Download - Preparing for the future
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PREPARING FOR THE FUTURE
A one-day specialist training course for ‘Violence Against Women and Girls’ (VAWG) organisations
Newquay, Cornwall7th May 2014
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WELCOME
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And our local partners …• Angelou Centre, Newcastle • Manchester Women’s Aid• North-East Women’s Network• Pankhurst Centre, Manchester • Skoodhya Ltd• Women Acting In Today’s Society (WAITS) • Welsh Women’s Aid• Women’s Aid• Offices of Police & Crime Commissioners
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Aims of the dayEnable VAWG organisations to• Understand the changing funding context for their
work• Understand how they need to adapt business
practices in order to succeed in the new environment• Build relationships with colleague organisations and
with commissioners (PCCs) with a view to establishing a coherent and ‘sellable’ service delivery offer to commissioners, whist retaining the values, ethos and strengths of the women’s voluntary sector.
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Programme outline • Introduction, purpose and objectives• Commissioning context • Putting yourself in the customer’s shoes• Developing your offer• PCC presentation and panel discussion• The bidding process – workshop using a
tendering case study • Consortium models • Next steps and evaluation
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Style of training• Collaborative – bringing stakeholders
together• Responsive to real changes in
environment• Valuing the position and history of
women’s sector • Information, discussion, peer learning • Private-sector support – pro bono
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Further resources available• Online material (developing now)• Information and toolkits
www.knowhownonprofit.org • Funding (e.g. SIB)• Future courses funded through Cabinet
Office
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Ice-breaker
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COMMISSIONING CONTEXT
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Economic context
Voluntary sector income – grants and contracts
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Day One
Government Expenditure on the VCSE 2009/2010
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Policy Context
• Open Public Services • Personalisation and choice • Changing funding environment and structures • New commissioners (e.g. PCCs, CCGs, HWBs)• New investors• Outcomes focus• Integrated commissioning• New mechanisms (e.g. Payment by Results) • Localism
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VAWG Commissioning Landscape
• Violence against women and girls accounts for 18% of all violent crime.
• It requires multi-agency cooperation for effective management.
• Services for victims have been transformed over the last eight years through the implementation of a coordinated community response.
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Central Government funding• Nearly £40M for local specialist domestic and sexual
violence services and national helplines ring-fenced up to 2015.
• This includes funding for: – Multi-Agency Risk Assessment Conference (MARAC)– Independent Domestic Violence Advisors (IDVAs)– Independent Sexual Violence Advisors (ISVAs)– Independent Rape Support Centres (to be nationally
commissioned)• These are complemented by local provision such as
Refuges, Specialist Domestic Violence Courts support services, Sexual Assault Referral Centres
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Local commissioners • Community Safety Partnership
– Police, Probation, NHS, Fire and Rescue Service, Local Authority
• From October 2014, PCCs will act as commissioners for all local victim support services
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Principles to reduce VAWG• Prevent violence against women and girls from
happening in the first place, by challenging the attitudes and behaviours which foster it, and intervening early to prevent it;
• Provide adequate levels of support where violence occurs;
• Work in partnership to obtain the best outcomes for victims and their families;
• Take action to reduce the risk to women and girls who are victims of these crimes and ensure that perpetrators are brought to justice.
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PCC role and commissioning responsibilities
• Police and Crime Commissioners (PCCs) have been in place since November 2012.
• They are responsible for local policing priorities and outcomes and to a large extent oversee the Community Safety Partnerships (CSPs) in their area.
• PCCs manage a number of funding streams, including the Community Safety Fund, and these are not ring fenced
• Many are now actively commissioning services rather than awarding grants
• Many PCCs are giving priority to tackling VAWG
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Additional funding • On 25 February 2014 the Ministry of
Justice confirmed that PCCs will be able to bid for a share of an extra £12 million on top of their budgets for 2014/15, to commission further specialist services for victims of the most serious crimes, such as domestic violence and sexual violence, and support for the most vulnerable victims in our society.
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PCC role and commissioning responsibilities – re VAWG
• The range of local services they will commission includes:– Sexual Assault Referral Centres (SARCs) – Specialist Domestic Violence Courts (SDVC) and supporting
services for victims– Refuges and other safe housing options– Domestic Violence Perpetrator Programmes
• PCCs have been advised that it is appropriate ‘that there is a focus on improving sustainability within the Voluntary, Community and Social Enterprise (VCSE) sector to deliver a distinct, women-only solution within its normal operations’.
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Health and Wellbeing impact of VAWG
• Health and wellbeing of victims adversely affected.
• Closely associated with child abuse and neglect.
• Impacts social issues eg, homelessness & substance abuse.
• There is a strong rationale for funding specialist services in Accident and Emergency and maternity services to support the most vulnerable victims
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Changes to Health Commissioning
• Before April 2013, hospital services, primary health care and public health services were commissioned by Primary Care Trusts
• Since then, Clinical Commissioning Groups have been established with responsibilities to commission hospital care, as well as local joint commissioning
• Public Health services, including responsibility for commissioning drug and alcohol services, are now managed from the Local Authority
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Implications for Health Commissioning - re VAWG
• Mainstream health services need to recognise and respond effectively to violence against women
• There is a need for a local care pathway for women who disclose violence in a health setting i.e. services to refer to, that can provide advice and support
• CCGs are represented on Community Safety Partnerships and can support joint commissioning of support services
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PUTTING YOURSELF IN THE CUSTOMER’S SHOES
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What drives PCC commissioning?
• Police force• Public • Victims
• Efficiency• Elections• Central Govt
• Public perception• Under reporting• Forensic evidence
• Bureaucracy• New offences• Complexity
Stakeholders
Political & Economic
Social & Technical
Legal & regulatory
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What is Commissioning?‘Commissioning is the process for deciding how to use the total resource available in order to improve outcomes in the most efficient, effective, equitable and sustainable way.’
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Commissioning process• The Commissioning Process starts by evaluating and researching services that meet
the needs of victims most effectively. This will require us to listen to, involve and consider their needs as well as their families and practitioners and providers who work with them.
• The research is evaluated and the services required may be different to those currently provided. Opportunities could be identified to design and deliver services differently as the focus is on achieving the outcomes required rather than on providing the existing services in existing ways.
• The Commissioning Process will ensure the customer uses the resources available to source the right services for victims from the right providers at the right price.
• Importantly, applying the process will encourage new ways of thinking of how needs can be met, transforming the way PCCs allocate resources and how services are designed and delivered. There will also be a robust process in place to review the performance of the provision to make sure that it is delivering against quality standards.
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Challenging some assumptions…Procurement and Contracting are not the same as commissioning
• Procurement is the process of acquiring goods, works or services from (usually external) providers / suppliers and managing these through to the end of contract.
• Contracting is the process of negotiating and agreeing the terms of a contract for services, and on-going management of the contract including payment and monitoring.
• These two elements or tools amongst others, form part of the commissioning cycle. They do not constitute all elements of the cycle.
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What does the customer want?
1.Providers able to bring insight and expertise
2.Evidence of competence and achievement3.Open, realistic and motivated to deliver4.Commercially attuned5.Aligned governance/decision making6.People who are easy to work with
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Exercise
How could you engage with the process to support analysis of
needs, mapping and gapping?
•Ideal?•Now?
How could you contribute to service
design and innovation to inform the procurement
part of the cycle?
•Ideal?•Now?
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DEVELOPING YOUR OFFER
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Police & Crime Commissioner
Multitude of Service Users and organisations in places I have never even heard of
YOU
Selling: the negative connotations
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Cold calling Hard selling
Loss leaderWin at all costs
Selling short
“Selling is the process by which you persuade people
to buy things they don’t want or need”
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….a more positive view of selling
Relationship
Consultative Solution
Customer-centric
Insight
“Selling is the way that you help customers to
buy products or services from your organisation”
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Good selling is about• Building the right relationships• Being clear about what differentiates you/your
services• Adding value by the way you engage• Being able to evidence your capabilities• Listening and being responsive to your customer• Tenacity• Closing• WIN-WIN-WIN
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What the commissioner wants
• A commissioner is looking for a contractor who:– Has a track record of delivery.– Can demonstrate clear additionality in the bid.– Show an empathy for the subject matter.– Will give them confidence for delivery.– Has a good reputation.– Is honest.
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Benefits and Value for Money• Core
– You must deliver the core specification.– Demonstrate how, and your experience
of delivery.– You must do this at a competitive rate.
• Winning – What is the additionality you can add?– What can you identify for free?
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Q & A with Office of Police and Crime Commissioner
• Eelke Zoestbergen – Strategy and Planning Officer / Equalities lead
• Ian Ansell - Criminal Justice, Partnerships and Commissioning Manager
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THE BIDDING PROCESS- CASE STUDY
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CONSORTIUM MODELS
Why consortia?Barriers Facing Small Organisations
• The procurement process (long, complex, expensive)
• Unable to find out about opportunities • Contracts are too big • Pre-qualification • Cashflow
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Consortia – overcoming barriers
• Scale• Development of specialist tendering and
contract management infrastructure• Greater bargaining power• Adding value at the frontline• Building capacity
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Different Contracting Forms
• Provider• Managing Agent• Managing Provider• ‘Super Provider’• Joint venture
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Provider
Contractor
Provider Provision of Services
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Managing AgentContractor
Managing Agent
Sub-contractors Provision of Services
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Managing ProviderContractor
Managing Provider Provision of Services
Sub-contractors Provision of Services
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Managing Agent/ProviderContract top slice
Percentage of contract to pay formanagement of sub-contractors:
Performance Quality Financial management
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‘Super Provider’
Provider Provider
Provider Provider
Provider Provider
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Joint venture
Provider Provider
Provider Provider
Provider Provider
Super-provider:How does it work?
• Incorporation to form new legal entity• Providers become members of this
company• Hub and spokes operating model
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Hub & Spokes operating model
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Ownership & Management Structure
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Some Examples• Sheffield Well-Being Consortium• Wakefield District Well-Being Consortium• Desta• C3C• Greater Together• Synergy
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Next steps for consortia • Look at existing models in more detail• Meet and discuss• Get to know each other / build relationship• Bring in development support • Funding?
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Next steps for you?
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THANK YOU
DO CONTACT ME WITH ANY QUESTIONS … Lev PedroNational Council for Voluntary [email protected]
