Work With Us
Knowsley Better Together helps to shape and deliver local services and shared outcomes. It is a way of working that is focused on enabling more joined up working with partners and residents and using resources more wisely to achieve shared outcomes together.
- Be a strong community leader and always champion Knowsley
- Build better partnerships and work with others co-operatively to improve Knowsley
- Listen to the community when making decisions
- Spend locally, invest locally and recruit locally to build social value
- Help people to be independent, doing more for themselves and each other
- Prevent problems occurring or stop them getting worse
- Use the best way of delivering services that leads to improved outcomes for Knowsley
Department Contact details:
Planning – email planning@knowsley.gov.uk or call 0151 443 2381
Building Control – email bcsubmissions@knowsley.gov.uk or call 0151 443 2029
Housing Advice – email housing@knowsley.gov.uk or call 0151 443 2046
Business Investment Enquires – email invest@knowsley.gov.uk or call 0151 477 4000
Business Enquiries – email business@knowsleygrowthhub.co.uk or call 0151 477 4000
Knowsley Works – call Halewood 0151 4432040; Huyton 0151 443 5010; Kirkby 0151 443 4780
Procurement – email procurement@knowsley.gov.uk
Workforce Development Team – email workforcedevelopment@knowsleygrowthhub.co.uk or call 0151 443 2085
Live Well Directory – www.thelivewelldirectory.com
MPS Feedback – email wlct@knowsley.gov.uk
To deliver our plans to meet the care and support needs of adults in Liverpool, we require a market as diverse as our population, consisting of a variety of providers of different shapes and sizes, who want to collaborate with us to innovate, and provide exceptional care and support for adults in the city that improves their prospects, outcomes and experiences. A key objective of this document is to open dialogue between LCC, care providers and partners in the city. We are keen to talk to and support new and existing providers who have ideas that align with our transformation themes, want to share best practice and develop outcome-based care and support provision for adults in Liverpool.
We want to develop our partnership with the VCSE sector, making commissioned opportunities more accessible to local organisations who are passionate about the places and people they work in and with, and invest in exceptional organisations to increase their capacity. We see the post COVID-19 environment as a chance to express some choices about how we recover, to ‘re-set’ some service offers, to connect differently with providers and partners in ways that build on the best of our efforts together during the pandemic and ways that embrace the innovation we showed. The current market opportunities and gaps in care and support provision are outlined in the following pages. These opportunities will be updated on a regular basis and published on the Liverpool City Council website.
We are actively looking to the VCSE sector to support our efforts around prevention of formal care for older people. We are keen to talk to VCSE organisations who have ideas or can offer provision that: – Reduces isolation of older people living in their own homes – Enhances wellbeing and promotes the independence of older people.
People receiving care at home sometimes struggle to source appropriate meal provision for home care clients with BAME backgrounds, specifically for people of Asian heritage. We welcome discussions with VCSE sector organisations who have ideas that could address this gap. – A large number of home care packages are for less than five hours each week, and many of these do not include personal care. We are seeking alternative methods of meeting the support needs of these individuals and reducing the likelihood of isolation. Quality and enjoyment of life. We’re looking to the VCSE sector to design and deliver services that enhance wellbeing, enabling individuals to develop friendships and connections, participate in new experiences and enjoy hobbies.
We are looking for organisations who are providing or want to provide activities or services that can enhance and add value to existing extra care provision. – Again, clients with BAME backgrounds sometimes struggle to source appropriate meal provision for home care clients with BAME backgrounds, specifically for people of Asian heritage. We welcome discussions with VCSE sector organisations who have ideas that could address this gap.
We want to speak to community-based organisations who can support our plans for earlier identification of vulnerable households to design new services that can support families through difficult periods and help them to avoid crisis that could lead to homelessness – We’d like to work with services that are funded from other sources to LCC to incorporate them into wider pathways for people who are homeless, rough sleeping and/or have additional complex needs – We want to hear from you if you have ideas that will help us to achieve the strategic objectives outlined in the rungs of The Liverpool Ladder
For further details about the opportunities and information including in this document, please contact the relevant commissioning team member using the email address: AdultsCommissioningTeam.people@liverpool.gov.uk
This section sets out some details of how Sefton Council wants to work with providers generally to deliver the outcomes set out in previous sections. It includes how Sefton Council will collaborate and coproduce with providers and partners, its approach to quality, contracts and procurement. The MPS is a tool or the 1st step in opening up conversations with the market around how we work together to meet the challenging need.
Collaboration and Co-production
key objective of this MPS is to support an open dialogue between commissioners and partners, in particular to:
■ Jointly generate new ideas and problem solving in terms of meeting the forecast reductions in budgets in an inclusive and progressive way.
■ Identify ways of simplifying the bureaucracy of procurement where it is disproportionate
■ Use joint learning and engagement events to share knowledge and best practice on common priorities such as developing outcome measures, quality monitoring and the effective use of assistive technology.
■ Facilitate more alliance and partnership development in the borough to respond to the Council’s strategic priorities.
Sefton Council wants to collaborate and coproduce with providers and with people who use services as full partners in the process of devising service specifications to best meet personal outcomes and demonstrate value for money, in order to give people greater control over their care.
As a key planning tool, the aim is to co-produce the MPS, to ensure it is helpful for the market. Sefton Council will effectively seek views, and routinely review and update the MPS. One way we will do this is through our renewed approach to Provider Forums, for example the North and South Sefton Care Home Forum which has recently been relaunched jointly with the council to work with Care Home providers, CQC, Skills for Care and NHS Providers.
Sefton Council is committed to providing high quality services to meet both the current and future needs of local people. Effective procurement, based on a principal of value for money, will only support the Council in achieving this
vision and meeting its corporate objectives. The Council strives to ensure that it’s activities are undertaken with honesty, equality, integrity and transparency.
The Council sees its suppliers as having a key role to play, as such the Council encourages competition, welcoming proposals from both new and existing suppliers.
The Council has to follow certain rules and regulations that are set both internally by the Council (the Authorities Contract Procedure Rules), and nationally by Central Government (the Public Contracts Regulations
incorporating EU Directives and the principals of Best Value). The regulations that apply are often linked to the value of the contract involved.
Within this legislation, and relevant to social care and health services, are rules that allow flexibility in procurement for certain service contracts in social care, health and education – they allow a Light Touch Regime (LTR) to be applied to the procurement process. This allows us to tailor the procurement to take into account additional criteria such as the market and its development, specific needs of the client group, and the involvement and empowerment of service users.
Future ambitions;
We would like to support as many people as possible to live independent, connected, and fulfilled lives. Working to increase the number of supported employment opportunities, use of technology to enable independent tenancies, and working with high quality provision of supported accommodation for those with higher end needs.
We will work with the NHS to clearly establish where joint funding and brokerage of service is applicable and ensure that we commission streamlined effective services that met combined health and care needs