unit: unit: cpc 301 create and maintain effective working ......cpc 301 a create and maintain...

Commissioning, Procurement and Contracting V3

Final Approved Version July 20081

Unit: Unit: CPC 301

Create and maintain effective working relationships withother people (Commissioning, Procurement andContracting)

Elements of competence:

CPC 301 A Create and maintain effective working relationshipswith people outside your organisation

CPC 301 B Create and maintain effective working relationshipswith other members of staff

CPC 301 C Evaluate the effectiveness of working relationships

Key Purpose of commissioning, procurement andcontracting

Specify, shape and secure quality services, responses andprojects that deliver improving outcomes for individuals, familiesand communities within the strategic objectives of theorganisation

About this unitThis unit is about developing productive working relationshipswith identified individuals, families and communities and alsowith colleagues, within your own organisation and within otherorganisations with which your organisation works, and withproviders of services

It involves being aware of the roles, responsibilities, interestsand concerns of colleagues and individuals, families andcommunities and working with and supporting them in variousways. The need to monitor and review the effectiveness ofworking relationships with colleagues and individuals, familiesand communities is also a key requirement of this unit.

ScopeThe scope helps to make sure that you provide evidence relatedto the work you do. Terms in this section give you optionsrelated to the words in bold in the performance criteria. Yourevidence for this unit should cover any option that is part of yourwork.People outside your organisation: individuals, families andcommunities, providers, partners, inspectors, advisors,



consultants, funders, social workers, care managers,brokers/navigatorsContact: formal; informal.Contacts: existing; new.

Colleagues: members of own team; members of other teamswith whom you have contact; managers; peers, employees,advisers, support workers, volunteers, providers, contractors

Forms of contact: written; verbal; electronic.

Appropriate person: line manager; senior management;specialists, adviser, support worker, volunteer co-ordinator.Record (verb): formally; informally; officially; personallyRecord (noun): written; electronicProvide information: written (electronic or paper), verbal (faceto face or telephone), directly to colleagues or others, orindirectly via a line manager or other person. Directly to thoseconcerned or indirectly through website, forum, newsletter etcAgreements: formal; informalResolve; through discussion and agreement; through theintervention of an appropriate person; through formal channelWorking relationships: with colleagues; with peers; withmanagers; with providers; with contractors; with individuals,families and communities; with advisors; with brokers; withfunders; with partner agencies; with inspectors; with advocatesReview: regularly; occasionally; formal; informalChanges and adjustments: in practice; in policy; inprocedures; in systems; in approach; services; providers,funding/payment arrangements, plans, proposals, consultationarrangements

ValuesThe values underpinning this unit have been derived from thevalues and principles statement, relevant service standards andcodes of practice for health and social care in the four UKcountries.

Key words and concepts

This section provides explanations of the key words and conceptsused in this unit. In occupational standards it is quite common tofind familiar words or phrases used, which, in the detail of thestandards, may be used in a very particular way. Therefore wewould encourage you to read this section carefully beforeyou begin working with the standards and to refer back tothis section as required.Inclusive: enables everyone to understand/participate/gainaccess. Does not exclude people because of language (either



level or format), physical access barriers, emotional/socialbarriers or affordabilityAccessible: something that people can understand regardless ofthe level or way in which they communicate, this may meantranslating information, or providing it in large print or on audiotape, or just in plain English

CPC 301 A Create and maintain effective workingrelationships with people outside your organisation

Performance Criteria

You need to show that you:

1 Take every opportunity to develop and enhancerelationships with people outside your organisation inan open and transparent way

2 Clearly identify and assess the roles, responsibilities andinfluence of each of your contacts

3 Conduct any professional contact with people outside yourorganisation in a way that promotes goodwill, trust andconfidence

4 Conduct professional contact with people outside yourorganisation in an inclusive way

5 Promptly refer any enquiries outside your responsibility tothe appropriate person

6 Take action swiftly to deal with any situation wheregoodwill, trust and confidence may be at risk

7 Accurately record contact with people outside yourorganisation where appropriate

CPC 301 B Create and maintain effective workingrelationships with colleagues


You must show that you:

1 Provide information promptly, accurately and in anaccessible format to colleagues

2 Action requests from colleagues for information orassistance promptly and efficiently

3 Ask for help from colleagues to achieve work outcomes,gain greater understanding or solve problems in a waywhich creates trust and goodwill



4 Make and fulfil agreements with colleagues in a positiveand effective way in order to achieve individual and jointcommitments and responsibilities

5 Resolve difficulties in working relationships in a way whichpromotes increased effectiveness in relationships withcolleagues

6 Report difficulties in working relationships which cannot beresolved promptly and accurately to the appropriate person

7 Participate positively in teamwork and team development

CPC 301 C Evaluate the effectiveness of workingrelationships



1. Clearly identify the outcomes you are seeking fromworking relationships

2. Clearly identify the contribution you can make to enhanceworking relationships

3. Comprehensively review your working relationships bothwithin and outside/outwith your organisation on a regularbasis

4. Accurately measure the extent to which workingrelationships are achieving the outcomes you haveidentified

5. Reflect objectively on the nature and value of yourcontribution to working relationships

6. Identify, and promptly make, any changes andadjustments needed to make the relationships moreeffective

7. Reflect objectively on your strengths and weaknesses inworking relationships and seek ways to improve yourpractice

Knowledge specification for the whole of this unit

Competent practice is a combination of the application of skillsand knowledge informed by principles and values. Thisspecification details the knowledge and understanding requiredto carry out competent practice in the performance described inthis unit.

When using this specification it is important to read theknowledge requirements in relation to the expectationsand requirements of your job role



You need to show that you know, understand and can apply inpractice:

Values

1. The rights that individuals, families and communities haveand how to access them

3. The importance of individuals, families and communitiesparticipating as partners in working relationships

4. Ways to develop and maintain partnerships and workingrelationships with providers in the market

5. Ways to share information in working relationships withoutcompromising policies in relation to confidentiality,commercial sensitivity or procurement practice

6. The differences in types, structures, governance andcapacity of organisations, particularly voluntary sector andmicro-providers, and the implications for workingrelationships

7. The importance of reflecting on your own practice andmethods of doing so

8. Legal and organisational requirements on equality,diversity, discrimination and rights when working withindividuals, families and communities

9. Legal and organisational requirements about safeguardingchildren and vulnerable adults

10. How to manage ethical dilemmas and conflicts inrelationships with individuals, families and communities,partners, providers and colleagues.

Legislation and organisation policy and procedures

11. Codes of practice and conduct, and standards and guidancerelevant to your workplace and the roles, responsibilities,accountability and duties of others when developingworking relationships

12. Current local, UK and European legislation andorganisational requirements, procedures and practices forworking relationships

13. Key government initiatives, which affect the organisationalpractices about working relationships

14. How to access, evaluate and influence organisational andworkplace policies, procedures and systems for workingrelationships

15. Policies, procedures, guidance and protocols with the otherorganisations and professions with whom you work thatare relevant to working relationships



Theory and practice

16. Theories, research and current thinking about effectiveteamwork and networking

17. What type of opportunities exist to create and developnetworking opportunities and how to make best use ofthem

18. Why building goodwill and trust is important and how to doso effectively

19. The difference in working relationships with private sectorproviders and those from the voluntary and communitysector

20. Who to pass enquiries on to if they are beyond ownresponsibility

21. What are the procedures for recording contact withcolleagues inside and outside your organisation

22. Why it is important to maintain effective workingrelationships

23. Why it is important to pass on information promptly andaccurately



Unit CPC 302 Contribute to the effective governance of yourorganisation(Commissioning, Procurement and Contracting)

Key Purpose of commissioning, procurement and contracting

Specify, shape and secure quality services, responses and projects thatdeliver improving outcomes for individuals, families and communities withinthe strategic objectives of the organisation

Elements of competence

CPC 302 A Support the policies and procedures of your organisationCPC 302 B Be accountable for what you doCPC 302 C Assist others to support the governance of your organisation

About this unitThis unit is about how you work within your organisation and the part thatyou play in making it work effectively. This applies regardless of the size ortype of the organisation. For some it may be that the organisation is just youand the personal assistants you employ, others may be working in a large orsmall local authority or voluntary organisation. Governance is about howeverything runs, how decisions are made and how the organisation stays ontrack and does what it is intended to do.

ScopeThe scope helps to make sure that you provide evidence related to the workyou do. Terms in this section give you options related to the words in bold inthe performance criteria. Your evidence for this unit should cover any optionthat is part of your work.Work: as an employer, as an employee, as a volunteer, as self employedAppropriate action: informing your line manager, providing information todecision makers, informing the organisation that provides your funding,making changes/adaptations personallyProvide information/explanations: written (electronic or paper), verbal(face to face or telephone), directly to decision makers, or indirectly via aline manager or other person. Directly to those concerned or indirectlythrough website, forum, newsletter etcEngage people: through participation in forums, by individual participationin decision making, through providing information, through makinginformation accessible, by encouragementSeek feedback: from individuals, families and communities who useservices, from service providers, from partners, from colleagues, from yourline manager, from agencies and organisations who have an interest in what



you do. Feedback can be in written form, electronic feedback, by telephone,through forums, through public meetings and consultations, throughindividual contact.Others: individuals, families and communities who use services, people whoprovide services, people who have an interest in your work, colleagues,managers, partnersRisks: risks to people, risks to property, health and safety risks, actions thatmay make adults or children vulnerable to harm from others, risks of legalaction, risks to reputation, risks of poor performance, risk of financial lossChanges and adjustments: in practice; in policy; in procedures; insystems; in approach; services; providers, funding/payment arrangements,plans, proposals, consultation arrangements

ValuesThe values underpinning this unit have been derived from the values andprinciples statement, relevant service standards and codes of practice forhealth and social care in the four UK countries.


This section provides explanations of the key words and concepts used inthis unit. In occupational standards it is quite common to find familiar wordsor phrases used, which, in the detail of the standards, may be used in a veryparticular way. Therefore we would encourage you to read this sectioncarefully before you begin working with the standards and to referback to this section as required.

Organisation: The organisation/company/local authority for whom youwork or volunteer, the organisation/company you own or run, if you receivedirect payments or fund your own services it means you and the people whowork for youPolicies and procedures: The ideas that underpin the way yourorganisation works and the ways in which the ideas are carried through intoday to day workLegal, regulatory and ethical boundaries: the framework under whichyour organisation operates, its legal form (e.g. local authority, charity,partnership, sole trader, private limited company, company limited byguarantee. Regulations that govern what your organisation can do (e.g.audit commission, charity commission). Ethical boundaries are the principleunder which your organisation operates such as not discriminating,welcoming diversity, providing equal opportunities, working in a sustainableway etc



Relevant people: people to whom a particular issue or incident is importantor who are affected by it. Who the relevant people are can depend uponcircumstances.Feedback: Views and opinions from people who use your services or areaffected by what you doEngage: getting people actively involved and committedAccessible: something that people can understand regardless of the level orway in which they communicate, this may mean translating information, orproviding it in large print or on audio tape, or just in plain English

CPC 302 A Carry out the policies and procedures of your organisation



1. Consistently work within the policies and procedures of yourorganisation

2. Consistently work within the legal, regulatory and ethicalboundaries of your organisation

3. Take appropriate action promptly if you come across a situation thatis, or could be, outside the policies or boundaries of your organisation

4. Promptly provide clear and accurate information to support policydevelopment when asked to do so

5. Take steps to identify, assess and manage any risks resulting fromworking within the policies and procedures of your organisation

6. Reflect on the areas of development necessary to improve your ownpractice and performance

7. Take appropriate action promptly if it appears that policies orprocedures are excluding or marginalising individuals, families orcommunities

8. Apply the policies and principles of your organisation in order to workin ways that are sustainable

CPC 302 B Be accountable for what you do

Performance CriteriaYou must show that you:

1. Ensure that areas of work for which you are responsible can be clearlyidentified

2. Share information in ways and formats that are accessible forrelevant people

3. Engage relevant people in your area of responsibility in line with yourorganisation’s policies



4. Assess and manage the risks involved in any decisions5. Provide clear and accessible explanations for your decisions6. Actively seek feedback from people who are affected by, or have an

interest in, the work you do7. Make changes and adjustments promptly in response to feedback

and inform those who fed back8. Share feedback, and any resulting changes and adjustments, with

decision makers in your organisation through the relevant procedures9. Seek appropriate advice or refer to others promptly if an issue is

outside your area of responsibility or beyond your expertise10.Respond promptly to any complaints about you or work in your areaof responsibility

CPC 302 C Assist others to support the governance of yourorganisation

Performance CriteriaYou must show that you:

1. Provide clear and accurate information and advice about yourorganisation in an accessible way

2. Explain the policies and procedures of your organisation clearly andaccurately to others when necessary

3. Ensure that others are aware of opportunities to participate in decisionmaking within your organisation

4. Provide constructive feedback to others about practice andperformance

5. Encourage others to provide feedback through the communicationchannels for your organisation

6. Explain clearly how to use the complaints process when others aredissatisfied with your organisation

Knowledge specification for the whole of this unitCompetent practice is a combination of the application of skills andknowledge informed by principles and values. This specification details theknowledge and understanding required to carry out competent practice inthe performance described in this unit.

When using this specification it is important to read the knowledgerequirements in relation to the expectations and requirements ofyour job role

You need to show that you know, understand and can apply in practice:



Values1. The rights that individuals, families and communities have and how to

access them2. Why it is important to agree outcomes with individuals, families and

communities3. The importance of individuals, families and communities participating

as partners in commissioning activities and decisions4. Ways to develop and maintain partnerships with providers in the

market5. Ways to share information without compromising policies in relation to

confidentiality, commercial sensitivity or procurement practice6. The importance of reflecting on your own practice and methods of

doing so7. Legal and organisational requirements on equality, diversity,

discrimination and rights when working with individuals, families andcommunities

8. Legal and organisational requirements about safeguarding children andvulnerable adults

Legislation and organisation policy and procedures9. European, national and local legislation, regulations and guidelines

that impact on the governance and the work of your organisation10. European, national and local policies that affect the governance and

the work of your organisation11. The procedures that have an impact on your organisation and on the

work you do12. The structure of your organisation and where you fit into it13. The decision making process within your organisation and other

organisations you work with14. The management structure of your organisation, your place in it and

how to use it

Theory and practice15. Research and current thinking about the concept of ‘good governance’

and why it is important16. Methods and approaches for measuring the achievement of outcomes17. Methods of agreeing outcomes with individuals, families and

communities and why it is important to do so18. Different models of governance and the reasons why your organisation

has a particular governance structure


Final Approved Version July 2008 1

Unit: CPC 303 Research and manage information(Commissioning, Procurement and Contracting)

Key PurposeThe key purpose identified for those working in commissioning,procurement and contracting is to: “Specify, shape and securequality services, responses and projects that deliver improvingoutcomes for individuals, families and communities within thestrategic objectives of the organisation”


CPC 303 A Plan to research, collate and use informationCPC 303 B Analyse information and provide adviceCPC 303 C Organise, record and store information

About this unit

This unit is about managing all the data and information that is anessential part of effective commissioning, procurement andcontracting. The information could be managed using informationtechnology or using manual systems, or a combination of both. Theinformation could include: individual or wider local outcomes,assessment of needs, demand levels, demographics or usersatisfaction. The information and your advice may be used for arange of purposes including: plans for market development, servicedevelopment or design, policy development or planning. Theinformation could be from individuals, families and communities,service providers or partners. It needs to be stored so that it isaccessible and can be used in appropriate ways to support decisionsabout commissioning.

Scope

The scope helps to make sure that you provide evidence related tothe work you do. Terms in this section give you options related tothe words highlighted in bold in the performance criteria. Yourevidence for this unit should cover any option that is part of yourwork.Information: raw data; processed data; from primary sources;from secondary sources; written; verbal; electronic; quantitativeinformation; qualitative informationMethods of research: desk based; searching existing data;literature search; questionnaire; structured interview; actionresearch



Relevant information sources: primary sources; secondarysourcesRights: legal rights; rights included in policies; rights because ofthe ethics of your organisation; rights as an employee; rights as aresult of a contract with your organisationRisks: risks to people; risks to property; health and safety risks;actions that may make adults or children vulnerable to harm fromothers; risks of legal action; risks to reputation; risks of poorperformance; risk of financial lossAnalyse information using appropriate methods: statisticalanalysis; illustrative analysis; qualitative analysis; mapping,profiling; forecasting; modellingColleagues: members of own team; members of other teams withwhom you are in contact; managers; peers.People outside your organisation: individuals, families andcommunities; providers; partners; inspectors; advisors; consultantsQuestions, queries: questions from colleagues; questions frommanagers; questions from decision makers; questions from peopleoutside your organisation; written questions by e-mail or letter;

verbal questions either directly or by telephoneAdvice: to colleagues; to others outside the organisation, toproviders; to contractors; to partner agencies; to individuals,families and communitiesOrganise and record: manual system; electronic system; forsharing with others; confidentialCommitments: verbal; written; formal; informal

ValuesThe values underpinning this unit have been derived from the keypurpose statement, the values and principles statement, relevantservice standards and codes of practice for health and social care inthe four UK countries. The values and principles statement is at thestart of these units:


This section provides explanations of the key words and conceptsused in this unit. In occupational standards it is quite common tofind familiar words or phrases used, which, in the detail of thestandards, may be used in a very particular way. Therefore wewould encourage you to read this section carefully beforeyou begin working with the standards and to refer back tothis section as required.Primary sources: asking questions directly of people withinformation; this can be obtained through questionnaires or verbalquestions



Secondary sources: using information that has already beengathered by someone else for a similar or different purpose. Thiscan involve using books or articles, the internet or existingdatabasesAnalyse: to explore and examine the data you have collected andto find out and interpret what it tells you. Once you haveinterpreted the data it becomes informationAccessible: something that people can understand, regardless ofthe level or way in which they communicate; this may meantranslating information, or providing it in large print or on audiotape, or just in plain EnglishInformation: raw, recorded and interpreted dataSustainable: an activity/intervention and/or service able to meetcurrent needs without damaging the ability of future generations tomeet their needs. This means thinking about what you do andmaking sure that you are not damaging the environmentEthical: actions that meet an accepted code of principles orpolicies, ensuring that the activities of organisations or individualsdo not exploit or harm others

CPC 303 A Plan to research, collate and use information



1. Accurately establish the aims, objectives and deadlines for theinformation you need to research

2. Plan methods of research to obtain the information youneed in the most effective way

3. Ensure that you plan your research in a way that meetsethical guidelines and fully reflects diversity

4. Access relevant information sources and interrogatedatabases accurately, where necessary, for information fromsecondary sources

5. Obtain information directly from primary sources, wherenecessary and appropriate

6. Clearly explain to those providing information how it will berecorded and stored and the rights they have in respect of it

7. Fully consider the risks involved in obtaining the informationand record the steps necessary to reduce them

CPC 303 B Analyse information and provide advice





1. Prepare to analyse information in order to meet the aims andobjectives of the research

2. Analyse information using appropriate methods that arecost effective and in line with available resources

3. Identify where the resulting analysis or information is relevantto colleagues and pass it on promptly

4. Identify where the analysis or information may be relevant topeople outside your organisation and pass it on, in linewith your organisation’s policies on sharing information and inan accessible format

5. Accurately identify the appropriate information to meetinformation requests from others

6. Provide information to others in a useful and accessibleformat and in line with legal requirements and organisationalguidelines

7. Deal with questions, queries and requests for additionalinformation clearly and promptly

8. Deal with requests for advice based on the information youhave given clearly and promptly

10.Assess and manage the risks associated with analysis andproviding advice, in line with your organisation’s policies forrisk management

11. Reflect objectively on the strengths and weaknesses of yourperformance in planning and undertaking research andtake up relevant opportunities for further development

CPC 303 C Organise, record and store information



1. Organise and record the data and information in asustainable way that will be useful to you and others

2. Record the detail of the data and information you haveresearched accurately and clearly

3. Record your sources of information, in line with anycommitments you made to those providing information

4. Store the information securely, according to organisationalprocedures and in a sustainable way that will help you andothers to retrieve it in the future

5. Safeguard confidential information in accordance with relevantlegislation and organisational guidelines




Competent practice is a combination of the application of skills andknowledge informed by values and ethics. This specification detailsthe knowledge and understanding required to carry out competentpractice in the performance described in this unit.

When using this specification it is important to read theknowledge requirements in relation to the expectations andrequirements of your job role.


Values1. Legal and organisational requirements on equality, diversity,

discrimination, rights, confidentiality and sharing ofinformation

2. How to ensure that you and others for whom you areresponsible protect the rights and the interests of other whencollecting, analysing and storing information

3. How to ensure that all research and collection of data andinformation is conducted ethically and in a sustainable way

4. How to manage ethical dilemmas and conflicts that arise fromcollecting and storing information.

5. Ways to engage individuals, families and communities inresearching, analysing and storing information

6. Methods of making data, information and analysis accessiblefor individuals, families, communities and organisations

7. Different approaches and methods of collecting and analysingdata and information and how to work out which is the mostcost effective

8. How different philosophies, principles, priorities and codes ofpractice can impact on collecting, storing and sharinginformation with and from other organisations

Legislation and organisational policy and procedures9. Codes of practice and conduct, and standards and guidance

relevant for your workplace and the roles, responsibilities,accountability and duties of yourself and others whencollecting and storing information

10.Current local, UK and European legislation and organisationalrequirements, procedures and practices for collectingrecording and storing data



11.Key government initiatives that affect organisational practicesabout collecting and storing information

12.Policies, procedures, guidance and protocols with the otherorganisations and professions with which you work that arerelevant to collecting and storing information

Theory and practice

13.Why it is important to be clear about what information youneed to find before you begin any research

14.The main sources of information you can use when carryingout research

15.Why it is important to keep a record of your sources16.The relevant manual and electronic systems used in your

organisation for storing, organising and findinginformation and how to use these

17.The manual and electronic systems that others may useand how to make sure that they can use the informationand data that you collect and store

18.The risks associated with collecting and storing data andinformation and how to manage them

19.How to analyse information to find precisely theinformation that you need.

20. How to identify information that will be helpful to others andwhy information sharing is important

21. How to organise and record information in a way that willbe helpful to yourself and others

22. Why it is important to store information securely23. What is confidential information and how you should handle

it?24. Why and how you should store information in a way that will

help you and others find it in the future25. The types of development opportunities that may be

available and how to access them



Unit: CPC 304 Contribute to resolving issues and conflictsabout achieving outcomes (Commissioning, Procurement andContracting)

Key Purpose

The key purpose identified for those working in commissioning,procurement and contracting is to: “Specify, shape and securequality services, responses and projects that deliver improvingoutcomes for individuals, families and communities within thestrategic objectives of the organisation”


CPC 304 A Establish the basis of the issue or conflictCPC 304 B Facilitate discussions of the issuesCPC 304 C Support parties to reach agreement

About this unitThis unit is about your role in making sure that all parties involvedin delivering outcomes successfully are able to resolve any problemsor disagreements without it compromising the achievement of theoutcomes, or disadvantaging the individual family or communityusing the service. You will need to facilitate agreements andsometimes act as a mediator, making sure that everyone feels thatthey have been able to explain their concerns and points of view.

ScopeThe scope helps to make sure that you provide evidence related tothe work you do. Terms in this section give you options related tothe words highlighted in bold in the performance criteria. Yourevidence for this unit should cover any option that is part of yourwork.

Learning: systems; processes; management styles;workload; outcome setting; recruitment processes;communication strategy; resource-allocation system; trainingOther approaches: disciplinary action; grievance procedure;legal action; industrial dispute; external mediation;arbitration; appeals process; complaints process; criminalproceedingsGround rules: timescale; confidentiality; noabusive/aggressive behaviour; no intimidation; no physicalintervention; speaking in turn; participation; people present;distribution of any report or feedback



Opportunities for resolution: compromise; admission ofmistake; admission of being wrong; changing stance; optingoutRisks: risks to people; risks to property; health and safetyrisks; actions that may make adults or children vulnerable toharm from others; risks of legal action; risks to reputation;risks of poor performance; risk of financial loss

ValuesThe values underpinning this unit have been derived from thevalues and principles statement, relevant service standards andcodes of practice for health and social care in the four UK countries.The values and principles statement is at the start of these units:


This section provides explanations of the key words and conceptsused in this unit. In occupational standards it is quite common tofind familiar words or phrases used, which, in the detail of thestandards, may be used in a very particular way. Therefore wewould encourage you to read this section carefully beforeyou begin working with the standards and to refer back tothis section as required.

CPC 304 A Establish the basis of the issue or conflictPerformance Criteria


1. Make a clear and unambiguous statement confirming yourimpartiality and that this is a ‘no blame’ process that willproduce learning

2. Ask each of the parties involved for their explanation of theissue or disagreement in a way that encourages openresponses

3. Summarise each of the responses concisely and confirm withall parties that your understanding is correct

4. Decide on the basis of what you have heard if the issue orconflict is capable of being resolved through discussion, or ifother approaches are needed

5. Suggest and gain agreement of all parties to the groundrules for any discussion

CPC 304 B Facilitate discussions of the issues





1. Ensure that all parties observe the agreed ground rules2. Encourage all parties to express their own views and to

listen to others3. Periodically summarise the arguments made by each party

and check your understanding4. Identify quickly any areas of common ground or potential

agreement and point them out5. Encourage all parties to look for and offer opportunities

for resolution6. Remind parties of the timescales agreed in the ground

rules and summarise progress

CPC 304 C Support parties to reach agreement



1. Clearly summarise options for resolution shortly before theend of the time period agreed in the ground rules andencourage parties to consider them

2. Suggest and encourage compromises from all parties inorder to reach an agreement

3. Praise and acknowledge the difficulty of the compromisesparties have made

4. Restate the agreement reached and how, where and by whomit will be recorded, if necessary

5. Identify any risks associated with the agreement reached andrecommend how they can be managed

6. Summarise clearly the learning that has emerged from theprocess and seek views from the parties on how the learningcan be applied


Competent practice is a combination of the application of skills andknowledge informed by principles and values. This specificationdetails the knowledge and understanding required to carry outcompetent practice in the performance described in this unit.





Values1. legal and organisational requirements on equality, diversity,

discrimination, rights, confidentiality2. Methods of working in partnership and how conflicts and

disagreements can arise3. Why it is important to base resolutions to disagreements on

sustainable outcomes that reflect diversity4. Methods and ways of working that:

a. support equality and diversityb. support the rights of people to communicate in their

preferred way, media and languagec. support the development of sustainable new ideasd. are ethical and adhere to any codes of practice relevant

to your worke. respect other people’s ideas, values and principles

5. Legal and organisational requirements about safeguardingchildren and vulnerable adults

6. Why it is important to reflect on your own practice andidentify areas for further development and how to do so

7. The differences in types, structures, governance and capacityof organisations, particularly voluntary sector and micro-providers, and the implications for resolving disagreements

Legislation and organisational policy and procedures8. Codes of practice and conduct, and standards and guidance

and the roles, responsibilities, accountability and duties ofothers when setting priorities and balancing demands

9. Relevant current local, UK and European legislation andorganisational requirements, procedures and practices for:

a. data protectionb. risk assessment and managementc. conflict resolution

10. Key government initiatives that affect commissioningpractices, policies outcomes and priorities

11. How different philosophies, principles, priorities and codes ofpractice can affect inter-agency and partnership working whensetting priorities to improve outcomes

12. Policies, procedures, guidance and protocols with the otherorganisations and professions with which you work related toresolving disagreements

Theory and practice

15. Approaches, methods and techniques of conflict resolution



16. Methods for managing the dynamics of groups and forresolving conflict between individuals and groups

17.The use of evidence-based practice to:a. Justify your actions and decisionsb. Record and report processes and outcomes of your work

18. The strategies, which are available for identifying potentialresolutions and how to use them

19. How systems affect the way people are able to engage withorganisations and the purpose of designing systems, whichminimise conflict

20. Different methods of encouraging compromises and how toapply them

21. The type of ground rules that may be appropriate and how tooperate within them

22. Methods of identifying and assessing risks



Unit: CPC 305 Work with providers to monitor and reviewperformance against outcomes (Commissioning,Procurement and Contracting)



CPC 305 A Agree a monitoring plan

CPC 305 B Undertake monitoring of performance usingagreed approachCPC 305 C Share and feedback the results of monitoring

About this unit:

This Unit is about planning, monitoring and evaluating the serviceprovider’s on-going progress in achieving the outcomes identified inthe contract terms and conditions. Monitoring should be undertakenin partnership with the provider and is as much a developmentopportunity for the provider as a means of ensuring that theoutcomes of the contract are achieved

Scope The scope is here to give you guidance on possible areas tobe covered in this unit. The terms in this section give you a list ofoptions linked with items in the performance criteria. You need toprovide evidence for any option related to your work area.

Level of involvement: total involvement; limitedinvolvement; receiving information only; no involvementService provider: private sector; voluntary and communitysector; local authority; selected by individuals, families orcommunities using servicesInformation: organisational information; performanceinformation; previous contractual information; confidentialinformation; public informationRecord (verb): manually; electronicallyContracted service: specified and directed by commissioner;specified and directed by userResources: financial; human; physical; time



Monitoring activity: proactive monitoring; reactivemonitoring; self-assessmentIssues: performance; capacity; capability; resource; changesin legislation, regulation or guidelinesAction points: by service provider; by commissioner; byuser

ValuesThe values underpinning this unit have been derived from the keypurpose statement, the values and principles statement , relevantservice standards and codes of practice for health and social care inthe four UK countries. The values and principles statement is at thestart of these units:



Sustainability: an activity/intervention and/or service able tomeet current needs without damaging the ability of futuregenerations to meet their needs. This means thinking aboutwhat you do and making sure that you are not damaging theenvironmentCriteria: factors that can be used to measure and make ajudgement about: whether or not an outcome has beenachieved, how much progress has been made or how wellsomething has been doneContingencies: unexpected issues that were not in theoriginal plans or contract and can result in additionalexpenditure or may need extra time or people to deal withthem.Feedback: Views and opinions from people who use yourservices or are affected by what you do

CPC 305 A Agree a monitoring plan





1. Encourage the individuals, families and communities using theservice to undertake planning for monitoring outcomes at themaximum level of involvement they wish

2. Work with the service provider and those using the serviceto agree a schedule of monitoring activity to meet therequirements of the contract whilst taking into account pastperformance and the structure, size and capacity of theprovider

3. Ensure that you have accurate past and current informationabout the contracted service(s) and that records are fullyand accurately updated.

4. Check that the monitoring plan is realistic and achievable inthe light of; organisational priorities, requirements andguidance, sustainability and availability of resources

5. Clearly specify the measures and criteria to be used tomonitor progress towards achieving contracted outcomes

6. Ensure that individuals, families and communities, and theprovider’s workforce are included in the monitoring activity ifthey wish

7. Ensure that the plan provides a realistic allocation of time andan adequate margin for contingencies.

10 Review progress and priorities and revise monitoring planappropriately.

CPC 305 B Undertake monitoring of performance



1. Ensure that the service provider clearly understands andagrees the purpose of the monitoring activity and theproposed methodology.

2. Include individuals, families and communities, the workforceand others in the ways agreed during planning.

3. Make a detailed assessment of performance in line withagreed measures and criteria

4. Make an accurate record of the results of monitoring activity5. Deal promptly with issues or concerns arising outside the

scope of the original plan.6. Complete the monitoring plan fully and record reasons for any

areas not implemented.7. Carry out monitoring activities with as little disruption as

possible to staff and anyone using the service.8. Ensure individuals, families and communities who may be

using the service are kept informed of the progress andtimescales of the monitoring activity.



CPC 305 C Share and feedback the results of monitoring



1. Present feedback in a balanced way that promotes theunderstanding and co-operation of the service provider

2. Identify and act promptly upon any issues that may affectthe achievement of outcomes for individuals, families andcommunities.

3. Act immediately on any concerns about the ability of theservice to provide protection from harm and/or promotion ofindividual rights.

4. Give service providers relevant and correct advice on how toaddress any issues identified in the monitoring feedback.

5. Ensure that monitoring reports clearly indicate:a. Evidence of performanceb. Sources of evidencec. Any improvements required with timescalesd. A distinction between requirements and

recommendations.6. Work with the service provider to develop an action plan to

address the issues in the monitoring report.7. Follow up any action points resulting from the monitoring

activity.8. Explain the service provider’s right to challenge the outcomes

of the monitoring activity and the process for doing so.9. Reflect objectively on the strengths and weaknesses of your

own performance in monitoring and feeding back and identifyopportunities for further development



When using this specification it is important to read theknowledge requirements in relation to the expectations andrequirements of your job role




Values

1. Legal and organisational requirements on equality, diversity,discrimination, rights, confidentiality and sharing ofinformation when managing contracts

2. How to manage ethical dilemmas and conflicts which can arisewhen managing contracts

3. How differing values and perspectives of service providers canhave an impact on contract performance

4. Ways of involving individuals, families and communities incontract management and the reasons for doing so

5. How effective contract management can improve the valueobtained from contracts

6. The reasons why the sustainability of the approach to servicedelivery is important

7. Ways of monitoring contracts which are providing userdirected support

Legislation and organisational policy and procedures

8. Legislation that is relevant to managing contracts9. Regulation, codes of practice and conduct and standards

relevant to managing contracts10. Current local, UK and European legislation and organisational

requirements, procedures and practices for:procurement of servicescontract compliancetermination of contractstransfer of undertakingsdata protectionrisk assessment and managementbest value

11. Key government initiatives which affect the organisation’spractices when managing contracts

Theory and practice

12. Research, current thinking, government reports and theoriesabout best practice when managing contracts

13. Models of monitoring and performance management14. Ways to provide constructive feedback15. Ways to encourage and promote individuals, families and



communities taking control of monitoring service provision16. The use of evidence based practice to:

• justify your actions and decisions• record and report processes and outcomes of your work.

17. The factors and measures to include when monitoring thesustainability impact of the service provided



Unit: CPC 306 Take action to secure contract compliance(Commissioning, Procurement and Contracting)



CPC 306 A Agree actions to achieve the quality of service andoutcomes specified in the contractCPC 306 B Report on compliance issues

CPC 306 C Secure compliance through contractualprocedures

About this unit

This unit addresses those situations where explanation andnegotiation are necessary because of concerns about non-compliance, poor quality or lack of progress towards outcomes. Theapproach is always to first provide support and advice to contractorsabout how to improve delivery and quality, but in some situationsthe deficit or lack of progress is of sufficient concern to warrantaction by the commissioning organisation to secure compliance.Where explanations, support and negotiation fail to secure asatisfactory outcome, the commissioning organisation may have totake further action.

Scope

The scope is here to give you guidance on possible areas to becovered in this unit. The terms in this section give you a list ofoptions linked to the words highlighted in bold in the performancecriteria. You need to provide evidence for any option related to yourwork area.

Risks: risks to people; risks to property; health and safetyrisks; actions that may make adults or children vulnerable toharm from others; risks of legal action; risks to reputation;risks of poor performance; risk of financial lossProvide an explanation: written (electronic or paper);,verbal (face to face or telephone); directly to decisionmakers; or indirectly via a line manager or other person.



Directly to those concerned; or indirectly through website,forum, newsletter, etc.Non-compliance: with achieving agreed outcomes; with thespecified quality of service; with quantity of service; withmeeting milestonesImplications: for the families and communities using theservices; for the contractor; for the commissioningorganisationInformation: raw data; processed data; from primarysources; from secondary sources; written; verbal; electronic;quantitative information; qualitative informationEvidence: observed evidence; documentary evidence;evidence reported by others; evidence from inspectors orregulators

Values

The values underpinning this unit have been derived from the keypurpose statement, the values and principles statement, relevantservice standards and codes of practice for health and social care inthe four UK countries. The values and principles statement is at thestart of these units:



Non-compliance: failure to meet the specifications containedin a contractRelevant people: people to whom a particular issue orincident is important or who are affected by it. Who therelevant people are can depend upon circumstancesCorrective action: steps to improve on areas that have notcomplied with requirementsSelf-directed support: individuals, families and communitiesthat are in receipt of direct payments or individual budgetsand making all the decisions in relation to their own care-service provision

CPC 306 A Agree actions to achieve the quality of service andoutcomes specified in the contract

Performance criteria




1. Immediately alert any individuals, families and communitiesthat are directing their own support about issues of concernon quality or outcomes in relation to their contract and gaintheir agreement to any further actions

2. Assess the risks presented by non-compliance with quality oroutcomes specified in a contract and identify the best ways tomanage them

3. Provide a clear and concise explanation of the concerns andissues about non-compliance with contracts and/or breachesof the law to the relevant people

4. Make a clear and accurate explanation of the implications ofcontinued non-compliance or legal breaches to the relevantpeople, in accordance with organisational policies andprocedures

5. Propose an action plan with reasonable timescales forcorrective action by the contractor

6. Carry out the negotiation and agreement of correctiveaction and follow-up arrangements in a way that promotesco-operation and understanding

7. Provide clear and accurate information of the nature andtiming of any proposed follow-up to the relevant people andgain agreement and co-operation

8. Follow-up as agreed and check that the agreed actions aretaken

CPC 306 B Report on compliance issues

Performance criteria:


1. Report non-compliance, or breach of the law, to relevantpeople promptly, as soon as you become aware of it

2. Make a balanced and fair assessment of the contractor andthe service, based on the type and extent of non-compliance

3. Prepare a full and accurate statement including proposalsfor corrective action and associated risks, in line with legaland organisational requirements

4. Select and present the appropriate evidence and advice tothose taking decisions about corrective action, in line withlegal and organisational requirements

5. Follow-up to ensure future compliance with the decisionsabout corrective action



6. Ensure relevant people are informed about why thecorrective action is being taken and the outcomes

7. Reflect objectively on your own performance whenensuring compliance with contracts and identify areas fordevelopment

CPC 306 C Secure compliance through contractualprocedures


1. Provide a clear explanation to individuals, families andcommunities that use the service about the process that willbe followed to secure compliance

2. Where individuals, families or communities are directingtheir own support ensure that they are in agreement withthe action to be taken and the corrective steps proposed

3. Give a clear and complete explanation of the notice to beserved to the responsible person in the contracted service,and to any other appropriate people, in line withorganisational procedures

4. Serve the correctly prepared notice, in line with contract ororganisational procedures

5. Explain fully, clearly and concisely to the contracted person,or their authorised representative, the process by which theproposals and decisions of the commissioning organisationcan be challenged

6. Carry out monitoring of corrective action in a way thatprotects vulnerable adults and/or children, whilst maintainingan effective working relationship with the contractor





Values

1. Legal and organisational requirements on equality, diversity,



discrimination, rights, confidentiality and sharing ofinformation when ensuring compliance with contracts

2. How to manage ethical dilemmas and conflicts which can arisewhen ensuring compliance with contracts

4. The importance of working with individuals, families andcommunities who are directing their own support

5. How differing values and perspectives of service providers canhave an impact on contractual performance

6. The impact of organisational structure and culture upon howflexibly and innovatively resources can be used


7. Relevant regulation, codes of practice and conduct and theroles, responsibilities, accountability and duties of otherswhen ensuring compliance with contracts

8. Current local, UK and European legislation and organisationalrequirements, procedures and practices for:

a. procurement of servicesb. contract compliancec. termination of contractsd. transfer of undertakingse. risk assessment and management

10. Key government initiatives which affect the organisation’spractices when ensuring compliance with contracts

Theory and practice

11.Research and current thinking about ensuring contractcompliance

12.Theories of contract management and contract compliance13. The different measures for contract performance and how

they can be interpreted14. Methods of communicating effectively throughout the process

of ensuring contract compliance15.The use of evidence-based practice to:

a. justify your actions and decisionsb. record and report processes and outcomes of your work

16. Methods of identifying, assessing and managing risks17. Methods of reflecting on your own performance18. How to access personal and professional development

opportunities



Unit: CPC 307 Contribute to planning contractimplementation (Commissioning, Procurement andContracting)



CPC 307 A Identify the outcomes required for contractsCPC 307 B Contribute to developing contractsCPC 307 C Develop plans to implement contracts

About this unit

This unit is part of managing contracts; it is about contributing todeveloping a contract that delivers the required outcomes.Individuals, families and communities will identify the contractoutcomes and you will need to apply your contract knowledge andexperience to specific outcomes to develop the most appropriateform of contract. You need to take into account a wide range ofissues such as nature and content of technical specification, natureand extent of supply market competition, time constraints, financialconstraints and balance of risk to be shared between commissionerand contractor.

Scope

The scope is here to give you guidance on possible areas to becovered in this unit. The terms in this section give you a list ofoptions linked to the words highlighted in bold in the performancecriteria. You need to provide evidence for any option related to yourwork area.

Obtain information: directly; indirectlyResources: financial; human; physical; timeRisks: risks to people; risks to property; health and safetyrisks; actions that may make adults or children vulnerable toharm from others; risks of legal action; risks to reputation;risks of poor performance; risk of financial lossReport: to individuals, families and communities using orintending to use, services; to managers; to colleagues; to



partners. Informal report; formal report. Written; electronic;verbalContract objectives: quality; price; delivery; technical;health and safety; continuity of supplyContract outcomes: strategic; national; local; individualAppropriate criteria: risk; return; financial; organisationalprofile; environmental impactInfluencing factors: risk allocation; forms of contract; typesof contract; terms and conditions; sourcing strategy;relationship strategyImplementation plan: contract award; contract performanceTypes of contract: individual contracts; multiple contracts;block contractsContractual provision: performance measures; performanceincentives; milestone dates; payment time scales

Values




Outcomes: desired result of activities, interventions and/orservicesOrganisation: The organisation/company/local authority forwhom you work or volunteer; the organisation/company youown or run; if you receive direct payments or fund your ownservices, it means you and the people who work for youRelevant people: people to whom a particular issue orincident is important or who are affected by it. Who therelevant people are can depend upon circumstancesSustainable: an activity/intervention and/or service able tomeet current needs without damaging the ability of futuregenerations to meet their needs. This means thinking aboutwhat you do and making sure that you are not damaging theenvironment



Specify/specified: the process of identifying and statingexactly what will be required in a contract; requirements thatare included in a contract

CPC 307 A Identify the outcomes required for contracts



Obtain information from individuals, families and communitiesabout the outcomes they want the service to deliver

1. Clearly identify and record the outcomes required byindividuals, families and communities

2. Clearly assess the implications of the outcomes you haveidentified for resources, risk, sustainability andcontract management

3. Review the risks, sustainability, affordability andimplications of the outcomes with individuals, familiesand communities in a way that supports them to makedecisions

4. Identify and resolve or report any conflicting prioritiesand demands within your area of responsibility that couldarise from the implementation of the contract

5. Make clear and accurate recommendations about theoutcomes to be specified in the contract and share thesewith all relevant people

6. Provide supporting information to identify how toimplement the contract to achieve outcomes

CPC 307 B Contribute to developing contracts



1. Analyse the specified contract outcomes thoroughly andidentify the most effective ways to achieve them

2. Analyse the contract objectives and identify the mosteffective ways to achieve them

3. Make recommendations about the type of contractbest suited to deliver the specified outcomes andobjectives

4. Make recommendations about how to specify theachievement of user-directed outcomes along withnational or local strategic outcomes

5. Use an accurate analysis of the outcomes and knowledgeof the market to specify the point at which outcomescan be agreed with the service provider



6. Clearly identify any contractual provisions that need tobe included to ensure the delivery of outcomes andobjectives

CPC 307 C Develop plans to implement contracts



1. Develop and agree, with individuals, families andcommunities using the service, an implementation planthat will achieve the agreed outcomes

2. Ensure that the plan clearly identifies the correct sequenceand duration of contract activities, the resources requiredand, where appropriate, links to specific contractualprovisions

3. Ensure that risks and contingencies that may affect thedelivery of the plan are clearly identified and the balanceof risk is in line with organisational guidelines

4. Present the implementation plan clearly and in anaccessible format and share it with relevant people

5. Accurately monitor the implementation plan to ensurethat it continues to meet contract outcomes

6. Ensure that changes to the implementation plan areclearly identified and accurately evaluated andappropriate action is taken to modify the plan wherenecessary




You need to show that you know, understand and can apply inpractice:Values

1. Legal and organisational requirements on equality,diversity, discrimination, rights, confidentiality andsharing of information for planning and implementingcontracts



2. How to ensure that individuals, families and communitieshave the information and support necessary to identifythe outcomes they want from a service

3. How to ensure that you and others for whom you areresponsible protect the rights and the interests ofindividuals during the contract-planning process

4. How to manage ethical dilemmas and conflicts forindividuals, families and communities that use services,partners, providers and staff

5. How to ensure that planning and implementing contractspromotes best value for the services


6. Codes of practice and conduct, standards and guidancerelevant to your work and the roles, responsibilities,accountability and duties of others when planning andimplementing contracts

7. Current local, UK and European legislation andorganisational requirements, procedures and practices forplanning and implementing contracts

8. Key government initiatives which affect the organisationalpractices for planning and implementing contracts

9. Policies, procedures, guidance and protocols with theother organisations and professions with which you workthat are relevant to planning and implementing contracts

Theory and practice

10. How to identify outcomes11. How to identify individuals, families and communities that

use services and how to give them control over decidingthe outcomes they want

12. How to identify the implications of user requirements, onrisk, sustainability and resources

13. What factors should be taken into account whenprioritising outcomes

14. The factors than can cause conflicting demands and howto address them

15. The factors to take into account when prioritising contractoutcomes and objectives

16. The information that should support contract plans17. Why it is important to comply with organisational procedures

for recording agreements18. The methods that can be used for assessing variance19. The types of variances likely to cause a change in the

contract20. The contractual implications of different types of variance



21. The type of contractual action that can be taken whenthere are variances



Unit: CPC 308 Contribute to the planning, monitoring andmanagement of resources (Commissioning, Procurement andContracting)



CPC 308 A Contribute to planning the use of resources

CPC 308 B Contribute to monitoring and managing the use ofresources

CPC 308 C Contribute to review and evaluation of resourcemanagement

About this unit

An important function of staff working in commissioning,procurement and contracting is to make sure that they are aware ofhow resources are being used. Resources include: people,information, materials, time and equipment. Ensuring thatresources are being used in the best way includes: makingcontributions to planning; monitoring and managing the use ofresources; making suggestions for improvement, communicatingclearly with others; keeping accurate records; solving problems andtaking action when plans are slipping; understanding informationabout costs, and about the outcomes to be achieved.

Scope

The scope is here to give you guidance on possible areas to becovered in this unit. The terms in this section give you a list ofoptions linked with the words highlighted in bold in the performancecriteria. You need to provide evidence for any option related to yourwork area.

Provide information: written (electronic or paper); verbal(face to face or telephone); directly; or indirectly via a linemanager or other person. Directly to those concerned; orindirectly through website, forum, newsletter, etc.Resources: financial; human; physical; time; energy



People: individuals, families and communities; colleagues;line manager; service providers; partnersRisks: risks to people; risks to property; health and safetyrisks; actions that may make adults or children vulnerable toharm from others; risks of legal action; risks to reputation;risks of poor performance; risk of financial lossSeek feedback: from individuals, families and communitieswho use services; from service providers; from partners;from agencies and organisations that have an interest inwhat you do. In written form; electronically; by telephone;through forums; through public meetings and consultations;through individual contactProvide information: written (electronic or paper); verbal(face to face or telephone); directly; or indirectly.Plans: written; oral; long-term; short-termRecords: manual system; electronic system; for sharingwith others; confidential

ValuesThe values underpinning this unit have been derived from the keypurpose statement, the values and principles statement, relevantservice standards and codes of practice for health and social care inthe four UK countries. The values and principles statement is at thestart of these units:



Eligibility criteria: factors that are used to decide whetheror not a particular individual can have resources or servicesOutcome: desired result of activities, interventions and / orservicesSustainable: an activity/intervention and/or service able tomeet current needs without damaging the ability of futuregenerations to meet their needs. This means thinking aboutwhat you do and making sure that you are not damaging theenvironmentInclusive: enables everyone to understand/participate/gainaccess. Does not exclude people because of language (either



level or format), physical access barriers, emotional/socialbarriers or affordability

Accessible: something that people can understand,regardless of the level or way in which they communicate;this may mean translating information, or providing it inlarge print or on audio tape, or just in plain EnglishOrganisation: The organisation/company/local authority forwhom you work or volunteer; the organisation/company youown or run; if you receive direct payments or fund your ownservices, it means you and the people who work for youCriteria: factors that can be used to measure and make ajudgement about: whether or not an outcome has beenachieved; how much progress has been made; or how wellsomething has been done

CPC 308 A Contribute to planning the use of resources



1 Provide accurate and relevant information toappropriate people about the availability and use ofresources

2 Identify significant trends and changes and makesuggestions for action to appropriate people

3 Ensure that recommendations and plans take account ofpolicies, financial constraints and any eligibilitycriteria

4 Ensure that recommendations and plans clearly indicatethe positive outcomes that should be achieved fromthe use of resources

5 Ensure that recommendations and plans are clearlysustainable and inclusive

6 Assess and make recommendations to manage anyrisks arising from the way in which resources are used

7 Present recommendations and plans clearly and in anaccessible way

8 Seek feedback on plans from the appropriate people

CPC 308 B Contribute to monitoring and managing the use ofresources





1 Ensure that resources are used accordance with agreedplans

2 Interpret and provide information on the use ofresources to the appropriate people

3 Make recommendations for more efficient use ofresources to the appropriate people

4 Ensure that records of how resources are used arecomplete, accurate and legible, and meet anyorganisational requirements

5 Take prompt action in response to significant variationsin planned and actual usage of resources

6 Make sure that people are aware of any individualresponsibility they may have for the use of resources

7 Ensure that systems and procedures for monitoring andmaintaining resources are in accordance withrequirements

CPC 308 C Contribute to review and evaluation of resourcemanagement



1. Identify suitable criteria for measuring how wellresources are managed

2. Gather accurate and clear information about the ways inwhich resources are used, how resources are accessedand by whom

3. Seek feedback from individuals, families andcommunities about whether resources are meetingrequired outcomes

4. Gather information from contract monitoring teamsabout the extent to which required outcomes are beingmet

5. Use this information and the identified criteria andmeasures to evaluate the effectiveness of resourcemanagement

6. Report the outcomes of the evaluation to theappropriate people promptly



7. Reflect objectively on your own performance inmonitoring and managing resources and identify areasfor further development





Values

1. Legal and organisational requirements on equality,diversity, discrimination, rights, confidentiality andsharing of information about resources

2. How to ensure that you and others for whom you areresponsible protect the rights and the interests ofindividuals, families and communities

3. How to manage ethical dilemmas and conflicts forindividuals, families and communities that use services,partners, providers and staff

4. The importance of using resources effectively to achievebest possible value

5. Why plans for using resources must be sustainable


6. Codes of practice and conduct, standards and guidanceand the roles, responsibilities, accountability and dutiesof others in the use of resources

7. Current local, UK and European legislation andorganisational requirements, procedures and practicesfor monitoring and managing resources

8. Key government initiatives which affect theorganisational practices about using resources

9. How different philosophies, principles, priorities andcodes of practice can impact on the way resources areused



10. Policies, procedures, guidance and protocols with theother organisations and professions with which youwork that are relevant to the use of resources

Theory and practice

11. Approaches and theories of resource management12. Methods of assessing the availability of resources13. Methods of assessing the sustainability of plans to use

resources14. Ways of supporting people to monitor and manage the

use of resources when they are directing their ownservices

15. Methods of assessing and managing the risks associatedwith resource management

16. Ways of presenting a logical, clear argument whichaddresses the needs and priorities of its recipient

17. Ways of establishing, defining and reviewing objectivesand performance measures

18. Ways of evaluating implications of the availability anduse of resources

19. The factors likely to affect resource use20. How to record the use of resources, both actual and

targeted21. How to access opportunities for professional

development



Unit: CPC 309 Support individuals, families and communitiesto commission their own services (Commissioning,Procurement and Contracting)

Key Purpose

The key purpose identified for those working in commissioning,procurement and contracting is to: “Specify, shape and securequality services, responses and projects that deliver improvingoutcomes for individuals, families and communities within thestrategic objectives of the organisation”


CPC 309 A Provide information about planning and directingservices and support

CPC 309 B Support individuals, families and communities toplan their own services

CPC 309 C Contribute to evaluating individuals, families andcommunities commissioning their own services andsupport

About this unit

This unit is about the ways in which you can contribute tosupporting people to take control of their own services. This may beat the level of the local area, or at an organisational level or at anindividual level or where people have chosen to direct their ownservices through direct payments or individual budgets. In order forit to be possible for people to take control, barriers may need to beaddressed and minimised or removed so that directing their ownsupport becomes accessible.

Scope

The scope is here to give you guidance on possible areas to becovered in this unit. The terms in this section give you a list ofoptions linked with items in the performance criteria. You need toprovide evidence for any option related to your work area.

Provide information: written (electronic or paper), verbal(face to face or telephone), directly to decision makers, orindirectly via a line manager or other person. Directly tothose concerned or indirectly through website, forum,newsletter etc



Accessible: something that people can understand regardlessof the level or way in which they communicate, this maymean translating information, or providing it in large print oron audio tape, or just in plain EnglishPractical assistance: brokerage; navigation around thesystem; information; advice; accessing finance andpayments;Record (verb): formally; informally; officially; personallyRisks: risks to people, risks to property, health and safetyrisks, actions that may make adults or children vulnerable toharm from others, risks of legal action, risks to reputation,risks of poor performance, risk of financial loss

Values

The values underpinning this unit have been derived from the keypurpose statement, the values and principles statement , relevantservice standards and codes of practice for health and social care inthe four UK countries. The values and principles statement is at thestart of these units:



Relevant people: people to whom a particular issue orincident is important or who are affected by it. Who therelevant people are can depend upon circumstances.Self directed support: Individuals, families andcommunities who are in receipt of direct payments orindividual budgets and who are making all the decisions inrelation their own care service provisionBarriers: factors that can prevent people taking opportunitiesor doing what they want to. Barriers can be physical,emotional, financial, learning, knowledgeAnalyse: to explore and examine the data you have collectedand to find out and interpret what it tells you. Once you haveinterpreted the data it becomes information.Sustainable: an activity/intervention and/or service able tomeet current needs without damaging the ability of futuregenerations to meet their needs. This means thinking about



what you do and making sure that you are not damaging theenvironment

CPC 310 A Provide information about planning and directingservices and support



1. Ask relevant people about the information they needto be able to direct their own support or engage incommissioning in a way that encourages people torespond

2. Provide information in an accessible way toindividuals, families and communities about how todirect their own support or engage withcommissioning

3. Encourage people to ask for additional information,clarification and further explanations

4. Provide clear and accurate information and advicerelating to individual circumstances if requested to do so

5. Provide relevant information about planning, delivery,monitoring and evaluation of services to individuals,families and communities as requested

6. Provide accessible explanations about the importanceof commissioning sustainable services and support

CPC 310 B Support individuals, families and communities toplan their own services and support



1. Work with individuals, families and communities toidentify any general barriers to directing own supportor engaging with commissioning

2. Work with individuals and families to identify anypersonal barriers to directing own support or engagingwith commissioning

3. Ensure that those individuals, families and communitieswho wish to be, are included at all stages of thecommissioning process

4. Provide practical assistance to help individuals,families and communities to direct their own supportwhere they wish to do so



5. Record and report to decision makers, the views ofindividuals, families and communities about directingtheir own services

6. Report back to individuals, families and communities ondecisions made as a result of their views

CPC 310 C Contribute to evaluating individuals, families andcommunities commissioning their own services and support



1. Gather comprehensive information about theengagement of individuals, families and communities incommissioning services

2. Provide an accurate analysis of the ways and levels atwhich individuals, families and communities havebecome engaged in commissioning or directing theirown support services

3. Provide an accurate analysis of the barriers faced byindividuals, families and communities who want to directtheir own support services

4. Provide an accurate analysis of the impact of theengagement of individuals, families and communities onthe processes of commissioning

5. Provide an accurate analysis of the impact of theengagement of individuals, families and communities onthe outcomes required and the design and type ofservices commissioned

6. Identify the risks of individuals, families andcommunities directing their own support andrecommend ways to manage them

7. Make recommendations as to changes or future actionsneeded in order to enable more individuals, families andcommunities to direct their own support services orbecome more involved in commissioning

8. Make recommendations about ways to manage theimpact on the supply market of individuals, families andcommunities directing their own services and support


Competent practice is a combination of the application of skills andknowledge informed by values and ethics. This specification details



the knowledge and understanding required to carry out competentpractice in the performance described in this unit.



Values

1. Legal and organisational requirements on equality,diversity, discrimination, rights, confidentiality andsharing of information when engaging people incommissioning

2. How to ensure that you and others for whom you areresponsible protect the rights and the interests ofindividuals How to manage ethical dilemmas andconflicts for individuals, those who use services,partners, providers and staff.

3. The importance of providing clear and transparentinformation

4. How to access sustainable services and reduce thecarbon footprint of social care


5. Codes of practice and conduct, and standards andguidance and the roles, responsibilities, accountabilityand duties of others when engaging people incommissioning

6. Current local, UK and European legislation andorganisational requirements, procedures and practicesfor supporting people to direct their own services andsupport

7. Key government initiatives which affect theorganisational practices about putting people in controlof their own services and support

8. How different philosophies, principles, priorities andcodes of practice in partner organisations can impact onthe level of engagement in commissioning

9. Policies, procedures, guidance and protocols with theother organisations and professions with whom you



work that are relevant to putting people in control oftheir own services and support.

Theory and practice

10. Recent and current studies, reports and literaturerelating to ways to involve people in commissioning

11. Studies reports and literature about how to give powerand control to people using services

12. The type of information that needs to be collected aboutthe engagement of individuals, families andcommunities in commissioning

13. Methods of analysing information and providing clearreports and recommendations

14. Methods of communicating with individuals, families andcommunities

15. The types of barriers people may face and ways toovercome or minimise them

16. The methods of encouragement that can be used withdifferent people and which are likely to be successful

17. Why it is important that people should be engaged withthe process of commissioning

18. Methods of identifying and managing risks19. How people directing their own support could impact on

the market and ways to support service providers toadapt to changes



Unit: CPC 310 Contribute to the planning and organisation ofwork (Commissioning, Procurement and Contracting)



CPC 310 A Contribute to planning commissioning activitiesand work methods to achieve outcomes

CPC 310 B Organise work and evaluation

CPC 310C Provide feedback on work performance

About this unit

This unit is about planning and organising work in your organisationto meet outcomes. Regardless of the number of people, whetheryou are doing this for a team or just for yourself, to plan andorganise effectively you need to be able to: review work and makesuggestions for improvements - both in working methods andindividual performance; planning resources, monitoring work,making decisions, looking for ways to improve performance andhelping to solve problems. This unit is about work in yourorganisation, not about working with contractors, providers ormanaging the market

ScopeThe scope helps to make sure that you provide evidence related tothe work you do. Terms in this section give you options related tothe words in bold in the performance criteria. Your evidence for thisunit should cover any option that is part of your work.

Work: as an employer, as an employee, as a volunteer,as self employedResources: financial; human; physical; timeConstraints: finance; personnel availability; workloadcommitment; organisation requirements and plans;Colleagues: From your team; from other teams; fromyour organisation; from partner organisations;volunteers; individuals, families and communities usingthe services; from service providers



Advice: from management; from a specialist; in-house; externalExpected standards of performance: internal;external by regulator, inspector or professional bodyAppropriate people: managers; support worker;decision makers; individual workers; team groupsPerformance and achievement: performance againstinternal, or personal, criteria; performance againstexternal criteria

ValuesThe values underpinning this unit have been derived from the keypurpose statement, the values and principles statement , relevantservice standards and codes of practice for health and social care inthe four UK countries. The values and principles statement is at thestart of these units:



Outcome: desired result of activities, interventions and/ or services.Diversity: the concept that people are valued asindividuals and that different ability, perspectives andapproaches are a positive benefit to organisations andcommunitiesCriteria: factors that can be used to measure and makea judgement about: whether or not an outcome hasbeen achieved, how much progress has been made orhow well something has been doneFeedback: Views and opinions from people who useyour services or are affected by what you do

CPC 310 A Contribute to planning commissioning activitiesand work methods to achieve outcomes



1 Make effective contributions to identifying andagreeing the outcomes to be achieved from work



2 Plan work methods and commissioning activitiesthat are consistent with current organisationalpriorities and outcomes, legal requirements,approved codes of practice and agreed workingconditions

3 Plan work methods and commissioning activitiesthat make cost effective use of availableresources within given constraints

4 Seek advice promptly if legal requirements andorganisational or development outcomes appearto conflict

5 Effectively plan work methods and commissioningactivities that value the diversity of those doingthe work

6 Ensure that work methods and commissioningactivities enable planned and agreed outcomes tobe achieved and measured

7 Seek views of colleagues about improvement tothe organisation and planning of work in a waywhich encourages suggestions and ideas

CPC 310 B Organise work and evaluation



1 Organise work to make effective use of resourcesand in accordance with work objectives, plans andother requirements

2 Define, communicate and record team orindividual responsibilities and expectedstandards of performance in a clear andsupportive way

3 Organise work in a way that takes into accountthe level of guidance required by individuals

4 Use known criteria to evaluate the work ofindividuals or teams against quality, outcome andresource requirements

5 Use the results of evaluation effectively toimprove current practice



6 Provide clear and useful feedback fromevaluations to appropriate people in anaccessible way

CPC 310 C Provide feedback on performance



1 Provide feedback to individuals or teams insufficient detail, and in a manner and at anappropriate level and pace

2 Provide feedback at regular intervals and at asuitable time and place

3 Offer constructive suggestions for improvingfuture performance

4 Recognise and celebrate good quality ofperformance and achievement

5 Record clearly details of any action to be takenand agree a timetable

6 Objectively reflect on your strengths andweaknesses in planning, organising and feedingback on work activities and plan to takeopportunities for development





1. Legal and organisational requirements onequality, diversity, discrimination, rights,confidentiality and sharing of information planningand evaluating work



2. How to ensure that you and others for whom youare responsible protect the rights and theinterests of individuals taking account of anylimitations on the individuals’ rights.

3. How to manage ethical dilemmas and conflicts forindividuals, those who use services, partners,providers and staff.


4. Codes of practice and conduct, and standards andguidance relevant to your setting and the roles,responsibilities, accountability and duties of otherswhen planning and evaluating work

5. Current local, UK and European legislation andorganisational requirements, procedures andpractices for:employment practices

6. Key government initiatives which affect theorganisational practices for planning work

7. How to access, evaluate and influenceorganisational and workplace policies, proceduresand systems for the planning and evaluating ofwork

8. How different philosophies, principles, prioritiesand codes of practice can impact on planning work

9. Policies, procedures, guidance and protocols withthe other organisations and professions withwhom you work that are relevant to planningwork.

Theory and practice

10. Research reports and theories about workplanning and achieving outcomes

11. Ways to set and review outcomes and developperformance measures

12. The importance of identifying and working withinavailable resources and how to measure the useof resources

13. Approaches to supporting individuals or teams.

14. How to motivate people to achieve outcomes

15. Ways to recognise the diversity of the workforce



16. Different approaches to organising and evaluatingwork in large and small organisations

17. Principal risks and contingent factors affectingoutcomes and how to reduce them

18. Sustainable methods of working that comply withlegal and organisational requirements



Unit: CPC 311 Promote effective communication andinformation sharing (Commissioning, Procurement andContracting)



CPC 311 A Plan communication and information sharingCPC 311 B Communicate and share informationCPC 311 C Review and evaluate communication andinformation sharing

About this unit

This unit is about the ways in which you need to make sure thateveryone in your area of responsibility is able to have access toinformation in a form they can use. This includes the individuals,families and communities who use services and those who directtheir own support, the service providers, partners with whom youwork and colleagues. Individuals, families and communities needinformation to be able to make effective decisions about outcomesand directing services, providers need information so that they canplan and partners need to be aware of any changes anddevelopments. Effective communication is an essential part of yourwork in relation to working with individuals, families andcommunities directly or indirectly or in managing and developingthe market

Scope

The scope helps to make sure that you provide evidence related tothe work you do. Terms in this section give you options related tothe words in bold in the performance criteria. Your evidence for thisunit should cover any option that is part of your work.

Relevant people: individuals, families and communitiesusing or directing services; service providers; partners;volunteers;



Restrictions: confidentiality restrictions: data protectionrestrictions; commercial sensitivity restrictions; embargoedinformationCommunication channels: face to face; small groups;public meetings; regular feedback throughrepresentatives/community groups; telephone; e-mail; webbased; information leaflets; informal channels – ‘school gate’etcShare information: Information about: service planning;service design; expenditure plans; outcomes; new initiatives;market developments; outcomes;Record (verb): formally; informally; officially; personallyPass on: verbally; electronically; writtenSeek feedback: from individuals, families and communitieswho use or direct services, from service providers, frompartners, from agencies and organisations who have aninterest in what you do. In written form, electronic feedback,by telephone, through forums, through public meetings andconsultations, through individual contact.

Values

The values underpinning this unit have been derived from the keypurpose statement, the values and principles statement , relevantservice standards and codes of practice for health and social care inthe four UK countries. The values and principles statement is at thestart of these units:



Relevant people: people to whom a particular issue orincident is important or who are affected by it. Who therelevant people are can depend upon circumstancesOrganisation: The organisation/company/local authority forwhom you work or volunteer, the organisation/company youown or run, if you receive direct payments or fund your ownservices it means you and the people who work for you

CPC 311 A Plan communication and information sharing





1. Clearly identify the relevant people andorganisations with whom you need to communicateand share information

2. Make an accurate check for any restrictions oninformation that may be shared

3. Identify and plan to use available communicationchannels in a way that will be most effective inreaching the audience

4. Plan to communicate in a way and in a format that isaccessible for the audience

5. Ensure that individuals, families and communities whoare directing their own support have accessible ways ofcommunicating about their services

6. Prepare, clearly and concisely, the information you needto share

7. Make sure that there are appropriate communicationchannels for people who want to make complaints or‘blow the whistle’

8. Identify any risks resulting from your communicationplans and make recommendations about how tomanage them

9. Plan how you will record any key outcomes fromcommunications

10. Identify and agree the criteria for measuring theeffectiveness of communication and information sharing

CPC 311 B Communicate and share information



1. Communicate in ways, and through channels, that areexpected and have been agreed

2. Communicate messages and share information clearlyand in an accessible way

3. Check regularly that all information and communicationchannels, such as websites and newsletters have beenupdated and are accessible

4. Listen to the responses of relevant people and makeclear statements about any action that you will take asa result



5. Pass on views, responses and information and requestsfor action promptly

6. Take action immediately in response to complaints orallegations

7. Reflect objectively on your own communication styleand skills and identify any areas for development

CPC 311 C Review and evaluate communication andinformation sharing



1. Seek feedback about communication and informationsharing in a way that encourages people to respond

2. Actively seek proposals and ideas for changes andimprovements to future communications andinformation sharing

3. Use the agreed criteria to measure the effectiveness ofcommunication and information sharing

4. Ensure that all relevant people agree with theconclusions of the evaluation

5. Carry out any actions which you have committed to inresponse to feedback received

6. Provide information on the results of the evaluation toinform decision making where appropriate





Values

1. Legal and organisational requirements in relation tocommunication and information sharing



2. How and why good communication contributes toeffective partnership working

3. Why keeping people informed and communicatingeffectively is a key part of commissioning

4. The importance of using sustainable means ofcommunication that minimise the impact on theenvironment

5. Methods of making communication accessible andreflective of the diversity of the audience

Legislation and organisation policy and procedures6. Codes of practice and conduct, and standards and

guidance and the roles, responsibilities, accountabilityand duties of others in communication and informationsharing

1. Relevant current local, UK and European legislation andorganisational requirements, procedures and practicesfor:• data protection• risk assessment and management• making and dealing with complaints and whistleblowing• developing practices which promote communicationand information sharingPutting people who use services in control

10. How different philosophies, principles, priorities andcodes of practice can affect inter-agency andpartnership working when communicating and sharinginformation

11. Policies, procedures, guidance and protocols with theother partners with whom you work that relate tocommunication and information sharing

Theory and practice

12. Research and theories about communication systems,styles, and channels and social networking

13. The use of evidence based practice to:• justify your actions and decisions• record and report processes and outcomes of yourwork.

17. Ways to ensure that communication systems reflect thecapacity of different partners to respond

18. How systems affect the way people are able tocommunicate and find out information fromorganisations and the purpose of designing systems,which support communication and information sharing.



19. Methods of managing risks20. Ways to access professional development opportunities



Unit: CPC 312 Promote new and innovative ways of workingto achieve outcomes (Commissioning, Procurement andContracting)



CPC 312A Work with others to develop new and innovativeways of workingCPC 312B Commission new approaches and ways of workingto achieve outcomes

CPC 312C Review and evaluate new ways of achievingoutcomes

About this unit

This unit is about commissioning new ideas and ways of working forachieving the outcomes that individuals, families and communitieswant. Sometimes new and creative ways of thinking can beeffective in getting results that have been difficult to achievepreviously. The initial ideas may come from individuals, families andcommunities, colleagues, partners from other organisations or fromyou. New ideas may be about: new types of services; new ways ofdelivering current services; improvements to existing services;changes to existing practices, procedures, systems or ways ofworking; or they could be about forming new partnerships orworking in a different way.

Scope

The scope helps to make sure that you provide evidence related tothe work you do. Terms in this section give you options related tothe words highlighted in bold in the performance criteria. Yourevidence for this unit should cover any option that is part of yourwork.

Others: individuals, families and communities that aredirecting or using services; voluntary sector partners; private



sector partners; agency partners; service providers;colleaguesNew ways of working: integrated across traditionalprofessional boundaries; integrated across service-deliveryboundaries; service-user led/directed; peer mentoring andsupport; self-managing careRisks: risks to people; risks to property; health and safetyrisks; actions that may make adults or children vulnerable toharm from others; risks of legal action; risks to reputation;risks of poor performance; risk of financial lossAgreements: formal; informalResources: financial; human; physical; timeSeek feedback: from individuals, families and communitieswho use services; from service providers; from partners; fromagencies and organisations that have an interest in what youdo. In written form; electronic feedback; by telephone;through forums; through public meetings and consultations;through individual contact

Values




Outcome: desired result of activities, interventions and / orservicesSustainable: an activity/intervention and/or service able tomeet current needs without damaging the ability of futuregenerations to meet their needs. This means thinking aboutwhat you do and making sure that you are not damaging theenvironmentOrganisation: the organisation/company/local authority forwhom you work or volunteer; the organisation/company you



own or run; if you receive direct payments or fund your ownservices, it means you and the people who work for youRelevant people: people to whom a particular issue orincident is important or who are affected by it. Who therelevant people are can depend upon circumstancesCriteria: factors that can be used to measure and make ajudgement about anything; such as whether or not anoutcome has been achieved; how much progress has beenmade; or how well something has been doneFeedback: views and opinions from people who use yourservices or are affected by what you doEvaluate: look at all the evidence and information and usecriteria to measure and make a judgement

CPC 312 A Work with others to develop new and innovativeways of working



1. Encourage others to share ideas about new ways ofworking to achieve required outcomes

2. Work with others to identify new ideas that have thepotential to achieve required outcomes

3. Consider, with others, any barriers to the new ideas andhow these may be overcome

4. Make sure that new and innovative ideas andapproaches are sustainable and meet legal andorganisational requirements

5. Use discussions with others to work out how tocommission new and innovative ideas

6. Plan a realistic timetable for testing out new ideas andways of working

7. Identify clearly any risks resulting from new ideas andways of working and make recommendations about howthey should be managed

8. Consider thoroughly the implications of new approachesfor existing provision and ensure that relevant peopleare aware of them

9. Prepare a business case for commissioning thedevelopment and testing of an innovative approach orway of working



CPC 312B Commission new approaches and ways of workingto achieve outcomes



1. Gain any agreements that may be necessary in orderto test out new ideas and ways of working

2. Ensure that all relevant people are aware that a newapproach is being used

3. Clearly identify the outcomes to be achieved throughthe new approach

4. Make any changes and adjustments necessary to yourimplementation plan following a risk assessment

5. Identify and secure any necessary resources beforestarting any new ways of working

6. Agree the criteria that will be used to evaluate theeffectiveness of the new approaches and ways ofworking

7. Ensure that safeguards are in place to maintain existingservices in the event that the new approaches proveunworkable

8. Reflect on your own contribution to creative ideas andidentify any areas for development

CPC 312C Review and evaluate new ways of achievingoutcomes



1. Seek feedback from all those involved in developingand implementing new approaches and ways of working

2. Seek feedback from individuals, families andcommunities for whom the outcomes are required

3. Establish accurately what progress has been madetowards achieving the required outcomes

4. Collate all the feedback and use the agreed criteria toevaluate the effectiveness of the new approach

5. Make recommendations about the continued use of thenew approach and way of working

6. Report the results of the evaluation to all those involvedand to decision makers if required







1. Legal and organisational requirements on equality,diversity, discrimination, rights, confidentiality andsharing of information when working in new ways

2. How to ensure that you and others for whom you areresponsible protect the rights and the interests ofindividuals when working in new ways

3. How to deal with any ethical dilemmas and conflicts thatmay arise from creativity and when working in newways

4. How to ensure that new and innovative ways of workingresult in best possible value for the pubic pound

5. How to make sure that any new ways of working aresustainable and cause minimal damage to theenvironment

6. Ways to ensure that new ways of working reflectdiversity

Legislation and organisational policy and procedures7. Codes of practice and conduct, and standards and

guidance and the roles, responsibilities, accountabilityand duties of others when working in new andinnovative ways

8. Current local, UK and European legislation andorganisational requirements, procedures and practicesfor commissioning, procurement and contracting

9. Key government initiatives which influenceorganisations to work in new and innovate ways

10. How different philosophies, principles, priorities andcodes of practice can impact on developing andimplementing innovative ideas in differentorganisations.



11. Policies, procedures, guidance and protocols with theother organisations and professions with which youwork that are relevant to any innovations that may bedeveloped.

Theory and practice

12. The benefits of creativity and innovation to individuals,families, communities, partners, providers and theorganisation

13. The importance of communication when working in newand innovative ways and methods of encouraginggood communication

14. The potential barriers to innovation and new approachesand how they can be dealt with

15. How to identify and manage risk in innovation and newways of working

16. How to develop a business case and plans for thepractical implementation of an idea

17. The resources required for creativity and innovation,particularly time

18. How to learn from mistakes19. How to identify and access professional development

opportunities



Unit: CPC 313 Contribute to decision making(Commissioning, Procurement and Contracting)

Key Purpose of commissioning, procurement and contracting

Specify, shape and secure quality services, responses and projectsthat deliver improving outcomes for individuals, families andcommunities within the strategic objectives of the organisation


CPC 313 A Contribute to discussions to solve problems andmake decisionsCPC 313 B Provide information and adviceCPC 313 C Obtain and report on feedback about proposeddecisions

About this unit

This unit is about making contributions to the process of makingdecisions through providing expertise and information. Yourcontribution can be made in a range of ways; through giving verbaladvice, through contributing at a meeting, by providing a writtenreport or through e-mail or telephone contact. Your expertise couldbe about the market and supply side, information about the levelsof need or demand for particular services or about the local issuesin a particular community. Decisions may be being taken withinyour organisation or by a partner organisation, but you may stillhave to provide information and opinion to support the process.

ScopeThe scope helps to make sure that you provide evidence related tothe work you do. Terms in this section give you options related tothe words in bold in the performance criteria. Your evidence for thisunit should cover any option that is part of your work.

Contribution: verbal in person; verbal by video or telephoneconference; on-line; writtenOthers: individuals, families and communities; partnerorganisations; service providers; colleagues; advisorsDecision makers: individuals, families and communities;elected members, steering groups; board members;managers; partner agencies; governmentProvide information/advice: written (electronic or paper),verbal (face to face or telephone), directly to decision makers,or indirectly via a line manager or other person. Directly to



those concerned or indirectly through website, forum,newsletter etcRisks: risks to people, risks to property, health and safetyrisks, actions that may make adults or children vulnerable toharm from others, risks of legal action, risks to reputation,risks of poor performance, risk of financial loss

ValuesThe values underpinning this unit have been derived from thevalues and principles statement, relevant service standards andcodes of practice for health and social care in the four UK countries.



Accessible: something that people can understand regardlessof the level or way in which they communicate, this maymean translating information, or providing it in large print oron audio tape, or just in plain EnglishOrganisation: The organisation/company/local authority forwhom you work or volunteer, the organisation/company youown or run, if you receive direct payments or fund your ownservices it means you and the people who work for you

CPC 313 A Contribute to discussions to solve problems andmake decisions



1 Prepare sufficiently to make a useful contribution tothe discussion

2 Present contributions clearly, accurately and at anappropriate time

3 Direct contributions at clarifying problems andidentifying and assessing solutions

4 Acknowledge and constructively discuss thecontributions and viewpoints of others



5 Represent any views from others effectively

6 Reflect on your performance in contributing todiscussions and identify any areas for furtherdevelopment

CPC 313 B Provide information and advice



1. Respond promptly to requests from decision makersfor advice and information

2. Prepare and present information and advice in anaccessible format

3. Give information that is accurate, current and relevant4. Give advice clearly and in line with organisational

policies5. Identify any risks arising from the advice you provide

and recommend how they should be managed6. Ensure that any information and advice that you provide

is evidence based and can be justifiedCPC 313 C Obtain and report on feedback about proposed

decisions



1. Seek feedback on proposed decisions from all relevantpeople

2. Collate feedback and analyse the responses accurately3. Prepare an accessible report with an analysis and

summary of feedback4. Provide decision makers with the results of the feedback

and any supporting evidence5. Advise those who gave feedback of any changes and

amendments to decisions resulting from their comments


Competent practice is a combination of the application of skills andknowledge informed by principles and values. This specificationdetails the knowledge and understanding required to carry outcompetent practice in the performance described in this unit.





Values

1. Legal and organisational requirements on equality,diversity, discrimination, rights, confidentiality andsharing of information when supporting decision-making.

2. How to ensure that decision making protects the rightsand the interests of individuals

3. How to deal with any ethical dilemmas and conflicts thatmay arise during the decision making process

4. How to make contributions to try to ensure thatdecisions result in best possible value for the pubicpound

5. How to provide advice and information so that anydecisions are sustainable and cause minimal damage tothe environment

6. Methods of consultation with relevant people as part ofthe decision making process


7. Codes of practice and conduct, and standards andguidance and the roles, responsibilities, accountabilityand duties of others when taking decisions

8. Current local, UK and European legislation andorganisational requirements, procedures and practicesfor commissioning, procurement and contracting

9. The governance arrangements in your organisation andthe decision making process

10. How different philosophies, principles, priorities andcodes of practice can impact on decision-makingprocesses in different organisations.

11. Policies, procedures, guidance and protocols with theother organisations and professions with whom youwork that are relevant to how and when decisions aremade

Theory and practice



12. Theories about the decision making process and the roleof information and advice

13. Theories about participating in group discussions14. Methods of gathering and analysing information15. Ways to gain agreements and to deal with any conflict16. Approaches to involving individuals, families and

communities in the decision making process17. Methods of undertaking risk assessments18. Ways to access professional development opportunities



Unit: CPC 314 Support the development of self-directedsupport (Commissioning, Procurement and Contracting)



CPC 314 A Support the market to adapt to self-directedsupportCPC 314 B Contribute to developing the structures for self-directed supportCPC 314 C Provide information and advice to strategicdecision makers

About this unit

This unit is about working with those individuals, families andcommunities that want to be in control of commissioning their owncare services, either through direct payments or personal budgets.This means that you have a different role, where you are notplaying a part in arranging services, but you may be able to providevaluable support and advice.

Scope


Service providers: voluntary sector; private sector; localauthority ‘in-house’; social enterprise; micro-provider; fostercarers; adult placement providersProvide information: written (electronic or paper); verbal(face to face or telephone); directly to colleagues or others;or indirectly via a line manager or other person. Directly tothose concerned; or indirectly through website, forum,newsletter, etc.Active participation: through participation in forums; byindividual participation in decision-making; through providing



information; through making information accessible; byencouragementBuilding capacity: identify outcomes; businessdevelopment; business models; confidence building;assertiveness; workforce planning; workforce development;sharing knowledge; financial planning; budgets; decisionmaking; creative thinkingChanges to relevant aspects: resource allocation;tendering; contracting; market development; marketmanagement; contract management; contract monitoringStructural barriers: current systems; IT infrastructure;financial monitoring and audit systems; joint procedures andpolicies with partners; workforce skills; local strategic policiesof organisationWorkforce: in-house service provider workforce; privatesector provider workforce; voluntary sector providerworkforce; volunteers; commissioning, contracting andprocurement workforceRisks: risks to people; risks to property; health and safetyrisks; actions that may make adults or children vulnerable toharm from others; risks of legal action; risks to reputation;risks of poor performance; risk of financial loss

Values




Self-directed support: individuals, families and communitiesthat are in receipt of direct payments or individual budgetsand making all the decisions in relation to their own care-service provisionAccessible: something that people can understand,regardless of the level or way in which they communicate;



this may mean translating information, or providing it in largeprint or on audio tape, or just in plain EnglishInclusive community development: all citizens should beable to use all parts of their community rather than having touse specialised places

CPC 314 A Support the market to adapt to self-directedsupport



1. Give service providers accurate and up-to-dateinformation and explanations about self-directedsupport

2. Provide accurate information about the ways thattenders and contracts will change

3. Encourage service providers to respond positively to thechanges and recognise the opportunities

4. Share information openly and in an accessible wayabout future plans and forecasts for the growth of self-directed support

5. Share information openly and in an accessible wayabout the nature and type of service provision beingsought by individuals, families and communitiesdirecting their own support

6. Encourage service providers to think creatively anddevelop innovative approaches in response to thechanges

7. Offer assistance and advice to providers to adaptbusiness models, systems, processes, structures andworkforce

8. Reassure providers who are concerned about the impactof the changes

CPC 314 B Contribute to developing the structures for self-directed support



1. Ensure that service providers and individuals, familiesand communities are able to actively participate inthe planning of new structures, systems and processes



2. Provide information and advice to support inclusivecommunity development

3. Contribute effectively to building capacity for thoseusing and those providing services and support

4. Contribute accurate and up-to-date advice andinformation to inform changes to relevant aspects ofthe commissioning, procurement and contractingprocesses

5. Identify the structural barriers to self-directedsupport and make recommendations as to how they canbe reduced

6. Contribute to developing the workforce in order torespond to individual need and required outcomes

7. Identify the risks resulting from changing structuresand make recommendations about how they should bemanaged

CPC 314 C Provide information and advice to strategicdecision makers



1. Gather and collate information and feedback abouttake-up and demand for self-directed support

2. Gather and collate information from the market aboutdemand for services

3. Provide information and advice about issues ordifficulties being experienced by individuals, familiesand communities or by the organisation

4. Identify and provide advice about potential or actualdifficulties being experienced by the market

5. Provide information about any additional or reallocationof resources required

6. Make evidence-based recommendations for action







Values

1. Legal and organisational requirements on equality,diversity, discrimination, rights, confidentiality andsharing of information in relation to self-directedsupport

2. How to ensure that you and others for whom you areresponsible protect the rights and the interests ofindividuals families and communities when developingself-directed support

3. How to manage ethical dilemmas and conflicts whendeveloping self-directed support

4. Methods of ensuring that plans for self-directed supportare sustainable and reflect diversity


5. Codes of practice and conduct, standards and guidanceand the roles, responsibilities, accountability and dutiesof others in developing self-directed support

6. Current local, UK and European legislation andorganisational requirements, procedures and practicesfor putting people in control

7. Key government initiatives about self-directed support8. How different philosophies, principles, priorities and

codes of practice for different partners can impact onself-directed support

9. Policies, procedures, guidance and protocols with theother organisations and professions with whom youwork that are relevant to self-directed support

10. The impact on financial and audit policies andprocedures and ways to adapt and change the systems

11. The impact on IT infrastructure and the best ways toaccess expert advice on adaptations that will benecessary

Theory and practice

12. Ways to support individuals, families and communitiesthat want to take control of their own care



13. How to use a broker or care navigator to support peopleto access services

14. The potential impacts on market stability, developmentand sustainability and ways to address these

15. The impacts on the nature and structure of tenders andcontracts and how to address these

16. Different approaches to resource allocations systemsand how to apply them

17. The importance of the concept of ‘citizenship’ and how itunderpins self-directed support

18. Ways to work within the local community to developinclusive facilities

19. Methods of identifying and managing risks



Unit: CPC 315 Contribute to establishing commissioningpriorities and balancing demands on resources(Commissioning, Procurement and Contracting)



CPC 315A. Find out about the priorities wanted byindividuals, families and communitiesCPC 315 B Participate in work with individuals, families andcommunities to balance the demands on resourcesCPC 315 C Provide feedback and advice to inform resourceallocation

About this unit

This unit is about setting the boundaries for what is possible withinthe resources available. This unit is primarily about involving andengaging people in commissioning services rather than self-directedsupport. In this unit you will show that you are able to workalongside people to work out which areas have to take priority whenresources are limited. This unit applies whether you are contributingto prioritising the commissioning of a range of services across alarge population, or to setting priorities within an allocated budgetfor a single service.

Scope


Consultation processes: written questionnaires; electronicfeedback; by telephone; through forums; through publicmeetings; through consultation events; through individualcontactResources: financial; human; physical; timeRecord (noun): written; electronic



Alternative approaches: delivery style; working acrossboundaries; different funding source; different workforce;community support; voluntary support

Values




Criteria: factors that can be used to measure and make ajudgement about: whether or not an outcome has beenachieved; how much progress has been made; or how wellsomething has been doneOrganisation: The organisation/company/local authority forwhom you work or volunteer; the organisation/company youown or run; if you receive direct payments or fund your ownservices, it means you and the people who work for youSustainable: an activity/intervention and/or service able tomeet current needs without damaging the ability of futuregenerations to meet their needs. This means thinking aboutwhat you do and making sure that you are not damaging theenvironmentDiversity: the concept that people are valued as individualsand that different ability; perspectives and approaches are apositive benefit to organisations and communitiesOutcome: desired result of activities, interventions and / orservicesRelevant people: people to whom a particular issue orincident is important or who are affected by it. Who therelevant people are can depend upon circumstancesFeedback: views and opinions from people who use or areaffected by what you do



CPC 315 A Find out about the priorities wanted byindividuals, families and communities



1. Take part in effective consultation processes in orderto engage individuals, families and communities insetting commissioning priorities

2. Provide information about setting priorities within theoverall policies and strategies of your organisation

3. Ensure that priority setting is not dominated by vocal orwell-organised lobbying in favour of specific services

4. Address any unrealistic expectations through theprovision of information and explanations aboutdemands and available resources

5. Intervene to resolve disagreements ormisunderstandings about setting priorities if necessary

6. Agree, with participants in the consultations, thecriteria which should be used to decide priorities takinginto account organisational policies on sustainability,equality and diversity

7. Identify and assess any risks resulting from theproposed priorities

8. Maintain clear and accurate records of the decision-making process

CPC 315 B Participate in work with individuals, families andcommunities to balance demands on resources



1. Provide clear information about the criteria which willapply to the allocation of resources

2. Provide accurate information about the availability ofresources

3. Explain the implications of agreed priorities in relation toother demands on resources

4. Provide opportunities for individuals, families andcommunities to identify demands for resources toimprove outcomes

5. Explain clearly about how demands on resources in onearea will impact on other areas of provision



6. Suggest possible alternative approaches and optionswhere demand cannot be met

7. Consider clearly any risks from resource allocation andhow they should be managed

8. Reflect on your own skills in encouraging participationand providing information and identify any areas fordevelopment

CPC 315 C Provide feedback and advice to inform resourceallocation and priority setting

1. Collect views and opinions from consultation and otheropportunities and analyse the results

2. Feedback to relevant people on innovativesuggestions from consultations about effective ways touse available resources

3. Provide decision makers with accurate and up-to-datefeedback from individuals, families and communities

4. Contribute objective advice and opinions about prioritysetting and resource allocation if asked to do so

5. Provide prompt feedback on the progress of the decisionmaking process to those who have participated inconsultations





Values

1. Legal and organisation requirements on equality,diversity, discrimination, rights, confidentiality

2. Why the involvement of individuals families andcommunities in priority setting is important

3. Methods of working in partnership with individualsfamilies and communities



4. Why it is important to base priority setting decisions onsustainable outcomes that reflect diversity

5. Ways of working with individuals, families andcommunities to agree outcomes, priorities and tobalance demand


6. Codes of practice and conduct, and standards andguidance and the roles, responsibilities, accountabilityand duties of others when setting priorities andbalancing demands

7. Relevant current local, UK and European legislation andorganisational requirements, procedures and practicesfor:

a. Data protectionb. Risk assessment and managementc. Setting priorities to improve outcomes

10. Key government initiatives, which affect commissioningpractices, policies and priorities

11. How different philosophies, principles, priorities andcodes of practice can affect inter-agency andpartnership working when setting priorities to improveoutcomes

12. Policies, procedures, guidance and protocols with theother organisations and professions with which youwork related to setting priorities and resource allocation

Theory and practice

13. Approaches, methods and techniques of engaging withindividuals, families and communities

14. Methods for managing the dynamics of groups and forresolving conflict between individuals and groups

15. The use of evidence based practice to:a. Justify your actions and decisionsb. Record and report processes and outcomes

of your work.

16. The strategies, which are available for identifying andimproving outcomes and how to apply them to a rangeof priorities

17. How systems affect the way people are able to engagewith organisations and the purpose of designingsystems, which support engagement

18. Different methods of balancing demands and how toapply them



19. Methods of presenting proposals and sharinginformation clearly and in a way, which capturespeople’s imagination

20. How to identify or develop criteria, which can be used todecide priorities

21. Ways to access opportunities for professionaldevelopment

unit: unit: cpc 301 create and maintain effective working ......cpc 301 a create and maintain...

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