Working better together - Cornwall · Working better together with the voluntary, community and...

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


TCA progress so far

Denbigh Cowley


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


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.


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


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


Sector support

Andrew Green


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.


Commissioning support

Mark Richardson


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


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


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?

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’)


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


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

Working better together - Cornwall · Working better together with the voluntary, community and...

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