working better together - cornwall · working better together with the voluntary, community and...
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Working better together with the voluntary, community and social enterprise (VCSE) sector
Project review
18 December 2015
www.cornwall.gov.uk/cornwalltca
Objectives for today
1. Review progress against objectives and plan
2. Common understanding of developments in the strategic context
3. Gather your input into TCA’s next steps through workshops on commissioning, sector support and the recommendations in the draft Information, Advice and Guidance (IAG) strategy
www.cornwall.gov.uk/cornwalltca
TCA progress so far
Denbigh Cowley
www.cornwall.gov.uk/cornwalltca
Project timeline
April 2015 Project begins
July 2015
Team and initial plan in place
December 2015
Project review
January 2016
Steering Group agrees next phase
www.cornwall.gov.uk/cornwalltca
www.cornwall.gov.uk/cornwalltca
Inputs
• To the end of November 2015, the project had spent £150,000 (16% of the total TCA budget).
• Each month the Steering Group receives a Highlight Report which includes an update on progress against activities.
www.cornwall.gov.uk/cornwalltca
Key outputs
Team recruited and in place since July 2015.
Project plan in place since July 2015.
Analysis of payments/contracts with VCSE well advanced.
Report on current VCSE support completed.
Strengths and weaknesses of the VCSE sector completed.
Information, advice and guidance draft strategy completed.
o Options appraisal for a new model for VCSE sector support behind schedule.
o Strengths and weaknesses of commissioning work behind schedule.
o European Growth Programme technical assistance bid awaiting decision by government.
1. Improved outcomes for people by co-designing services around their needs, and by simplifying the customer journey.
2. Improved quality, impact, and value for money of commissioned services, and robust contract management.
3. Establishment of a new VCSE sector model which will help the sector to adapt, thrive and grow.
1. Outcome measures [vary for each contract]
2. Quality of commissioning (including co-design)
3. Satisfaction with services/individual journey. Possible measures to be considered, include:
• Ease of entry into services; • Problems sorted at first opportunity; • Telling your story once.
4. Council savings from commissioning activity
5. % of Council/NHS Kernow third party spend going into the VCSE
Key:
Objective from bid
Agreed measure with link to objective shown by an arrow
[The Project plan requires an ‘options appraisal’ for a ‘new model’]
Outcomes and impacts
www.cornwall.gov.uk/cornwalltca
Risks
• Making savings
• Adopting learning
• Weakening of VCSE sector
• Communications and engagement
• No transformation achieved
Strategic context
Anna Mankee-Williams
Context, a new social contract
• Finite and reducing resources
• Increasing demand, expectations and aspirations
• Changing relationships between individuals, community and the state
• Captures the power of the community to shape its destiny through localism and mutualism
• Challenges the balance of rights and responsibilities
Devolution as an enabler
Greater local control over the wider determinants of health and wellbeing
A single budget with a 5 year settlement
A single performance framework reflecting local
needs
Effective use of all local commissioning resources e.g.
health, social care and welfare Greater control over policy
setting e.g. Sugar taxes
Stronger public influence over decisions
Developing a flexible workforce through multi-disciplinary professional development
Devolution to
Cornwall and
devolution to
local
communities
(‘double
devolution’)
Our devolution deal outlines…
COMMITMENT FOR SUPPORT
from Government, NHS England and other national partners
TO WORK TOGETHER AND WITH
Cornwall Council The Council of the Isles of Scilly NHS Kernow & other local partners
TO CO-DESIGN A BUSINESS PLAN
to move progressively towards integration of health and social care resources
To improve outcomes: people are able to live the lives they want to the best of their ability in their communities
Health and care integration programme
Transport &
connectivity
Employment
& skills
Public safety
Education
Environment
Housing Economy
Community
Progress to date:
Programme team
Project milestones
Strategic plan in progress
Start well, live well, age well
New models of care
Integrated commissioning
Provider integration
Reformed governance Strategic plan for the future
integration of health and social care: How can devolution enhance the impact of integration and reduce health inequalities?
Shaping the future of health and social care
Strategic plan engagement milestones:
JANUARY ‘HAVE YOUR SAY’ SURVEY
FEBRUARY WORKSHOPS TO DEVELOP OPTIONS
MARCH COMMUNITY ENGAGEMENT EVENTS
www.cornwall.gov.uk/cornwalltca
Sector support
Andrew Green
www.cornwall.gov.uk/cornwalltca
VCSE sector support
Level 5 - Large ‘nationally significant’ VCSE operating in Cornwall (e.g. RNLI, National Trust,
Eden, ShelterBox)
Level 2 – Small/Medium VCSE organisations
(e.g. Community Halls, Befriending Schemes)
Level 1 - Small ‘Grassroot’ Community VCSE Groups/Organisations (e.g. Memory Cafes, Sports Clubs etc., new Social Enterprises)
Preliminary Level - Possible New start up VCSE org’s, Non formal ‘Community Action’, Informal carers
Level 4 – Large VCSE Cornwall orgs (e.g. Age UK Cornwall & IoS, Pentreath, CA Cornwall)
Level 3 - Medium-Large Cornwall VCSE Organisations (e.g. Day Centres,, Cornwall Youth Work Partnership )
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Number of organisations/
groups in Cornwall
Level 5: 90
Level 4: 271
Level 3: 905
Level 2: 1,086
Level 1: 2,308
Preliminary level: 1,500
(plus 55,000 informal carers)
• Review of sector support & Council impact assessment of end of 4 year grant – both completed;
• Next steps = options appraisal. Workshop at 10.50.
www.cornwall.gov.uk/cornwalltca
Commissioning support
Mark Richardson
www.cornwall.gov.uk/cornwalltca
Supporting work
• Social Value and Responsible Procurement Policy
• Assistance with 11+ and advocacy commissioning
• Library consultation, use of ‘learn to lead’ co-production technique, NEF Social Action Fund
• Devolution capacity building – committed £30k TCA funds to training portal and specific pieces of work around volunteering, calls due after Xmas
• ESF Technical Assistance bid for £300k VCSE capacity building, £200k to be outsourced
• Supporting VCSE ESF skills calls
www.cornwall.gov.uk/cornwalltca
Tasks and timescales
• SWOTS
VCSE sector: Autumn 2015
Commissioning: Dec 2015
• Activity
Learning for stakeholders: early 2016
Changed approach to commissioning: mid-2016
• TCA objectives
Improved quality, impact and VFM of commissioned services, and robust contract management
Improved outcomes for people by co-designing services around their needs, and by simplifying the customer / user journey
www.cornwall.gov.uk/cornwalltca
Current lines of enquiry
1. Market facilitation and market failure – how do we create the conditions for change and embed new values and vision for the future?
2. Breaking down silos, encouraging collaboration and knowledge sharing – how do we build the trust?
3. VSCE as more than simple providers – how do we embed genuine co-design and co-production?
4. Relationship between procurement and commissioning – how do we improve attitude to risk, contract management, contract information and communications?
5. Commissioning for community resilience – how do we reframe commissioning to include explicit partnership and community elements?
www.cornwall.gov.uk/cornwalltca
An example?
Robert Woolf
? Life
IAG
Life
The facts
• The total spend in 2014/15 on 65 reviewed
contracts/services is £9m and the average percentage of
IAG provided within the contracted elements is 45%.
• There are too many organisations working in isolation of
each other - either through ‘free will’ or because
competitive tendering discourages collaboration.
• There is no common standard for the delivery of IAG or
measurement of outcomes (in terms of quality, impact
and value for money).
Tier 2
Council as a platform (enabler)
Establish more collaborative approaches
to specific social challenges between
commissioners, partner organisations and
communities; for collective impact.
Place-based
Early intervention /
prevention focused
Common agenda
Real projects
Boundary spanning (coordinated partnerships)
Proposed IAG strategy
Tier 1
IAG business improvement
Deliver a multi-channel, multi-partner
approach to IAG within a formal
commissioning framework; such as a
single service contract.
Continuity of access
Seamless referrals
Future needs analysis
Person centred IAG
Community resilience
Priorities:
Collective Impact
VCS
E
Communities
CC / CCG
(commissioners & CS)
Steering
Group
A common goal (e.g. eradicate debt, eliminate isolation and loneliness, every woman and child has a right to
lead abuse-free lives, stamp out hospital discharge ‘hazards’)
www.cornwall.gov.uk/cornwalltca
Workshop session One
• Commissioning Chair: Mark Richardson
Facilitator: Ginnie Odetayo
Feedback: Charlotte Hill
• Information, Advice and Guidance 1: business improvement programme Chair: Robert Woolf
Facilitator: Greg Puttock
Feedback: Neil Colquhoun
• Information, Advice and Guidance 2: Council as an enabler of place-based transformation Chair: Denbigh Cowley
Facilitator: Donna Peverley
Feedback: Ian Jones
www.cornwall.gov.uk/cornwalltca
Workshop session Two
• Sector support Chair: Andrew Green
Facilitator: Mark Richardson
Feedback: Ian Smith
• Information, Advice and Guidance 1: business improvement programme Chair: Denbigh Cowley
Facilitator: Greg Puttock
Feedback: Mark Read
• Information, Advice and Guidance 2: Council as an enabler of place-based transformation Chair: Robert Woolf
Facilitator: Ginnie Odetayo
Feedback: Tracey Roose