2 7 1 1 0 3 3 9

No of Opt outs 8 9 6 0 2 3 11 7 8

% 32% 35% 24% - 33% 60% 29% 17% 21% No Drop outs 1 1 0 1 1 0 1 5 1

4% 4% - 50% 17% - 3% 12% 2.5% %

N.B: Opt out refers to those who have declined the offer; Drop out refers to those who have started the programme but not completed; currently Participating refers to clients still within the initial offer at time of report being written. N.B: Figures are reflective of the referral status at time of data being processed and previous quarters are updated retrospectively

Chapter 2 – Long Term Conditions Contract (including Cardiac Rehab; PAD and COPD)

Referral Sources (LTC Contract)

The Active Lifestyles team have worked hard to develop solid relationships with health partners and set up referral pathways. To date these partners include Salford Royal hospital, local GP’s, physiotherapists, health centres and community services. The following graph shows the breakdown of referral sources.

Referral Sources

200 180

Page 163 Page 160 140 120 100 80 60

40 Numberofreferrals 20 0 Active Community Hopital Pulmonary GP Diabetes HIS Cardiac Rehab MSK Lifestyles Team Outreach Department Rehab Series1 1 37 7 182 6 4 39 41 30 Referral Organisation

Fig 1: Referral sources As evident in the graph above our main referral source continues to be GP’s. Pulmonary rehab referrals have slightly increased. The community outreach refers to the health partners who work solely within the community; these include the ABL Health, Six degrees and Salford Health Works. Overall the spread of referral sources between the various organisations appears to be fairly consistent when compared to previous quarters this year.

GP Breakdown (LTC Contract)

Below is a breakdown of GP surgeries categorised by borough who have referred this quarter. The largest number of referrals came from the GP’s in the Ordsall & Langworthy areas, closely followed by Eccles and Irlam.

Little Hulton and Ordsall and Claremont Swinton Broughton Eccles and Irlam Walkden Cornerstone Medical The Sides Medical Lower Broughton Health St Andrew’s Medical Walkden Medical Practice 4 2 4 3 10 Practice Practice Centre (Dr Buch) Practice Langworthy Medical The Lakes Medical The Gill Medical Practice 3 4 6 Dr Davis’ Medical Practice 0 Eccles Gateway 1 Practice Practice The Limes Medical Silverdale Medical Mocha Parade Medical Monton Medical 4 Ordsall Health Centre 17 5 1 7 Practice Practice Practice Practice Page 164 Page Orient Road Medical The Poplars Medical Newbury Green Medical Springfield Medical Walkden Gateway 1 2 7 6 16 Practice Centre Practice Practice Ellenbrook Medical Mosslands Medical 2 Pendleton Medical Centre 20 Limefield Medical Practice 0 6 Practice Practice Blackfriars Medical Orchard Medical Practice 0 Clarendon Surgery 13 0 Chapel Medical Centre 0 Practice Dearden Avenue Medical Salford Care Homes 0 Salford Medical Centre 1 0 Irlam Medical Centre 5 Practice Practice Energise Healthy Living Cherry Medical Practice 3 Sorrell Group Practice 3 1 Irlam Group Practice 5 Centre Lower Broughton Health Cleggs Lane Medical The Heights Medical Eccles Gateway 2 0 Centre (Dr Sultan/ 2 5 Practice Practice (SHM) Chowdry) Manchester Road East 4 Willow Tree Practice The Willows 0 4 Medical Practice (SHM)

TOTAL 23 TOTAL 62 TOTAL 22 TOTAL 17 TOTAL 55

Borough & Postal Ward breakdown (LTC Contract)

Postcode Breakdown 70 65 58 60 48 50 46 42 40 34 30 27 18 20 NumberofReferrals 9 10 Page 165 Page 0

Neighbourhood Area

Fig 2: Postal Wards

Figure 2 shows the breakdown of the 347 referrals by City Council Neighbourhood area. The majority of referrals were from Walkden and Little Hulton area (19% of all referrals), with a smaller percentage from Boothstown and Worsley. There is some correlation here with health statistics and areas of deprivation within the borough. On the whole referral numbers have remained steady in all areas. There has been a slight decline in the Ordsall/Langworthy area compared to previous quarters.

Demographic Breakdown – Age & Gender (LTC Contract)

Gender Age

1% 18-24 3% 0% 8% 25-34 13% 35-44 Male 20% 42% 45-54 Female 16% 58% 55-64 Transgender 65-74 Page 166 Page 23% 16% 75-84 85+

Fig 3: Gender split Fig 4: Age ranges

As evident in figure 23, there are more males than females referred this quarter. Females are more likely to attend the GP therefore are more likely to be referred. Females also tend to be more open to social groups therefore are more likely to attend the sessions provided by the team.

The age range breakdown (Figure 4) shows that those aged between 55-64 make up just under a quarter of all clients (23%), and those 65+ a further 29%, which is consistent with previous reports, and reflects the local demographics. However, overall there are significant level of referrals from all ages 25 years+. The higher referral numbers from younger people could be due to GP’s referring prior to an illness with a view of preventing the diagnosis and influencing the patients’ health behaviour.

Increased Activity Levels – LTC Contract

LTC KPI Q1 Q2 Q3 Q4 Annual Average % of clients that achieve Increased 76% 76% 83% activity levels % of clients achieving the national 17% 25% 35% guidelines after 8 weeks

Fig 5 below shows the average active minutes for clients who has completed the 8 weeks offer. The graph has been broken down to show structured activity/Exercise and walking levels. Active minute data is collected using the self-reported GP PAQ questionnaire. As Fig 5 below identifies there was a significant increase in structured activity over the 8 week programme. Walking levels also increased over the 8 weeks showing an increase in independent activity levels. 167 Page

Activity Levels 120 100

80

60

Minutes 40

20 0 Week 1 Week 2 Exercise/ Structured Activity 12.6 95.8 Walking 37.4 67.3 Axis Title

Fig 5: Activity Levels

Activity Breakdown (LTC Contract)

Within the LTC contract clients have a range of activity options available to them from supported gym sessions to weekly circuit based classes. Figure 6 below highlights the different activities chosen by the clients.

Activity Type

60

50

40

168 Page 30

20 Clients of Number 10

0 H@H Gym Health Walks Swimming Series1 49 24 22 36

Fig 6: Activity Type

As evident the most popular activity is the supported gym membership followed by the weekly Healthy @ Heart classes. The Healthy@Heart class numbers and gym goers remain stable throughout the year whereas swimming can fluctuate. Swimming and Health walks have remained high this quarter and the attendances at Aqua Relax have remained stable. These sessions are aimed at those with long-term health conditions so fit well with the Active Lifestyles clients.

Confidence in Self-Management – LTC Contract

Q1 Q2 Q3 Q4 Annual Average % of clients that achieve 70% 90% 68% 76% increased self confidence

Clients are asked how confident they feel using physical activity to self-manage part or all of their health status. Activity has been shown beneficial to people’s management of their health conditions. In some case resulting to decreases in medication. At week one the average confidence score was 2.7, at week 8 this average score had increased to 4.6. Also the table above shows that 68% of our clients report an increase in confidence to manage their health conditions.

Function in daily activities – LTC Contract

169 Page ADL – KPI 75% Q1 Q2 Q3 Q4 Annual Average

% of clients that achieve improved 65% 83% 69% 72% functioning in daily living activities

Clients are asked to rate their ability to complete simple daily tasks on a scale of 1–10 (1=Not difficult; 10=Most difficult). Completion of daily tasks are important for a clients’ wellbeing and quality of life. An improvement in this area can lead to clients becoming more independent and increasing their self-confidence. At week 1 the average score was 5.4, at the 8 week follow up this score had reduced to 3.9 indicating that clients were starting to improve in daily task performance. The table above shows that 69% of clients found an improvement in ADL activities.

Wellbeing Scores – LTC Contract

Annual Wellbeing - KPI 80% Q1 Q2 Q3 Q4 average

% of clients that achieve increased WEMWBS score 83% 79% 76% 79% (KPI 80%)

Mental wellbeing is a significant factor for clients and can significantly influence their health and activity levels. People with long-term illnesses often report higher anxiety and depression levels. Also a proportion of our clients enter the programme with mild to moderate anxiety and depression related illnesses. Clients complete the validated Warwick and Edinburgh Mental Wellbeing scale at week 1 and at completion of the programme. From week 1 to week 8 there was an increase of 4 points in the average score which went from 25 to 29 indicating better feelings of Wellbeing 170 Page for our clients.

Physical activity outcomes – LTC Contract

Annual Q1 Q2 Q3 Q4 Average % of clients who report achieving 3 or more 70% 63% 62% 65% physical activity outcomes

The majority of our clients report that they have achieved three or more outcomes. The outcomes include feeling more positive, weight loss, and increased energy levels. Below the graph details the breakdown of these reported outcomes. The highest reported outcomes are increased energy and feeling more positive. This measurement is taken at 8 weeks after the start of activity. For clients to be reporting achieving even one of these outcomes is a positive sign as it shows immediate benefits from physical activity programme.

REPORTED BENEFITS

0%3% 8% 9% 5% Improved Sleep Weight Loss

12% Feel more positive Better Mood More Energy

27% Feel motivated Being more sociable Stopped smoking Made new Friends 27% Page 171 Page 9%

Fig 7: Reported Benefits outcomes

Engagement in Follow on activities – LTC Contract

As detailed in the table below the majority of our clients have chosen to continue with some form of physical activity. Below are some of their plans:

Q1 Q2 Q3 Q4 Annual Average % of clients who take up the offer 96% 95% 96% 95% to continue with physical activity

• 86% of clients have stated they will consider taking out a membership and use the gym, swimming or continue to attend classes • 19% of these clients will continue to attend classes they have enjoyed • 66% will attend the gym Page 172 Page • 15% of clients will take up or continue swimming • 14% of clients stated that they will continue with their exercise and healthy lifestyle journey by perhaps will try a Health Walk, doing more cycling, or home exercise

The data we have captured is self-reported during the 8 week follow-up questionnaire. Our clients are offered discounted membership options when they complete the offer to encourage adherence to the new behaviour. Some of these membership options will allow us to look on our leisure centre membership database and extract numbers of clients who take up full memberships. The membership cards will also record attendance levels at the centres, which will allow for some data to back up the self-reported data. However some clients decline the membership options and prefer to exercise independently. Data will be collected from these clients via the self-reported questionnaires only.

Chapter 3 – NDH Programme

Chapter 4 – CAN-Move Programme

Chapter 5: Salford Weight Management Change your Weigh

Chapter 6 – Case Studies and lessons learned

Chapter 7 - SOCIAL VALUE

A set of social accounts for the Active Lifestyles has been published (Dec, 2016). The team is focused on improving the health and wellbeing of

the 173 Page people of Salford through specialised exercise referral programmes designed to support the treatment of heart and lung conditions, cancer, diabetes and falls prevention amongst other long term conditions.

People with long-term health conditions require programmes of exercise to be carefully prescribed. SCL have Level 3 GP referral Gym Instructors in a number of the fitness suites who can deal with mild to moderate health conditions. Officers as part of the Active Lifestyles Team are all Level 4 qualified and specially trained to work with people who have complex / multiple health conditions. In many instances these inductions will result in the customer taking up a fitness membership.

The programmes on offer prove a very popular initiative and acts as an engagement service. Clients report that they feel more in control of their conditions and feel a sense of confidence in their ability to self-manage aspects of their conditions. The quality and ability of staff to manage health conditions; adapt exercises and educate clients on activity and their conditions leads to a reassuring environment for clients where they can participate with full confidence.

This page is intentionally left blank SCHOOL SPORT PARTNERSHIPS IN SALFORD REPORT 2020

SUPPORTING YOUNG PEOPLE AND SALFORD SCHOOLS THROUGH COVID-19

School Sport Partnerships in Salford are grateful to our host site All Hallows RC High School, pupils, teachers, families, partners and funders for their support and commitment during this unprecedented period of time.

In the last six months there have been lots of things we’ve been able to do, many we couldn’t do as we usually would, and lots of communication with schools.

In a time of adapting and innovating, here’s just some of what we’ve been doing:

5,000 500 100’s Worked with colleagues Moved the SSP assessment tool across Greater Manchester online to assist teachers to review through the GM School Completely revised the Move existing practice whilst remote Games Network to provide With Physical Literacy Programme working. hundreds of physical for 5 to 7 year olds to meet social Assessment principles include activities and challenges distance guidelines. thinking, social and emotional daily and weekly. This resource is used annually by skills as well as physical. Around 5,000 pupils in Salford Schools.* 500 professionals accessed this resource.*

*Data Capture in 2019 *Estimate based on unique views and downloads and PE Lead feedback £1.4m

Lobbied with national colleagues for the extension of the Primary School Sport Premium which is Consulted with young people on worth around £1.4 million the effects of lockdown on their annually in Salford. Formed a virtual physical physical and mental health to activity learning community establish how we could most across Salford with at least one effectively communicate with representative from each them and offer physical activity cluster area. to them and their peers. *

*This included the Youth Council representatives in the SSP presentation in ‘Learning 4 Lockdown’ Page 175 www.sspsalford.com / School Sport Partnerships in Salford, Hosted By All Hallows RC High School PAGE 1 SCHOOL SPORT PARTNERSHIPS IN SALFORD REPORT 2020

The SSP is delighted to have been working as part of ‘THRIVE IN EDUCATION’ in Salford to support the delivery of an integrated approach to schools, children and young people around mental health as part of a wider multi-agency partnership.

Continued to provide an advice service for schools, especially regarding safety, suitability and alternative provision for pupils 72SCHOOLS whether in or out of school during Supported schools in their lockdown. * revised planning for Primary 141 HOURS School Sport Premium spend and the required reporting conditions.

As tutors we have supported teachers and support staff to complete the Primary Specialism in Physical Education Level 5/6 qualification that will have long term benefits for Salford schools.

*Average learning hours for each candidate to complete the course In addition we also (as part of The School Games):

38SCHOOLS 36SCHOOLS Developed a simple system to reward schools for commitment and engagement in virtual programmes in the Summer Term.

Shared digital content and ran online activities with the support of Youth Sport Trust Developed a local system to reward and engaged in the School schools for their commitment and Games Active Championships. achievements during the Autumn and Spring Terms. Page 176 www.sspsalford.com / School Sport Partnerships in Salford, Hosted By All Hallows RC High School PAGE 2 SCHOOL SPORT PARTNERSHIPS IN SALFORD REPORT 2020

However, the pandemic has had an effect on our ability to ‘do what we normally do’ and as a consequence we were unable to:

SPORTS LEADER 40 130 250 HOURS Continue with our Young Sports Our in school Leaders training or deliver 40 support programme for teachers planned pupil to pupil sessions had to be suspended, meaning after school. 130 sessions equating to 250 164 hours of support didn’t happen. All of our face to face Professional Development had to be cancelled, with 164 Salford Our final events in the week before lockdown had 29 schools teachers booked on five attending Wrestling and Lacrosse events. Since 23rd March: different courses. 127 44 1000+ Medals not 127 fixtures in the various SSP 44 different sports events and distributed in the Leagues remained uncompleted, competitions didn’t happen, in Summer Term. or in the case of Rounders and 18 different sports, many aimed Cricket, unable to start. at the least active young people.

ATHLETICS BEE PROUD BOCCIA CRICKET DODGEBALL FRISBEE

GIRLS MULTI SKILLS GYMNASTICS HANDBALL NETBALL QUICKSTICKS FOOTBALL FESTIVALS

ROUNDERS SPORTSHALL TAG RUGBY TENNIS TRI GOLF WRESTLING Page 177 www.sspsalford.com / School Sport Partnerships in Salford, Hosted By All Hallows RC High School PAGE 3 SCHOOL SPORT PARTNERSHIPS IN SALFORD REPORT 2020

Moving forward: 72 1700+ Salford Primary Schools have In the past six months, over 1,700 committed to the SSP email communications between programme for the academic the SSP and Salford schools on I just wanted to take this year 2020/21. all matters physical education, opportunity to thank you for the school sport and physical activity. last 4 years, the support, guidance, amazing conferences In that time we’ve received some and PLT days that you provide wonderful comments. for Salford are invaluable - so thank you again, I'm really going 100+ to miss being part of such a brilliant sporting community. The 12th Annual Salford Primary PE and School Sport Conference Laura Drinkwater will be re-scheduled for a time I just wanted to send a quick when we can all gather together. email to thank the SSP for the The Conference always attracts amazing support you have given over 100 delegates. both myself and Christ Church and Lewis Street over the years that I have been working there. Because of the support and Professional development Your innovative ideas, effort put in to past sporting opportunities will continue to inspirational conferences and events over all these years, we be made available virtually. general positivity has made my will come back from this and job a lot easier than it would that's what I believe schools have been without your support We will continue to work with want to ensure you are there to and it has made me a better local organisations and clubs support and help get us coach/ teacher and enabled our around the safe provision of through this. children to have some amazing sporting activities for our young experiences. people. Natasha Fisher

Mark Bossons

Up to the minute advice and support in all areas of PE will be provided, including supporting schools around the Primary School Sport Premium.

Page 178 www.sspsalford.com / School Sport Partnerships in Salford, Hosted By All Hallows RC High School PAGE 4 SOCIAL IMPACT REPORT ACTIVE LIFESTYLES TEAM 2016

Page 179 www.salfordcommunityleisure.co.uk 01/02

Performance Data ACTIVE LIFESTYLES TEAM Across the city in 2016, the team were responsible for delivering: • Structured exercise programmes to over 1,000 adults with long term health conditions. SOCIAL IMPACT REPORT 2016 • 8 weekly Health Walks • 11 Healthy at Heart classes each week. • 9 Healthy Hips and Hearts classes (gentle chair based exercise) each week. The Active Lifestyles Team provides a range of physical • 2 Can Move exercise classes and 6 supervised gym sessions each week. activity programmes for people who have been diagnosed • 6 Chronic Obstructive Pulmonary Disease (COPD) classes each week. with long-term health conditions. In the last 5 years this • 6 Postural Stability classes each week. highly skilled team of 7 health professionals has supported • 5 Step Up classes each week. more than 4,000 people to become more active, to In addition to the delivery of sessions, the team also: participate in life and feel part of their community and feel • Supported 18 active volunteer Health Walk Leaders supported to take responsibility for their own physical and • Supported a number of residential care homes across the city to deliver Healthy Hips & mental well-being. Every one of the team members brings Heart classes as well as assisted living homes and local community groups. • Organised regular tea dances, inviting residents from care homes, assisted living Page 180 Page behaviours and competencies that genuinely engage people premises and community groups. and encourage them to maintain their health even when it feels really tough; they are persuasive and positive and a real The team work closely with numerous stakeholders, including commissioners and referral partners as illustrated in the word cloud below: asset to the communities they serve.

The team is focused on improving the health and wellbeing of the people of Salford through specialised exercise referral programmes designed to support the treatment Salford Together of heart and lung conditions, cancer, diabetes and falls prevention amongst other long term conditions INTEGRATED CARE ORGANISATION The team also offers community based activities that provide people with an

opportunity to form new social connections whilst also improving their health and CCG City West well being, these include health walks as well as group sessions to improve mobility Carers and heart health. CLIENTS Age UK What we deliver SALFORD CITYSRFT COUNCIL

ABL HEA LT GPS The programme offers 8 weeks of supervised exercise and support where people can choose from a menu of physical activities including specialist exercise classes, Radio Cars gym sessions, guided health walks and swimming. NURSES

H Health Improvement Unique Improvements BIG LIFE Unlimited Potential INSPIRING COMMUNITIES TOGETHER 03/04

Corporate Values Stakeholders felt positive that SCL’s corporate values were reflected in the manner in which the Active Lifestyles team conduct themselves.

“The team live into their values everyday, that’s why “The walks give me the opportunity to meet like- their services work” minded people and get back out into the community after a period of illness”

Enhancing the Lives of People Living in Salford Pulmonary Rehabilitation Can-Move David first began attending the Pulmonary Rehabilitation class at Eccles. Initially he began Janet was referred from the Breast Unit at Salford Royal to the Can-Move Programme. attending once a week but by week 3 increased this to twice a week. David began to

Page 181 Page Surgery had left her with some scar tissue that caused reduced range of movement increase the weights he was using, started sitting down less and explained how much he and stiffness in her right shoulder and arm. Janet was also being treated for high was enjoying the sessions. At the end of the 6-week programme he was keen to continue blood pressure and her Achilles tendons were also ruptured. She began attending the exercising and was referred to the Active Lifestyles Team. He was given several options Can-Move circuit classes with her goal being to be able to move better generally but where he could either use the gym as an independent exerciser or attend Active Lifestyles specifically to have improved range of movement in her right shoulder, arm and ankles. classes; he decided that he would like to continue with the class, as he “didn’t fancy going In the first few weeks her confidence to exercise was low and she believed she wouldn’t it alone.” David attended the session at Eccles the same week he finished Pulmonary be able to do some of the exercises. She was often heard saying ‘I can’t do this’ and Rehabilitation, demonstrating how keen he was to start. After the session finished he asked ‘I can’t do that’. She often had to sit out of the class for a while and rest and did not if there were any other sessions he could attend and emphasised the fact that he didn’t feel strong enough to use any weights when performing resistance exercises, due to the mind travelling to them. 2 other classes were suggested which were based within 5 miles of limited mobility and stiffness in her right arm and shoulder. his address and he now attends 3 days a week. After a few weeks of taking part in the class her confidence began to increase due to improvements in physical fitness and through support from the Can Move Instructor “The care, compassion and pragmatism demonstrated taking the class. At 8 weeks it was great to see that Janet was able to complete the by the staff offered genuine peace of mind” full circuit without taking rest breaks and progressed to using small weights when performing resistance exercises. She said she would like to use the gym, which just shows how much her confidence had improved and how she had progressed with her Healthy at Heart exercise routine and physical fitness. One service user, a retired gentleman recovering from a heart attack began his exercise pathway by using the gym, he had a personalised plan that allowed him to build his confidence using the equipment and increase his personal interaction with other people “I feel a lot more active and more able after through becoming a regular face at the gym. He enjoyed the feeling of increased activity and improved fitness so much that he became a frequent visitor and gradually began to support attending the Can-Move programme. It has helped others to use the equipment confidently. This led to the staff at the gym encouraging him all aspects of my life. It should be compulsory for all to assist as a volunteer in classes and he is now a mentor working alongside other gym cancer patients in the area.” instructors. His tone and manner are engaging and instil confidence in others; this coupled with his personal experience of exercise as a means to re-joining society after a sudden and shocking health event means he makes an excellent role model and friend to other new ‘gym joiners’. Salford Community Leisure Limited is a Co-operative and Community Benefit Society with charitable status. Registered in England, registration number 29627 R. Charitable status reference XR71610. Vat Registration Number 254629684 SCL Trading Limited is a trading subsidiary companyPage number 8623304. 182 Registered Office Civic Centre, Chorley Road, Swinton, Salford, M27 5DA.

www.salfordcommunityleisure.co.uk Agenda Item 5d

Part 1: Open to the public

JOINT REPORT OF

The Strategic Director for Place and The Strategic Director for People

TO

Procurement Board

ON

17 February 2021

TITLE: Statutory Homeless Supported Temporary Accommodation Projects

RECOMMENDATION:

That Procurement Board grant authority for the Statutory Homeless Supported Temporary Accommodation Projects to be procured in accordance with the Council’s Contract Procedure Rules through open tender.

EXECUTIVE SUMMARY:

The purpose of this report is to request approval to go out competition for the delivery of the above mentioned service.

BACKGROUND DOCUMENTS: N/A

KEY DECISION: Not at this stage

DETAILS:

Background

Under s.193, Part VII, Housing Act 1996, if the local housing authority is satisfied that a person is homeless, eligible for assistance, has a priority need, and is satisfied that they did not become homeless intentionally then there is a duty to secure accommodation for occupation by the applicant.

Furthermore, under s.188, Part VII, Housing Act 1996 (as amended by the Homelessness Reduction Act), if the local housing authority has a reason to believe

Sample A – going out to tender Page 183 that someone is homeless, eligible for assistance and in priority need then there is a duty to provide interim accommodation pending the outcomes of investigations into the homeless application. In addition, there is also a power to place an applicant in temporary accommodation pending the outcome of a review (s.202) of their homeless application.

This means that the council has a duty or a power (depending on the section of the Housing Act which applies) to place the applicant in emergency/temporary accommodation for a period pending either the outcome of investigations or relief duty, or the final offer of suitable settled accommodation.

There are several national policy drivers that have seen homelessness numbers in Salford increase and a subsequent increase in the use of commissioned statutory homeless supported temporary accommodation for people who are owed a duty under the homelessness legislation. This is in addition to the use of bed and breakfast accommodation and dispersed self-contained accommodation, which are the only current alternatives when there is no capacity in the above supported accommodation. As indicated earlier, bed and breakfast accommodation is very expensive charged on a nightly rate (above the Local Housing Allowance rate) and as a result the council loses significant housing benefit subsidy on this type of accommodation.

In addition to commissioned statutory homeless supported temporary accommodation, other accommodation is available to those who are not owed a duty under the homelessness legislation, but who nevertheless find themselves homeless, such as A Bed Every Night accommodation.

Statutory homeless supported temporary accommodation has to date been provided through Abbott Lodge and SASH. Abbott Lodge was set up as part of the original Supporting People Programme in 2011, providing 20 units and 24hour support to single homeless people aged 18 and over, operating as short-term emergency and move on accommodation. In 2017, the SASH Temporary Accommodation Project was established to provide 15 units of accommodation, as a spend to save pilot to reduce the cost of temporary accommodation placements of applicants presenting under Part VII (homelessness), Housing Act 1996.

Work is also underway looking at the wider homeless temporary accommodation costs across the City and opportunities to reduce the cost of housing benefit subsidy loss. This includes exploring a housing acquisition partnership to acquire additional properties for use as temporary accommodation for a range of homeless households. It is intended that this will provide additional homes and is not a substitute for these two commissioned schemes where 24 hour support is important.

Detail

Homelessness for any individual can be very difficult and stressful, including the events leading to the homelessness status and the need to live in temporary accommodation. However, those single people who qualify for housing assistance in the form of interim/temporary accommodation have been identified as those likely to have a priority need (as defined by housing law) and are therefore vulnerable, usually with very high levels of complex needs.

Sample A – going out to tender Page 184

Continued support for vulnerable homeless individuals is essential to ensure that in the future they can integrate positively within the community and maintain a tenancy in the long term. Support available prior to securing settled accommodation is particularly important in order to promote the potential success of any future tenancy by enabling tenancy readiness. This will not only have a positive impact on the quality of life of homeless people but also contributes to Salford’s homelessness prevention agenda in terms of preventing future homelessness and will promote community cohesion.

Abbott Lodge and SASH have been providing a supported living environment for single homeless people within the city, where service users can receive intensive assessment and housing related support for a time limited period. This period of support aims to assist the individual to gain the appropriate skills and knowledge needed to move on to sustainable independent living.

When comparing to alternate forms of accommodation, such as bed and breakfast, the provision of commissioned statutory homeless supported temporary accommodation provides a significantly better quality and cost-effective option.

Demand

Most people being provided with statutory temporary accommodation as a homeless single person are likely to have a high level of needs. This can broadly be split into three categories:

. Complex multiple needs (often one or more of the following: drug/alcohol misuse, mental health, offences); . High level single need; and . High level needs managed through floating support

The table below indicates the significant increase in single homeless requiring statutory temporary accommodation since 1st April 2018 to 1st October 2020. These figures incorporate all three categories as described above.

1st April 2018 1st April 2019 1st April 2020 1st October 2020 Singles 56 71 112 123

This commission is providing supported temporary accommodation for those who fall into the complex multiple needs category, although there is a longer term aspiration to assess the benefits of further commissioned accommodation schemes.

This tender exercise aims to increase statutory provision for the same amount of funding to start to narrow the gap between need and provision. Taking the above statistics into consideration and the funding envelope available, increasing commission statutory supply to a minimum of 45 units is considered achievable.

Sample A – going out to tender Page 185 It is critical that clients move on to alternate forms of accommodation once this level of need is no longer required, which will help to make best use of the housing options available and increased throughput. There are still a significant number of people who have not had access to this type of accommodation and support for their high-level needs. In the near future a comprehensive needs analysis will need to be undertaken to assess demand and required funding.

Options

Housing Strategy and Supported Tenancies working with corporate procurement have considered three options going forward:

. Option One – Do nothing

The Abbott Lodge and SASH statutory homeless temporary accommodation projects would come to an end at the end of November 2021. Without re-tendering these services, the council would no longer have contractual rights to these statutory homeless supported temporary accommodation units. (35 units) (which is currently utilised at maximum capacity). This would add to the already stretched capacity for placing statutory homeless applicants and would result in increases to costs due to B&B placements.

It is estimated that without these schemes the cost to the council, owing to the high costs of bed and breakfast accommodation and the subsequent loss in Housing Benefit subsidy, would be in the region of £319,375 per annum. In other words, the council investment in this accommodation would achieve a reduction in lost housing benefit of approximately £94,000 per annum. The schemes also have a number of significant qualitative benefits.

. Option 2 – Extend the existing contracts with Abbott Lodge and SASH

Abbott Lodge and SASH have a good track record in delivering these services and have an established reputation as providers of quality services and accommodation. There may be scope to seek approval to extend the existing contracts via an exception to standing orders to continue with provision at these locations and at the same capacity. This approach however does not take into a consideration a strategic approach moving forward, where there is an aspiration for accommodation in the east and west of the city, and to move towards a concession contract (looking at the true value of the service) to maximise value for money through either a cost reduction or an increase in provision. In addition, this arrangement would need to be made through an exception to contractual standing orders.

. Option 3 – Re-tender statutory temporary accommodation provision in the city

The re-tendering of these services will seek innovation and best practice to maximise the value obtained through the contract(s). Tenders will be welcomed for good quality accommodation which provide excellent services in accessible locations. This may include the use of existing buildings or an alternate accommodation offer which meets

Sample A – going out to tender Page 186 these criteria. The distribution of accommodation in the East and West of the City is also an aspiration. Re-tendering will seek to increase capacity to a minimum of 45 units within the existing budget parameters.

Funding

The council’s budget for the support element of statutory temporary accommodation is c£225k per annum, funded through a combination of legacy Supporting People monies and an invest to save approach. Combined with the approximate concession value (achieved through rents and services charges usually secured through Housing Benefit payments) this gives an overall expenditure in the region of £800k pa.

The procurement exercise will be packaged as a concession contract and any savings / efficiencies the council may make as part of its contribution may be reinvested/repurposed for additional / increased service delivery. At present any savings/efficiencies cannot be confirmed until the procurement exercise has concluded.

Recommendations

Housing Strategy, the Temporary Accommodation Team and Corporate Procurement have considered the three options set out above and would recommend Option 3 as the preferred way forward. When considering the true value of these services in its totality, we would like to test competitively within the market how value for money can be maximised by offering a longer-term contract (potentially 5 years, plus 1 + 1) and to seek options for wider provision across the city.

The procurement process will need to commence by March 2021, to ensure continuity of statutory temporary accommodation services and a smooth transition process in November 2021.

A further report will be presented to Procurement Board once the procurement exercise has concluded for approval to appoint the preferred bidder, prior to contract award.

KEY COUNCIL POLICIES:

Homeless Strategy Housing Strategy

EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS: N/A

Sample A – going out to tender Page 187 ASSESSMENT OF RISK:

Medium –Without the timely re-procurement of these services there will a significant gap in the availability of statutory (Part VII, Housing Act) homeless temporary accommodation, impacting on the councils ability to fulfil its statutory duty and/or at a significantly increased cost.

SOURCE OF FUNDING: Revenue Funding

The current source of funding is legacy supporting people funding for Abbott Lodge and spend to save for SASH.

LEGAL IMPLICATIONS: Supplied by: Tony Hatton, Principal Solicitor, tel. 219 6323

When commissioning contracts for the procurement of goods, services or the execution of works the Council as a ‘contracting authority’ must comply with the Public Contract Regulations 2015 (PCR), or in this instance as the procurement exercise is referred to as a concession package, the Concessions Contracts Regulations 2016 (the Regulations) as well as the provisions of its own Contractual Standing Orders (CSO’s), Financial Regulations and the duties of Best and Social value, failing which the award of a contract may be subject to legal challenge.

Whilst three options for the service going forward have been considered, the first has been thought unsuitable as being too costly, and the second (whilst feasible) would not be without risk of challenge from other providers depending on the length of extension, and ultimately a procurement exercise would be required in any event.

The third option is the preferred way forward whereby the Council proposes to conduct a fully compliant procurement process for the appointment of the provider(s) for statutory temporary accommodation. In view of the value and length of the proposed contract the opportunity should be advertised in accordance with the Regulations, with the added benefit that undertaking a tender exercise in this way will give some comfort to the Council in ensuring that value for money is being obtained and tested, with open competition maintained. The carrying out of a compliant procurement exercise will ensure that the risk of challenge to the final award of the contract to the selected managing agent is minimal and that any challenge, should it materialise, is unlikely to be successful.

In simple terms, a concession contract is one where the Council grants a contract for works or services to a third party and the consideration involved, rather than being purely a direct payment from the Council, consists solely of the right to exploit the work or service (or sometimes these rights in addition to receiving a payment). To qualify as a concession contract, it must also involve the transfer to the third party (or “concessionaire”) of an operating risk in exploiting the service which, at least in part, “involves real exposure to the vagaries of the market”, such that any potential estimated loss is not merely nominal or negligible.

Sample A – going out to tender Page 188

FINANCIAL IMPLICATIONS: Supplied by: Gemma Singleton, Finance Officer x 2578

The source of funding is: Revenue budget within People (Adults)

The budgets came from legacy supporting people for Abbott Lodge and spend to save for SASH.

PROCUREMENT IMPLICATIONS: Supplied by: Christopher Conway, Procurement Category Manager, tel. 0161 686 6248

Procurement acknowledge the contents of this report and confirms that time has been scheduled to undertake a re-tender exercise in January/February 2021, it is noted that any re-procurement exercise will be undertaken in accordance with Concession Contract Regulations 2015.

HR IMPLICATIONS: Supplied by: N/A

CLIMATE CHANGE IMPLICATIONS: Supplied by: N/A

OTHER DIRECTORATES CONSULTED: N/A

CONTACT OFFICER: Jane Barlow TELEPHONE NUMBER: 0161 7932372

Contact details are required as these reports will be Part 1 reports which are open to the Public i.e. so may generate queries

WARD(S) TO WHICH REPORT RELATE(S): All

Sample A – going out to tender Page 189 This page is intentionally left blank Agenda Item 6a

Part 1: Open to the public

REPORT OF

The Strategic Director for Service Reform

TO

Procurement Board

ON

17rd February 2021

TITLE: Approval to award a contract for SAP Licenses by Salford City Council on behalf of Liverpool City Council with SAP UK Limited.

The full costs of which will be fully recharged to Liverpool City Council

RECOMMENDATION:

That the Procurement Board approves an exception to Contractual Standing Orders as permitted within the City Council Constitution for the reason(s) highlighted in the table below and the award of the Contract for SAP licenses as detailed in the table below:

Detail required Answers Title/Description of Contracted Service/Supply/Project SAP Licenses for Liverpool City Council

Name of Successful Contractor SAP UK Limited Supplier Registration Number (to be supplied by Corporate Procurement) 02152073 Type of organisation Private Limited Company (to be supplied by Corporate Procurement) Status of Organisation (to be supplied by Corporate Procurement) Non-SME

Contract Value £530k Full Project

Sample C – Exception to CSO’S Page 191 Contract Duration 24 Months Contract Start Date 01/04/2021 Contract End Date 31/03/2023 Optional Extension Period 1 N/A Optional Extension Period 2 N/A Who will approve each Extension Period? Choose an item. Contact Officer (Name & number) Rob Langford [email protected] +441615138715 Lead Service Group Service Reform & Development Reason for CSO Exception The goods / services / works are only obtainable (select all that apply) from one provider and there is no other provider available to allow genuine competition The execution of works or the supply of goods or services is controlled by a statutory body Delivers Best Value to the Council Special education, health or social care contracts, if it is considered in the Council’s best interests and to meet the Council’s obligations under relevant legislation The execution of works or the supply of goods and services is required so urgently as not to permit compliance with the requirements of competition Security works where the publication of documents or details in the tendering process could prejudice the security of SCC and Salford residents Procurements made through, or on behalf of, any consortium, local authority, statutory or similar body, provided that tenders or quotations are invited and contracts placed in accordance with national or EU legislation. Funding Source Revenue Budget Mayor’s Employment Charter Ethical Contractor Committed to sign up to the Charter Accredited Living Wage Employer

EXECUTIVE SUMMARY:

The purpose of this report is to request an exception to Contractual Standing Orders to approve the award of a contract for the purchase of SAP Licenses by Salford City Council on behalf of Liverpool City Council with SAP UK Limited.

The full costs of which will be fully recharged to Liverpool City Council.

Sample C – Exception to CSO’S Page 192

This is required to cover the period whilst the SAP Northern Hub partnership is dissolved.

BACKGROUND DOCUMENTS:

None.

KEY DECISION:

Yes – the total value of contract is greater than £350k,

DETAILS:

The SAP Northern Hub was a five year collaboration of public sector organisations and SAP to deliver economies of scale through the adoption of SAP products and services. The collaboration was around three work streams. SAP products support and services, SAP software licenses and SAP hosting. The hub provided an opportunity for both public sector organisations to work together to share costs, resources and skills. The original aim for the collaboration was for more public sector partners to join the collaboration and to take part in the collaborative work to develop and implement the SAP software systems for the benefit of all parties.

The collaboration is in its final year and, following discussions between officers of LCC and SCC, it has been determined that it would be in both parties’ interests to dissolve the collaboration as it has not reached the full extent that was originally envisaged. As take up of the partnership was limited SAP UK Limited, Salford City Council and Liverpool City Council has agreed to dissolve it and enter a 2-year transition phase. The transition period allows LCC time to find an alternative supplier should one be identified.

This document acknowledges the requirement for procurement board to take a decision relating to and impacting on the relationship between Salford City Council and Liverpool City Council for SAP licensing during the transition period.

KEY COUNCIL POLICIES:

None

Sample C – Exception to CSO’S Page 193 EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS:-

None.

ASSESSMENT OF RISK:

Salford must ensure it purchases the SAP licenses in a compliant manner.

SOURCE OF FUNDING:

Revenue Budget

LEGAL IMPLICATIONS: Supplied by: Tony Hatton, Principal Solicitor

When commissioning contracts for the procurement of goods, services or the execution of works, the Council must comply with the Public Contracts Regulations 2015 (PCR) and its own Contractual Standing Orders (CSO’s), failing which a contract may be subject to legal challenge from an aggrieved provider.

Whilst exceptions to CSO’s may be authorised by a decision notice from Procurement Board, as detailed in the Constitution there is still a risk of challenge from aggrieved providers if the usual tender process has not been followed. The risk of challenge increases in tandem with the value and proposed length of the extension. In this instance the Council is not commissioning a service which may be readily provided by a number of suppliers in the marketplace, if indeed any, and SAP are in a unique position to provide the services to the Council to realise the benefits set out in the report.

Also PCR permits direct awards of contracts to be made in limited circumstances, set out at regulation 32 of the PCR (“Negotiated procedure without prior publication”) such that reg 32 (2)(b)(ii) confirms use of the procedure: “…where the works, supplies or services can be supplied only by a particular economic operator for any of the following reasons: (ii) competition is absent for technical reasons, but only….where no reasonable alternative or substitute exists and the absence of competition is not the result of an artificial narrowing down of the parameters of the procurement;”

Another option would be for the Council to issue a voluntary ex-ante transparency (VEAT) notice, which, whilst not without risk, would (subject to challenge within a 10 day period of its publication) permit the award of the licenses.

The publication of such a notice also starts the 30 day ‘challenge period’ in relation to procurement exercises. The risk in using this procedure would be that an interested

Sample C – Exception to CSO’S Page 194 party could respond to the VEAT notice and so the Council would have potentially encouraged a challenge that may not otherwise have arisen. The Council would then need to justify its reasons for not undertaking a fully compliant process and issuing an OJEU notice, but if the Council is confident that other suppliers and the market generally is not yet ready to deliver the package of products/services, all of which are compatible with existing platforms etc, that risk would be assessed as very low.

Legal Services drafted the exiting collaboration agreement with Liverpool City Council and is working with ICT colleagues to draft an agreement for a transitional period to allow the Council and Liverpool City Council to dissolve the existing partnership whilst protecting the Council’s interests, and the SAP licenses are required to cover provision of services during that period.

FINANCIAL IMPLICATIONS:

Contact officer and telephone number: Jo Garvin, Finance Officer, Ext 2873

The costs will be coded to the Delivery Service Reform revenue budget on code C4207 5742, these costs will then be recharged back in full by invoice to Liverpool City Council.

PROCUREMENT IMPLICATIONS: Supplied by: Emma Heyes, Category Manager, The Corporate Procurement Team

There is always the risk of challenge when directly awarding contracts without prior competition from an aggrieved supplier, on the basis that it should have been openly advertised. This risk increases with the value and term of the contract and cannot be eliminated.

The risk in this instance is deemed to be low, as there are no other economic operators who can sell SAP licences, and therefore they are only available from SAP directly.

In addition, the Council can try and mitigate some of risk of challenge from the market, by issuing a Voluntary Ex-Ante Transparency notice, and giving a period of 10 days for anyone to challenge the decision before entering the contract.

HR IMPLICATIONS:

None

Sample C – Exception to CSO’S Page 195

CLIMATE CHANGE IMPLICATIONS:

None

OTHER DIRECTORATES CONSULTED:

None

CONTACT OFFICER: Nick Wright ([email protected])

TELEPHONE NUMER: 0161 793 2891

WARD(S) TO WHICH REPORT RELATE(S): None

Sample C – Exception to CSO’S Page 196 Agenda Item 10a

PUBLIC INTEREST TEST – CHECKLIST

Schedule 12A Local Government Act 1972

Name of Report: …Request for Approval to Award a Contract for SAP Licenses by Salford City Council on behalf of Liverpool City Council with SAP UK Limited

Committee: …Procurement Board

Date: …17th February 2021

Category of exemption applied (from list below): ………3……………………

1 Information relating to any individual 2 Information which is likely to reveal the identity of any individual 3 Information relating to the financial or business affairs of any particular person (including the Authority holding that information) 4 Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matter arising between the Council, or a Government minister, and any employees of, or office holders under, the Council. 5 Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings. 6 Information which reveals that the Council proposes:

a) give under any enactment a notice under or by virtue of which requirements are imposed on a person (including an organisation) or

b) to make an order or direction under any enactment 7 Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime.

Standards Committee Only 7a Information which is subject to any obligation of confidentiality 7b Information which relates in any way to matters concerning national security 7c The deliberations of a standards committee or of sub-committee of a standards committee established under the Provisions of part III of the Local government Act 2000 in reaching any finding on any matter referred under the provisions of section 64(2) of 71(2) of the Local Government Act 2000

Page 197

Public Interest Test Questionnaire

This is not a definitive list. However, it does provide a series of questions that you should ask yourself when recommending confidentiality.

FACTORS WHICH SUPPORT DISCLOSING INFORMATION Will disclosure help people to understand and participate in public No debate about current issues?

Will disclosure help people to understand why the Council has taken No certain decisions?

Will disclosure give the public information about the personal No probity (or otherwise) of elected members or council staff?

Will disclosure encourage greater competition and better value for money No for council taxpayers?

Will disclosure allow individuals and companies to understand No decisions made by the Council that have affected their lives?

Is the information about factors that affect public health and public No safety? (NB you should be careful if considering the release of information which might adversely affect public health and safety)

Will disclosure reveal incompetent, illegal or unethical decision- No making or examples of malpractice?

Will disclosure reveal that such maladministration has not in fact No occurred?

Page 198

FACTORS WHICH SUPPORT WITHHOLDING INFORMATION Will disclosure damage the Council’s interests without giving the Yes public any useful information?

Will disclosure damage another organisation or person’s interests, Yes without giving the public any useful information?

Will disclosure give an unfair, prejudicial or inaccurate view of a Yes situation?

Will disclosure prevent the effective delivery of services without giving the Yes public useful information?

Will disclosure put the health and safety of any group or individuals No at risk?

Is there a clear and coherent reason why the community in general would Yes benefit more from information being withheld?

Page 199

Justification of decision (Please provide details of reasoning)

Sensitive contract information.

Other documents attached? ……No

Name of Author: ……Nick Wright

Title: ……………………………

Date: …22/10/2020

Page 200 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.

Document is Restricted

Page 201 This page is intentionally left blank