Written evidence from the Office of the Police and Crime Commissioner for Gloucestershire
This submission of evidence is on behalf of the Office of the Police and Crime Commissioner for Gloucestershire. The reason for submitting this evidence is to provide evidence on the progress in commissioning services through the dynamic framework.
The changes to the Dynamic Framework weaken PCC influence on local delivery and we are in a worse place than 6 months ago in terms of the potential to work meaningfully with NPS to shape local delivery. It has been difficult to do any co-commissioning due to the rushed time scales and lack of local needs assessment.
The South West Reducing reoffending partnership are working very closely with this transformation to ensure that the new model is ready for service on 25 June 2021. In particular we are working with the South West Director of the NPS to support the transition in particular supporting the commissioning of new services i.e the Dynamic Framework and Accredited support/ unpaid work programmes. Sadly their commissioning process is now under way with two of the Dynamic Framework services being advertised in September and the remaining six in November so we have missed an opportunity to influence and support.
It is felt that this is very rushed and is in contradiction to what the MOJ promised in London in late 2019, and prior to this, whereby they stated that they would work with PCCs and their commissioning teams to ensure effective commissioning. It is all very rushed and the target date of 25 June 2021 is looming. Good and effective commissioning begins with a thorough and inclusive needs assessment which then shapes the specification for tender and ensures an effective service. Their approach to needs assessment is based on OASYS data, and it could be argued that this is not broad enough or inclusive.
It is also worth noting that in this limited time period the NPS have to TUPE all CRC staff, who are currently transferring from Working Links to SEETEC, transfer a vast number of properties leased or owned by the CRC, change terms and conditions of CRC staff and finally train them all ready for day 1; all of this with very limited resources. Our current activity is to link in with SW PCCs for them to be able to influence, where required, but more importantly to use the skills of our respective OPCC Commissioning teams to support and develop their commissioning approach which has yet to be defined.