Description of the goods or services required
Canal Communities Local Drug and Alcohol Task Force:
In collaboration with all funded initiatives the CCLDATF are seeking to support and enhance community services to align themselves with the National and Local Drugs Strategies to address drug and alcohol misuse in the local community.
Context and Background
Canal Communities Local Drug and Alcohol Task Force (CCLDATF) is one of 12 LDATF around Dublin, which were set up in the late 1990s to address the drug crisis of the time. We are a locally based multi-agency/multi-disciplinary organisation who support the funding of a range of activities across the region. LDATFs play a key role in the identification of emerging drug and alcohol trends within the local community and are responsible for developing and implementing a local strategy in line with the national strategy guiding our work. At the core of the work of the CCLDATF is both our engagement with the community, and the strengthening of relationships across the statutory, voluntary and community sectors both locally and nationally.
In order for us to deliver on our key role in the community through the delivery of our CCLDATF Strategic Plan for 2018-2021 , it is vital that the CCLDATF engages with all funded initiatives and its membership to ensure that the strategic goals relating to quality improvement and standards is met. In order to do so we wish to support funded projects to ascertain the current and projected quality standards and improvement plans of initiatives funded through the CCLDATF and its membership. The CCLDATF currently funds 29initiatives through 14 project promoters.
Funding requirement and outline project plan
The CCLDATF through funding approved by the HSE and the DPU in September is now seeking to provide training in Better Safer Healthcare to the project promoters. This training would enable projects to meet the requirements within the Service Level Agreements and align with the CCLDATF strategic plan 2018-2021, in promoting best practice within services.
It is envisioned that this funding would be required to fulfil the following activities
1 day group training to all the projects in Canal Communities area on Better Safer Healthcare and its implementation:
•Offer a common language to describe what high quality, safe and reliable healthcare services look like
•Can be used by service users to understand what high-quality safe healthcare should be and what they should expect from a well-run service
•Enable a person-centred approach by focusing on outcomes for service users and driving care which places service users at the centre of all that the service does
•Create a basis for improving the quality and safety of healthcare services by identifying strengths and highlighting areas for improvement
•Can be used in day-to-day practice to encourage a consistent level of quality and safety across the country and across all services
•Promote practice that is up to date, effective and consistent
•Enable providers to be accountable to service users, the public and funding agencies for the quality and safety of services by setting out how they should organise, deliver and improve services
Up to 1 day within each project to meet with existing initiatives and members to identify and assess their specific standards and develop a Quality Improvement plan around the eight themes:
•Part two of the document details the standards dividing them into eight themes.
•Person-centred care and support-How services place the service user at the centre of their delivery of care. This includes the concept of access, equity and protection of rights.
•Effective care and support-How services deliver best outcomes for service users.
•Safe care and support-How services avoid, prevent and minimise harm to service users and learn from when things go wrong.
•Better health and wellbeing-How services identify and take opportunities to support service users to improve their own health and wellbeing.
•Leadership, governance and management-The arrangements put in place by a service for clear accountability, decision making and risk management as well as meeting their long term goals, statutory and financial obligations.
•Workforce-Planning, recruiting, managing and organising a workforce with the necessary numbers and skills.
•Use of resources-Using resources effectively and efficiently to deliver best possible outcomes for service users.
•Use of information-Actively using information as a resource for planning, delivering, monitoring, managing and improving care.
A one day training workshop for project promoters outlining the objectives and obligations within Better Safer Healthcare
Each promoter is supported by using the workbooks to assess their service using the guiding prompts of each of the four levels of quality to determine which level of quality their service is at.
Document the evidence of attainment of that level of quality in the workbooks.
Develop improvement plan/plans (QIPs) to address any gaps in quality service provision to bring the service up to the next level of quality. Template for each QIP is on last page of workbook.
Duration and cost
Project estimated time up to a maximum of 14 days engagement to indicate a breakdown of costs and to include VAT.
The scope of the proposal is as follows:
•To train all projects in Better Safer Healthcare standards and processes
•To meet with initiatives and members funded through CCLDATF to identify their specific needs in relation to quality improvement in line with Better Safer Healthcare
•To highlight what quality improvement actions are not currently being addressed as identified through the process.
•To advise and allow CCLDATF to monitor and make recommendations about next steps upon completion of required documents.
Engagement and collaborating with the CCLDATF will be as follows:
•Consult with the CCLDATF funded initiatives and members.
•Regular updates and consultation with the CCLDATF Co-ordinator or Working Group as required during the term of the work.
•Final collation of actions required by projects submitted to the CCLDATF at the end of the process
Requirements of applicants:
•Demonstrate a clear understanding of Better Safer Healthcare as it pertains to Local Drug and Alcohol Task Forces and the community based services, their structure and their role within the national substance misuse strategy Reducing Harm, Supporting Recovery 2017-2025.
•That they have the capacity to ensure documents produced are in line with the needs of the CCLDATF.
•To collate recommendations to the CCLDATF with regard to possible future actions as required.
Budget and timeline:
•The deadline for receipt of applications is 5pm Wednesday 6th November 2019.
•Project completion is expected to be within a 6-9 week turn around.
•It is expected that the successful applicant will begin this project by end December 2019.
•A document is expected to be submitted to the CCLDATF for final review on quality improvement plans.
•The tender value is expected to not exceed €7,000 (inclusive of VAT) and to cover the term of the contract. The price stated must be the total all-inclusive price for the duration of the tender.
Decision making procedure
•All tenders received will be reviewed by a panel nominated by the CCLDATF.
•Shortlisted candidates may be asked to present their tender to a panel nominated by the CCLDATF.
Tender assessment will be based on the following:
•Applicant’s ability to demonstrate a clear understanding of the tender request.
•Applicant’s knowledge and understanding of the structure of projects supported and funded through Local Drug and Alcohol Task Forces.
•Experience of having previously conducted similar projects.
•Knowledge and experience of the local based services and how they can be aligned to strategies both Local and National.
•Quality of the tender document submitted, with clear timelines and project plan.
•This piece of work is being funded through monies received from Department of Health/HSE.
•Price increases during the term of contract will not be accepted.