michael o'toole 3sc collaborating for public service delivery (ncvo collaborative learning...

NCVO Learning Network - collaborating for public sector deliveryMichael O’Toole

Chief Executive - 3SC

This session will...

• explore how civil society organisations can deliver with greater impact through the creation of collaborative approaches and thereby gain access to larger public sector contracts. We will explore the benefits and pitfalls for delivery organisations, give practical advice on how to approach collaborative working and explore different models to enable this.

Agenda

• 3SC• Why collaborate• Options• Benefits – pitfalls• Good practice• Contracts• Q&A

3SC Background

• Formed in 2009 in response to an express need for a coordinated, effective and quality response to the changing requirements of public sector commissioners.

About 3SC• Our Board of Directors is made up of

representatives from civil society ten partners.• Our ten partner organisations are entirely

charities and social enterprises - not-for-profit.• Our work enables the growth of the civil

society by succeeding in securing public sector contracts and ensuring capacity building and sector development.

3SC Vision• The 3SC vision is ‘to build a thriving

partnership of civil society organisations to deliver public services and better serve the needs of individuals and local communities.’

3SC now• Infrastructure established• Profile with government commissioners & civil

society sector• 1,200+ members• 3 contracts won• Contract performance• Bidding – employment, justice, skills, health &

social care

Why collaborate?• Consortia are delivery entities public sector will

work with (DWP, SFA, MOJ, etc).• A formal consortium is a valid tendering entity.• Collective track record, financial strength, reach

and expertise will be considered.• Extra integrated seamless services can be delivered.

Why collaborate?• Holistic customer journey can be provided.• Individual members can play to their strengths.• Economies of scale and cost-savings can be

delivered.• Mitigates risk – financial and capacity.• Enables a role for small organisations in larger

delivery. • Contracting strength.

Why a consortium?• Consortia can tap into centralised expert support: - Bidding - HR - Finance - Legal - IT• Contact financing (cash flow)

Options 1. Traditional ‘Prime Contractor’ model2. Sub-contracting consortia3. Consortia with single lead managing agent 4. Special Purpose Vehicle5. Partnerships

Benefits for commissioners?• Seamless delivery across a range of services.• Local, personalised services via large contracts.• Single-point-of-contact: performance,

management information and added value.• Managing agent: delivery impartiality. • Cohesion across different sectors.

Benefits and Pitfalls• A consortium is what you make it – clear roles

responsibilities, management and governance.• Consortia members need to pull together.• Shared responsibility, shared risk, shared

reputation.• Communications and accountability.• Harmonised with the need to be sustainable.

Good Practice • Consortium needs to be fit for purpose.• Consider an independent managing agent:

single point of contact, as ‘Chief Executive’ or mediator. • Clear point of contact• QA independent from delivery.• Clear sub-contracts and agree: - process and referrals - outcomes

Good Practice • Share resources: - secondments

- manage fluctuations- communicate & share experience

• Steering/strategic board• Review & learning• Capacity building

Sub-contracts/SLA

• Recommendations: - Anticipated work flows - Payment terms: when, how much, evidence - MI requirements (including centralised reporting functions where appropriate).• Outline process maps and outcomes.• Scope and tolerances of performance and contingency.

Sub-contracts/SLA

• Communications, responsibilities & escalation.• Transparency (pre-tender) leads to smoother

contract delivery.

Questions

Thank youMichael O’Toole

Mobile 07909 232264 michael.otoole@3SC.org

www.3SC.org