PREPARING FOR THE FUTURE A one-day specialist training course for Violence Against Women and Girls (VAWG)

organisations.
Newcastle-upon-Tyne 31 March 2014
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WELCOME

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And our local partners

Angelou Centre, Newcastle Manchester Womens Aid North-East Womens Network Pankhurst Centre, Manchester Skoodhya Ltd Women Acting In Todays Society (WAITS) Welsh Womens Aid Womens Aid Offices of Police & Crime Commissioners
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Aims of the day

Enable 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 womens voluntary sector.
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Programme outline
Introduction, purpose and objectives Commissioning context Putting yourself in the customers 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 womens sector Information, discussion, peer learning Private-sector support pro bono
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Sector
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Organisaton

Me

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

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12 Commercial Masterclass, 31/03/2014 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 Wales, 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 CUSTOMERS SHOES

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What drives PCC commissioning?

Police force Public Victims Efficiency Elections Central Govt

Stakeholders

Political & Economic

Legal & regulatory

Bureaucracy New offences Complexity

Social & Technical

Public perception Under reporting Forensic evidence

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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 assumptionsProcurement 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 achievement 3.Open, realistic and motivated to deliver 4.Commercially attuned 5.Aligned governance/decision making 6.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? How could you contribute to service design and innovation to inform the procurement part of the cycle?
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Ideal? Now? Ideal? Now?

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DEVELOPING YOUR OFFER

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Police & Crime Commissioner

YOU

Multitude of Service Users and organisations in places I have never even heard of

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Cold calling

Selling: the negative connotations

Selling is the process by which you persuade people to buy things they dont want or need

Hard selling

Win at all costs Selling short

Loss leader

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.a more positive view of selling

Insight Selling is the way that you help customers to buy products or services from your organisation Consultative Customer-centric Solution Relationship

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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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Panel discussion
Mrs Vera Baird, Northumbria Police & Crime Commissioner Sweeti Sahani, Office of the Durham PCC Sue Robson, NE Womens Network Vivienne Hayes, Womens Resource Centre

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THE BIDDING PROCESS - CASE STUDY

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CONSORTIUM MODELS

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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 Agent
Contractor

Managing Agent

Sub-contractors

Provision of Services

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Managing Provider
Contractor

Managing Provider

Provision of Services

Sub-contractors

Provision of Services

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Managing Agent/Provider
Contract top slice Percentage of contract to pay for management 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

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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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Sector
59 Commercial 31/03/2014 Masterclass, Day One

Organisaton

Me

THANK YOU
DO CONTACT ME WITH ANY QUESTIONS
Lev Pedro National Council for Voluntary Organisations lev.pedro@ncvo.org.uk

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