Invitation to Tender (ITT): Health and Social Care Community of Practice ( CoP ) Convenor

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1 Invitation to Tender (ITT): Health and Social Care Community of Practice ( CoP ) Convenor Invitation to tender to an organisation or consortium (with a lead contractor) to convene a Health and Social Care Community of Practice ( Convenor ). The Community of Practice (CoP) will comprise of up to twelve organisations across England who have a community-led and/or shared ownership model addressing health and/or social care needs that provides a significant proportion of their income. The Convener will be expected to create, manage, nurture and guide the CoP. The Convenor will also engage with interested commissioners to understand the barriers and opportunities for community businesses to win health and social care-related contracts. The Contract will be for a period of eight months, with the option to extend for an additional twelve months, subject to satisfactory performance and at Power to Change s sole discretion. The contract value for the first eight months of delivery shall not exceed 50,000 including VAT and expenses. Tender release 19 March 2018 Deadline for Clarification Questions 29 March 2018 Deadline for Tender Response noon 10 April 2018 Clarification Meetings Wednesday 25 April 2018 Identification of Preferred Bidder by 27 April 2018 Contract Commencement w/c 7 May2018 Preparation for launch of CoP May 2018 for 8 months (initially with option to extend for a further 12 months) 1. Power to Change 1.1 About Power to Change Power to Change is an independent charitable trust set up in January 2015 to strengthen community businesses across England. At a time when many parts of the UK face cuts, neglect and social problems, we are helping local people come together to take control and make sure their local areas survive and stay vibrant. No one understands a community better than the people who live there. We want to support people to take action to address local challenges, enabling them to control vital assets and services that might otherwise disappear, or start new businesses themselves in response to local needs. At the heart of our vision is the devolution of power to local communities. We believe that putting business in community hands makes places better. Power to Change s overall vision is better places through community business delivered through a mission to back people to build successful local businesses for the benefit of their communities. Page 1 of 26

2 Our definition of community business: The four key features of a community business are: Locally rooted: They are rooted in a particular geographical place and respond to its needs. For example, that could be high levels of urban deprivation or rural isolation. Trading for the benefit of the local community: They are businesses. Their income comes from things like renting out space in their buildings, trading as cafes, selling produce they grow or generating energy. Accountable to the local community: They are accountable to local people, for example through a community shares offer that creates members who have a voice in the business s direction. Broad community impact: They benefit and impact their local community as a whole. They often morph into the hub of a neighbourhood, where all types of local groups gather, for example to access broadband or get training in vital life skills. To find out more about Power to Change please visit our website And to find out more about the Community Business sector read our research reports 1.2 PTC values Outlined below are Power to Change s core values. These not only guide how we operate but are also central to ensuring Power to Change achieves its overall ambition. Bidders must therefore ensure these values are reflected in the development of their proposals. Collaborative: We work across sectors and respect others knowledge and experience We encourage others who share our vision in order to bring about change Bold: We experiment, take risks and test new ideas We move quickly to take advantage of opportunities Informed: We learn from research and from our delivery We re responsive and adapt to what we ve learned Open: We share knowledge and learning, including what has not worked We are transparent about our decision-making 1.3 Our Diversity Approach Power to Change is committed to the advancement of equality, diversity and inclusion. Power to Change seeks to be a genuinely fair and inclusive organisation by advancing equality and diversity through its supplier (procurement and contracting) policies and practices. Page 2 of 26

3 Power to Change believes diversity drives great outcomes through encouraging the different points of view that come from a diverse workforce. Power to Change believes that people from different backgrounds can bring fresh ideas, thinking and approaches which make the way we work more powerful, more innovative and effective. Power to Change is therefore committed to working with a rich diversity of suppliers and to ensuring its suppliers and contractors advance equality and diversity in the discharge of their duties. We ask all bidders to respond to the equality questions at Appendix 5 when submitting their proposal. 1.4 About our approach to health and social care (The Programme ) Power to Change is looking to invest in enterprising, place-based and community-led approaches that help deliver health and social care outcomes over the next 3-5 years. The objectives are to use this funding as a means to build the evidence base for what works, and help create the right conditions for successful approaches to thrive and grow into the long-term, well after our investment has ended. The funding will be a mix of grant funding, capacity building provision and contracts. We intend to draw on the learning generated through this to influence policy and practice. We want to do this because we believe that such approaches have the potential to address some of the fundamental challenges facing our current delivery of health and social care. However, we recognise that robust, national evidence is patchy and if our small investment is truly to make any significant contribution we will need to focus on both the evidence as well as the conditions, and work with others to engage and influence broadly across all actors in the health and social care system. 1.5 Community of Practice ( CoP ) A key element of the Programme will be the establishment of the Community of Practice ( CoP ) as a means of better understanding the potential models for community business to succeed in addressing health and social care issues and the challenges facing organisations with community led/shared ownership models currently working in this space. The Convener will be expected to create, manage, nurture and guide the CoP with the mission to explore the challenges, opportunities and success factors for community led/shared ownership health and social care models and the potential for such models to move towards a community business approach. The convener will be responsible for capturing and sharing the learning of the CoP. The organisations engaged in the CoP will be community businesses delivering health and/or social care services, or organisations which are close to a community business model and looking to transition to become a community business. We expect the convener to manage relationships with other stakeholders, such as commissioners, which can be drawn upon to feed into the CoP as and when needed or requested by the members of the CoP. Page 3 of 26

4 1.6 The Health and Social Care CoP Objectives: 1. Encourage the exploration of success factors for community led/shared ownership health and social care models 2. Deepen understanding of challenges facing community led/shared ownership health and social care models in becoming financially sustainable 3. Encourage a collegiate approach to problem solving The Convenor will specifically: 1. Design and deliver face-to-face and other sessions for the CoP membership 2. Provide general administrative duties for the CoP, including managing a CoP Membership Budget to cover travel, expenses, and costs of member attendance at CoP sessions 3. Extrapolate and capture learning on the opportunities and challenges of community led/shared ownership health and social care models and identify best practice 4. Attract new ideas, opinions and approaches to stimulate creativity from a wider field of influence including, but not limited to, commissioners and other stakeholders as requested by the CoP 5. Develop a communications channel or platform to engage wider stakeholders with CoP findings through a series of blogs, reports and challenges. 6. Identify, where possible, (new) viable business models to support community led/shared ownership health and social care models over the longer term 7. Work with members to identify new and innovative approaches which improve community led/shared ownership health and social care models and support movement towards financial sustainability 8. Ensure learning and research is captured and shared openly 9. Facilitate action-learning approaches within the CoP interactions 10. Act as a Knowledge Management function for the CoP; conducting research on behalf of the CoP on topics which they identify as of interest but do not have the resource or knowledge to research themselves and capturing and sharing learning generated through its discussions 11. Create a sector-owned and focused repository of tools and resources on community led/shared ownership health and social care models best practice 12. Engage with commissioners to both understand the barriers and opportunities for community businesses to win public sector contracts, to test the CoP s findings with them as a key stakeholder and to feed into the CoP directly if requested by the CoP members. 13. Adopt a responsive and reflective approach to design of sessions with regular input from CoP members reflected in any adaptations to the design or facilitation of the CoP. The outcomes in the first eight months, which will inform any decision whether to extend the contract, include: Delivery of sessions and overall management of the CoP Evidence of good knowledge management processes Positive feedback from CoP members on both the process and the learning they have gained from the CoP Examples of learning gained and/or progress made by CoP members as a result of membership A communication channel or platform with active engagement from wider stakeholders than CoP members Page 4 of 26

5 Open sharing of learning and knowledge gained Evidence of timely sharing of relevant learning with Power to Change in order to inform our broader health and social care work 1.7 Stakeholder engagement Commissioners It is anticipated that some of the barriers faced by members of the CoP may be in relation to commissioning opportunities. We believe it would be beneficial, if this is the case, for CoP members to have access to some commissioners to discuss challenges and opportunities with. As such, and at the request of the CoP membership, the Convenor will engage with health and social service commissioners to input into the CoP. This may include topics such as understanding the barriers to community businesses being commissioned to provide services, including what evidence they would require from community businesses, the extent to which they explicitly require locality/place-based knowledge in procurement opportunities, which budgets they might seek commissioning from and whether budgets could be combined across different functions. We do not anticipate this being a regular involvement from commissioners, this would most likely be on an ad hoc basis on a maximum of two occasions within the initial 8-month contract period with a maximum of three commissioners at any session. We would expect the communication channel or platform developed to engage wider stakeholders to also engage relevant commissioners and procurement officers. Power to Change is also focussing some of its investment in priority areas, these are operating at a range of scales from ward level to City Region or county level. We would anticipate that some of the engaged commissioners are involved in commissioning services in some of these regions. Power to Change may be able to facilitate identification of and contact with relevant commissioners Community-led/shared ownership models of health and social care provision The convener will be responsible for developing a communications approach or platform to develop active engagement from organisations delivering health and/or social care services through a community-led or shared ownership model. This should be an interactive and live resource through which learning can be shared between the CoP and the wider sector and vice versa. 2. Contract Requirements and Deliverables 2.1 Convenor requirements Power to Change is seeking a suitably qualified and experienced Service Provider to manage, nurture and guide the CoP over an initial period of 8 months. There will be an option to extend for a further 12-month period should both parties agree. We are looking for a Service Provider with a proven track record in successfully delivering high impact knowledge sharing and collaborative solutions and in the development and stewardship of Communities of Interest/Practice or similar activities. Page 5 of 26

6 Specifically, the Convener will need experience in: Developing, nurturing and facilitating CoPs (or similar functions not specifically called CoPs) Building a body of knowledge - exploring rival schools of thought - that supports and encourages learning opportunities and the personal development of CoP members Building partnerships with academia, commissioning research, stimulating new ideas and providing thought leadership Undertaking literature searches Assessing, questioning, interpreting and analysing the strength of evidence Network theory and networking analysis Team building and collaborative group dynamics The use of digital technology, communications tools and networks to locate, evaluate, and curate insightful information and knowledge Health and social care Community businesses and social enterprise sectors 2.2 Responsibilities, deliverables, and activities of the Convener Team The Convener team will be responsible for: Meeting the Health and Social Care CoP Objectives Providing overall guidance, leadership and general administrative duties to the CoP Designing, delivering and facilitating sessions and CoP interactions using an Action Learning approach Acting as a knowledge management function for the CoP; conducting research on its behalf and collating and sharing knowledge and learning Capturing and sharing learning from the CoP both with PTC and openly with the broader health and social care and community business sector Efficiently and effectively managing resources, budget and finances Page 6 of 26

7 Building and maintaining relationships with key stakeholders, sponsors, subject matter experts and CoP members in order to strengthen sector recognition and support both in the health and social care sector and the community business sector Developing and maintaining an interactive approach to broader health and social care sector engagement Measuring, evaluating and reporting on the impact of CoP participation on members Working with CoP members to set community mission, purpose, goals, norms, and values Ensuring a reflective process is adopted with CoP members' feedback influencing the design and approach used in future sessions Providing progress reports and attending meetings with Power to Change once every quarter Providing regular attendance and engagement information to Power to Change Engaging with commissioners on the potential for community businesses to gain public sector income and feedback on the CoP s findings where requested by the CoP Managing payments to CoP members to cover reasonable travel, time and expenses costs.. Power to Change will be responsible for: Designing and running the selection process for CoP membership. Approving any remuneration of CoP members for their time and costs incurred engaging with the CoP, to be paid by the Service Provider to participating CoP members from a separate CoP Membership Budget We anticipate activities proposed by bidders to include, but not be limited to: Face to face meetings of the CoP every 6 8 weeks Management and administrative support to the CoP Online meeting facilities for any interim meetings Knowledge management for the CoP Engagement with stakeholders including commissioners from some of PTC s priority areas at the request of the CoP Page 7 of 26

8 Development and management of engagement approach/platform for communityled/shared ownership organisations delivering health and/or social care which are not directly engaged with the CoP Approach for capturing and sharing learning generated by the CoP with both Power to Change, the health and social care sector and community business more broadly 8 month (end of programme) written report on how the CoP is functioning against its objectives and contributing to PTC s strategic objectives Attend a mid-point and end of programme (8 month) reporting meeting with PTC Ad hoc sharing of emerging knowledge and learning to influence and shape PTC s learning and approach Produce blogs and articles based on the emerging findings and learning from the CoP and wider engagement 2.3 Duration and affordability cap of the Contract The Contract will be for a period of eight months, with the option to extend for an additional twelve months, subject to satisfactory performance and at Power to Change s sole discretion. The budget for the first eight months of delivery should not exceed 50,000 inclusive of VAT and expenses. The possible extension value would not exceed 70,000 inclusive of VAT and expenses. A separate budget will be made available to the Service Provider for making payments to CoP members to cover their reasonable costs, travel and expenses in engaging in the CoP (a CoP Membership Budget). This will be capped at a maximum of 300 (pro rata) per day inclusive of all expenses. We would expect the contract to commence in May 2018 Bidders should submit their total costs for delivering the services for the first eight months only at Appendix 2 and Appendix 6 Table A. 3. Proposal Requirements 3.1 Proposals Bid proposals should be no more than 3,000 words and can be submitted in any commonly recognised format. Your proposal must include the following information: Your understanding of the specific requirements of the ITT (as set out in section 1 & 2) and describing how these will be delivered in detail. Understanding of Communities of Practice as environments for knowledge sharing, collaboration and innovation. Page 8 of 26

9 Alignment with Power to Change s Core Values and commitment to the advancing of equality and diversity Outcomes and how they will be monitored, measured and communicated A project plan with key deliverables broken down and costed Details and relevant experience of the delivery team Experience of delivering similar projects How the Convener team will deliver value Bidders may propose additional appropriate services within their overall tender proposals. Any external information referenced (for example by links to websites or other reports) will not be reviewed, so make sure that all content relevant to the proposal is contained in this main document. Reflecting the requirements set out in section 2, your proposal must: Demonstrate your understanding of Communities of Practice You will be expected to demonstrate how your proposal will address the key stages of CoP development, from the planning stage through to launch, operation and stewardship of the CoP. You should consider the different needs and challenges of a CoP where geography, time or access limit opportunities for physical meetings, requiring some form of online/digital environment for member engagement and resource sharing. Consider how trust can be developed in such an environment Demonstrate how your proposals will meet the Health and Social Care CoP objectives You will be expected to demonstrate how your proposals will meet the purpose and objectives of the CoP as described in section 1 & 2. You will need to outline how you will identify common knowledge needs of the CoP members; how you will encourage sharing of good/best practice; how you will find and build new connections to external experts; how you will build new relationships with academia and sources of relevant research; how you will encourage new ideas and innovative practice. Power to Change will share with the Convener the information included in applications to join the CoP. Page 9 of 26

10 3.1.3 Demonstrate an alignment with Power to Change s Core Values and commitment to the advancement of equality and diversity You will be expected to demonstrate how your proposal reflects and responds to Power to Change s Core Values Outline the expected outcomes of your proposal and how these will be measured and communicated You should outline the metrics you would use to measure and monitor the desired outcomes for the CoP, and how the value of the CoP will be defined and communicated to its members, the community businesses they represent, the PTC and other stakeholders. This will include as a minimum, feedback from the CoP members Include a project plan and budget You will be expected to provide a Project Plan which should set out how you will achieve the desired requirements and objectives. Your plan should include a strategy to cover CoP communications to the community businesses sector and stakeholders. You should identify specific Convener roles, time estimates and day rates. You should clearly show total cost for your proposal and an explanation of how this provides value Demonstrate your track record You will be expected to evidence your track record of successfully delivering high impact knowledge sharing and collaborative solutions and your involvement in the development and stewardship of Communities of Interest/Practice or similar activities. Identify the personnel involved and the experience, professional and technical skills of the delivery team who will deliver this programme of work. Page 10 of 26

11 4. Evaluation of bids: Quality and Price Criteria Bids will be scored out of 100 according to the below evaluation criteria and scale.80% of the marks will be allocated to your response to the Quality Criteria questions below. Each question will be scored using the methodology in the table below Your overall score for each question will be calculated by multiplying the quality score you receive with the weighting for that question, set out below. This score will then be divided by the maximum available score for this Quality Evaluation Criteria (525) and multiplied by (80) to get your final score for that question. Example: assume Bidder A scores 3 for Question 1: the formula is (3) x 20 = 60, 60/525 x 80 = 9.14% out of 100. Evaluation Criteria Quality 80% Weighting Maximum Score Question Demonstrate your experience, understanding, and track record in the planning, development, management and facilitation of key features of communities of practice or similar. Question Set out a proposal that demonstrates clear understanding of and ability to achieve all the objectives and deliverables of the ITT. Question Demonstrate an understanding of Power to Change s core values and commitment to advancing equality and diversity. Question Demonstrate experience and engagement with local/social/community projects. Question Demonstrate experience and knowledge of the health and social care sector. Question Demonstrate understanding of Knowledge Management processes, tools and techniques. Question Page 11 of 26

12 Provide a clear and realistic Project Plan that responds to the aims and constraints set out in ITT. Question Unique or value-added convener attributes Responses to each question above will be allocated a score based on the methodology contained in the table below. This score will then be multiplied by the weighting in the column on the right. Quality Questions scoring methodology 0 Poor No response or partial response and poor evidence provided in support of it. Does not give Power to Change confidence in the ability of the Bidder to deliver the Contract. 1 Weak Response is supported by a weak standard of evidence in several areas giving rise to concern about the ability of the Bidder to deliver the Contract. 2 Satisfactory Response is supported by a satisfactory standard of evidence in most areas but a few areas lacking detail/evidence giving rise to some concerns about the ability of the Bidder to deliver the Contract. 3 Good Response is comprehensive and supported by good standard of evidence. Gives Power to Change confidence in the ability of the Bidder to deliver the contract. Meets the requirements. 4 Very good Response is comprehensive and supported by a high standard of evidence. Gives Power to Change a high level of confidence in the ability of the Bidder to deliver the contract. Exceeds Power to Change s requirements in some respects. 5 Excellent Response is very comprehensive and supported by a very high standard of evidence. Demonstrates strengths, no errors, weaknesses or omissions and exceeds expectations in some or all respects giving Power to Change a very high level of confidence in the ability of the Bidder to deliver the contract. Price scoring methodology: 20 % overall. The evaluation of price will be carried out on the Schedule of charges you provide in response to Annex 6 Table A. Page 12 of 26

13 The Bidder with the highest score will be the preferred Bidder. Price Criterion Question 20 marks will be awarded to the lowest priced bid and the remaining bidders will be allocated scores based on their deviation from this figure. Your fixed and total costs figure in Annex 6 Table A will be used to score this question. % For example, if the lowest price is 100 and the second lowest price is 108 then the lowest priced bidder gets 20% (full marks) for price and the second placed bidder gets 18.4% and so on. (8/100 x 20 = 1.6 marks; = 18.4 marks) 5. Details for submitting your proposal 5.1 General approach Bidders are reminded that Power to Change will conduct the process in accordance with the key EU principles of transparency, non-discrimination and equal treatment. We welcome consortium bids, especially when these bring together particular strengths or specialist skills and expertise. If several bodies are bidding jointly for this contract, they will need to nominate a Lead Bidder who must outline the individual roles and responsibilities of each in relation to the delivery of the contract. The Lead Bidder will enter into the contract with Power to Change and will ultimately be accountable for its overall delivery. Power to Change will expect the Lead Bidder to enter into backto-back subcontracts with the consortium members/ subcontractors/ third parties. The Lead Bidder should complete the ITT on behalf of its consortium members and when responding to questions, clearly indicate to which consortium member each response relates. The successful bidder will be required to provide copies of all subcontracts with consortium partners to Power to Change for approval. If a bidder is intending to commission sub-contractors or third parties to deliver aspects of the contract deliverables during the contract period then they will be required to demonstrate the assignment of any sub-contracts is through a competitive process for the purposes of delivering this contract. 5.2 Enquiries and communication During the ITT stage and up to 12 noon 29 March 2018 Bidders may submit questions and requests for Clarification or further information. Bidders shall address their questions and requests for Clarification or further information via to: workwithus@powertochange.org.uk Page 13 of 26

14 Power to Change will upload responses to clarification questions via the web page) regularly and up until 12 noon 30 March 2018, after which we will not be making any further updates. It is bidder s responsibility to review for updates regularly. 5.3 Procedure for submitting Bidders shall submit one electronic copy ITT by no later than noon 10 April 2018 to the following address: workwithus@powertochange.org.uk The ITT return shall state the following: Proposal for Health and Social Care CoP Convenor We will aim to acknowledge all bids. Please provide your response to this ITT by completing the required documents. Please do not provide separate or different types or formats of documents unless specifically requested to do so. Unless specifically requested to do so, please do not include or upload any standard marketing or promotional material within your answer as this will be disregarded. Supporting information (appendices, attachments etc.) should be presented in the same order as, and should be referenced to, the relevant question. Late submissions will not be accepted. Bidders are strongly recommended not to leave their ITT submission to the last minute. Power to Change will not be held liable for failures to submit an ITT on time due to technical issues reported less than 24 hours before the submission deadline. 5.4 Content of bids All bids must consist of the following items/documents. Scanned signed documents will be accepted: Confirmation of acceptance of the Conditions of Contract as set out at Appendix 1; A copy of the Form of Tender as set out as Appendix 2 signed by the authorised signatory submitting the bid on behalf of the Bidder; A completed Anti-Collusion Certificate as set out at Appendix 3, signed by the authorised signatory submitting the bid on behalf of the Bidder; A completed Non-Canvassing Certificate as set out as Appendix 4, signed by the authorised signatory submitting the bid on behalf of the Bidder; A completed General Information Document as set out at Appendix 5; and, A completed pricing document as set out at Appendix 6; and, A comprehensive Proposal as set out in Section 1 & 2 of this ITT, specifying how the Bidder will carry out the Services to be provided under the Contract. Page 14 of 26

15 6. IMPORTANT NOTICES 6.1 Confidentiality Subject to the exceptions referred to below, the information in this ITT is made available by Power to Change on condition that Bidders shall: at all times treat such information as confidential; not disclose, copy, reproduce, distribute or pass the information to any other third person or allow any of these things to happen; and not use the information for any purpose other than for the purpose of making (or deciding whether to make) a bid for the Contract. Notwithstanding the conditions referred to in paragraphs to above, Bidders may disclose, distribute or pass information to another person if: done for the sole purpose of enabling a bid to be made and the person receiving the information undertakes in writing to keep the information confidential on the same terms as set out in this ITT; or Power to Change gives its prior written consent in relation to such disclosure Power to Change may disclose any information relating to the bids to its directors, officers, employees, agents or advisers. Power to Change also reserves the right to disseminate information that is materially relevant to the Contract to all Bidders, even if the information has only been requested by one Bidder. Power to Change will act reasonably as regards the protection of commercially sensitive information relating to the Bidder. 6.2 Accuracy of information and liability of Power to Change and its advisers The information contained in this ITT has been prepared by Power to Change in good faith but does not purport to be comprehensive or to have been independently verified. Power to Change does not accept any liability or responsibility for the adequacy, accuracy or completeness of, or makes any representation or warranty (express or implied) with respect to the information contained in the ITT or with respect to any written or oral information made or to be made available to any Bidder or its professional advisors and any liability therefore is hereby expressly disclaimed. Bidders considering entering into a contractual relationship with Power to Change should make their own enquiries and investigations of Power to Change's requirements. The subject matter of this ITT shall only have contractual effect when it is contained in the express terms of an executed agreement. Nothing in this ITT is, or should be, relied upon as a promise or representation as to the future and Power to Change does not undertake to provide Bidders with access to any additional information or to update the information in this ITT or to correct any inaccuracies that may become apparent. Power to Change reserves the right, without prior notice, to change the procedures outlined in this ITT or to terminate discussions and the delivery of information at any time before entering into the Contract. Page 15 of 26

16 6.3 Anti-collusion Any Bidder who, in connection with the competition for the selection of Bidders for the Contract: fixes or adjusts its bid by or in accordance with any agreement or arrangement with any other Bidder; enters into any agreement or arrangement with any other Bidder to refrain from making a bid or to alter, in any way, the content of any bid to be submitted; 6.3.3causes or induces any person to enter into any such agreement as referred to in paragraph or 6.3.2above or to inform any other Bidder of the content of any other bid for the Contract; offers or agrees to pay or give or does pay or give any sum of money, inducement or valuable consideration directly or indirectly to any persons for doing or having done or causing or having caused to be done any act or omission in relation to any other bid or proposed bid for the Contract; or communicates to any person (outside its consortium, its professional and financial advisers other than Power to Change or any person duly appointed by Power to Change) the content of its proposed bid, will be disqualified (without prejudice to any other civil remedies available to Power to Change and without prejudice to any criminal liability that such conduct by a Bidder may attract) from further participation in the competition for the Contract. Bidders are required to return with their bid the Anti- Collusion Certificate set out at Appendix Non-canvassing Any Bidder who, in connection with its bid for the Contract offers an inducement, fee or award to any representative of Power to Change or any person acting as an adviser to Power to Change in connection with the selection of Bidders for the Contract; or does anything which would constitute a breach of the Bribery Act 2010 or the Prevention of Corruption Acts 1889 to 1916, will be disqualified (without prejudice to any other civil remedies available to Power to Change and without prejudice to any criminal liability that such conduct by a Bidder may attract) from further participation in the competition for the Contract. Bidders are required to return with their bid the Non-Canvassing Certificate set out at Appendix Copyright The copyright in this ITT is vested in Power to Change and may not be reproduced, copied or stored in any medium without the prior written consent of Power to Change. This ITT and any document issued to Bidders supplemental to it shall remain the property of Power to Change and shall be returned upon demand. Page 16 of 26

17 6.6 Confidentiality Bidders shall not undertake (or permit to be undertaken) at any time, whether at this stage or after conclusion of the Contract, any publicity activity with any section of the media in relation to the Contract other than with the prior written consent of Power to Change (in relation to the form and content of the proposed publicity). 6.7 Power to Change s right to reject bids Notwithstanding anything else stated in this ITT, the issue of this ITT in no way commits Power to Change to enter into the Contract or any other agreement whatsoever. Power to Change is not bound to accept any bid and reserves the right to accept any bid either in whole or in part. Power to Change reserves the right to reject any or all of the responses received and discontinue the bidding process and/or reject any incomplete or incorrectly completed responses. Bids will be checked initially for compliance with the requirements of this ITT and for completeness. Clarification may be sought from Bidders in order to determine if a bid is complete and compliant. Bids that are not substantially complete and/or compliant with the requirements of this ITT may be rejected. 6.8 Time Power to Change reserves the right, in its absolute discretion to amend the timetable or extend any time period in this ITT. 6.9 Bid costs and loss of profits Bidders shall bear their own costs and in no circumstances whatsoever shall Power to Change become liable for any bidding costs, nor shall Power to Change be liable for any loss of profits, loss of Contracts or other costs or losses suffered or incurred by a Bidder as a result of that Bidder not being awarded one or more Contracts pursuant to this procurement process. Power to Change shall similarly not be liable in the event that the procurement process is cancelled, whatever the reason. Page 17 of 26

18 Appendix 1 Conditions of Contract Terms and Conditions can be found by clicking this link Page 18 of 26

19 Appendix 2 Form of Tender To: Power to Change ( Power to Change ) Re: Proposal for Health & Social Care Community of Practice Convenor (the Contract ) Dear Sirs Having examined the Invitation to Tender and having satisfied ourselves as to all other matters relevant thereto, we confirm our tender for the Contract. We enclose our tender, and confirm that these comprise all of the documents required to be submitted in accordance with the matters set out in the Invitation to Tender. We acknowledge that we are bound by our proposals submitted pursuant to the Invitation to Tender. We hereby unconditionally and irrevocably offer to provide the Services requested to be provided and performed under the Invitation to Tender in accordance with the Contract and at no greater rates or prices than the rates or prices stated in the Pricing Document. We confirm that we are fully conversant with all the Invitation to Tender documentation and that this tender is submitted strictly in accordance with the Invitation to Tender. We agree that this tender shall remain open to be accepted or not by Power to Change and shall not be withdrawn for a period of twelve (12) months from the deadline for receipt of tenders as set out in the Invitation to Tender, or such longer period as may be agreed with Power to Change. We undertake to execute the Contract for the proper and complete fulfilment of the Services required or any part or parts thereof, as you may in your absolute discretion award to us. We agree that we shall commence and undertake the Services required when instructed to do so pursuant to the terms of the Contract. We certify that the details of this tender and the Invitation to Tender documentation have not been communicated to any other person or adjusted in accordance with any agreement or arrangement with any other person or organisation. We acknowledge that Power to Change is not bound to accept the lowest or any tender it may receive, and reserve the right at its absolute discretion to accept or not to accept any tender submitted. We certify that we have full power and authority to enter into the Contract and to carry out the Services, and that this is a bona fide tender. We confirm that in submitting our tender, we have satisfied ourselves as to the accuracy and completeness of the information we require in order to do so (including that contained in the Invitation to Tender). Page 19 of 26

20 Total Price for this Tender in words Signed for on behalf of the Bidder by a duly authorised signatory of the Bidder: Signed: Name: Position/Status: On behalf of: (name of Bidder) Date: Page 20 of 26

21 Appendix 3 ANTI-COLLUSION CERTIFICATE To: Power to Change ( Power to Change ) Re: Proposal for Health & Social Care Community of Practice Convenor (the Contract ) The essence of the public procurement process is that Power to Change shall receive bona fide competitive tenders from all Bidders. In recognition of this principle we hereby certify that this is a bona fide bid, intended to be competitive, and that we have not fixed or adjusted the bid by or under or in accordance with any agreement or arrangement with any other Bidder (other than a member of our own consortium). We have not and insofar as we are aware neither have any of our employees, contractors, advisers, agents, officers or subcontractors: Entered into any agreement with any other person with the aim of preventing bids being made or as to the fixing or adjusting of any bid or the conditions on which any bid is made; or Informed any other person, other than the person calling for this bid, of the content of the bid, except where the disclosure was necessary for the preparation of the bid for insurance, for performance bonds and/or Contract guarantee bonds or for professional advice required for the preparation of the bid; or Caused or induced any person to enter into such an agreement as is mentioned in paragraph (1) and (2) above; or Committed any offence under the Bribery Act 2010, Prevention of Corruption Acts 1889 to 1916 nor under Section 117 of the Local Government Act 1972; or Offered or agreed to pay or give any sum of money, inducement or valuable consideration directly or indirectly to any person for doing or having done or causing or having caused to be done in relation to any other bid or proposed bid any act or omission; or Canvassed any other persons referred to in paragraph (1) above in connection with the Contract; or Contacted any officer of Power to Change about any aspect of the Contract except in a manner permitted by the Invitation to Tender. We also undertake that we shall not procure the doing of any of the acts mentioned in paragraphs (1) to (7) above before the hour and date specified for the return of the bid nor (in the event of the bid being accepted) shall we do so while the resulting Contract continues in force between us (or our successors in title) and Power to Change. In this certificate The word person includes any person, body or association, corporate or incorporate and agreement includes any arrangement whether formal or informal and whether legally binding or not. Page 21 of 26

22 Signed for on behalf of the Bidder by a duly authorised signatory of the Bidder: Signed: Name: Position/Status: On behalf of: (name of Bidder) Date: Page 22 of 26

23 Appendix 4 NON-CANVASSING CERTIFICATE To: Power to Change ( Power to Change ) Re: Proposal for Health & Social Care Community of Practice Convenor (the Contract ) Non- Canvassing Certificate I/we hereby certify that I/we have not canvassed or solicited any officer or employee of Power to Change in connection with the award of the Contract and that no person employed by me/us or acting on my/our behalf has done any such act. I/we hereby further undertake that I/we will not in the future canvass or solicit any officer or employee of Power to Change in connection with the award of the Contract and that no person employed by me/us or acting on my/our behalf will do any such act. Signed for on behalf of the Bidder by a duly authorised signatory of the Bidder: Signed: Name: Position/Status: On behalf of: (name of Bidder) Date: Page 23 of 26

24 Appendix 5 GENERAL INFORMATION Insert Details 0.1 Bidder Name 0.2 Registered Address including postcode 0.3 Trading name (If different from 0.1) 0.4 Trading address (If different from 0.2) 0.5 Name of person completing the ITT 0.6 Telephone Number 0.7 address 0.8 Company status (e.g. Ltd, Plc, sole trader, Charity, Community Benefit Society, etc.) 0.9 VAT registration number 0.10 Company registration number and/or charity number 0.11 Date of incorporation 0.12 Please attach a latest copy of the Bidder s latest audited accounts Accounts enclosed Yes/No Insert appendix reference number 0.13 Please provide evidence of the following levels of insurance cover: Professional Indemnity Employer s liability Public liability Insurance evidence enclosed Yes/No Insert appendix reference number 0.14 Please provide details of any relevant industry accreditations held by the Bidder. Please also provide details of any relevant professional qualifications held by Bidder staff Diversity Approach: Please provide details to the following questions as part of the tender process: Page 24 of 26 a) Do you have an Equality and Diversity Policy? If yes, please provide a copy. If you do not have a Policy please demonstrate how you comply with equality legislation (not having a Policy will not affect the assessment of your bid, however, you will be

25 expected to develop a policy and implement one in delivering this contract). Does your policy and practices in equality and diversity cover the following: a. Recruitment, training and career development opportunities for your staff b. Recruitment advertising and promotion c. Your programmes and services If Yes, provide some details of what you have in place. If No, can you please clarify how you advance equality and diversity across your employment practices and in your services (a No response will not affect the assessment of your bid, however, you will be expected to put in place policies and practices which advance equality of opportunity for all in delivering this contract). C) In the last 3 years has the court or tribunal found a case of unlawful discrimination against your organisation. (A Yes response will not prevent you from participating in the procurement exercise, but failure to disclose this information will). If you answered Yes, then please provide further information including actions you took to ensure this issue does not recur. *Note to Bidders: Whilst Appendix 5 will not be scored, if any Bidder response raises concerns as to the capability of the Bidder to perform the Contract Power to Change may seek further clarification from the Bidder. If the Bidder is unable to satisfy Power to Change on the issues raised, the Bidder may be excluded from further evaluation. Page 25 of 26

26 Appendix 6 Pricing document Bidders must complete the schedule of charges table A below estimating the resources, number of days and travel and subsistence costs associated with their bid. The total fixed price will be inclusive of VAT and inclusive of expenses and all costs to be incurred for services for the initial eight months of the contract. Please expand rows or columns as needed. TABLE A: Fixed costs e.g. Project Manager/ Director e.g. Senior Consultant/man ager/researcher Junior Consultant/e quivalent Total days [ADD TO REFLECT DELIVERABLES IN SECTION 2] e.g. 500 e.g. 300 e.g. 200 Quantity 1 e.g [Add as necessary] [Add as necessary] Expenses Travel and subsistence Other (non-staff) costs Please specify Sub-total VAT Total Costs including VAT and expenses (this figure will be used for the purposes of allocating your score for the price criterion and must cover the cost of meeting all our requirements) Page 26 of 26