Criminal Justice Commissioning and Collaboration

Criminal JusticeCommissioning and Collaboration

Rachel Rhodes, Commissioning & Procurement Adviser, NAVCANathan Dick, Local Development Team Leader, Clinks

Programme

The changing criminal justice commissioning landscape

Why collaborate and how

Understanding your market

Collaborating to deliver public services

The Commissioning Cycle

The changing criminal justice commissioning landscape

What’s the direction?

NOMS commissioning intentions

Competitive tendering and outcomes

Payment by results

Aggregated contracts VS. Localism

Who are the main players?

Probation trusts Police and Crime Commissioners Joining up the local commissioners Joint/Co-commissioning The Voluntary and Community Sector The Prime Providers

Where does this leave your organisation?

• What are the main challenges – threats and opportunities that your organisation faces?

• Identify the strengths and weaknesses that your organisation has in adapting to these changes.

Activity

Collaboration and where you are now

Collaboration

• What is it?• Common drivers and motives• Levels of collaboration

a cooperative arrangement in which two or more organisations (which may or may not have any previous relationship) work jointly towards a common goal.

Collaboration

Why? What is the driver?• Geographically larger contracts• Reduction in specialist services• Fewer grants• Opportunity to improve/join up services• Expand reach or impact• Savings/efficiencies• Collaborate to influence

Exploring collaboration, simple steps….

Clarify purpose of collaboration

Evaluate shape of opportunities

Decide structure & nature of collaboration

Explore options

Understand your organisational needs & priorities

On post-its:• A collaborative activity you currently undertake• The purpose of the collaboration

• Plot these on the collaboration spectrum.

Activity

Member of supported housing forum. Main purpose: influence commissioners

Subcontracted part of contract to work with males to another vol sector orgPurpose: to keep to our organisational aims

Changing strategic partnerships and decision makers

Considering the types of collaboration you currently undertake:

• Where do you have good links/representation?• Where is this lacking?• Are your collaborative working arrangements fit

for purpose?• Are they likely to be fit for purpose in the new

commissioning environment?

Understanding your market

Internal assessment

Market AppraisalWhat does your market look like?

Size Undeveloped / changing / growing / shrinking / sunset

Profitability not at all / low / high

Competition Highly competitive <----------> no competition

Type of competition Lots of small providers <-----> a few large providers

Customers Many <--------------> Few

Are opportunities..

• Changing• Plentiful or hard to come by• Profitable• Getting smaller – more personalised services• Getting bigger – joined up services• More competitive

Collaborating to deliver public services

Speculative

Responsive

Longer term collaboration, set up in advance with a wide membership and wide areas of activity

Shorter scale collaboration, set up in response to a particular opportunity with only relevant partners

What is a consortium:• Group of organisations who come together to win

contracts• Formal end of collaboration spectrum

‘Before you Begin’

• What would you give, what would you get?

• Why would you consider forming/joining a consortium?

Activity

Managing ProviderContractor

Managing Provider Provision of Services

Sub-contractors Provision of Services

Managing AgentContractor

Managing Agent

Sub-contractors Provision of Services

Special Purpose Vehicle

•‘Super provider’ SPV•Social enterprise with own board•Constituted & incorporated•Prime contractor•Hub and spokes model

Super Provider( support unit)

Tender

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What benefits or risks are there with the 3 different consortia

models?

Stages of consortium development

Internal assessment

Exploration

Negotiation

planning

delivery

Review

1. Internal assessment

Why do you exist?

Do you need to collaborate?

What does the future hold?

If so, what are you collaborating for?One or two areas of activity

Everything

What are you strengths / weaknesses

2. Exploration

Who can add value to your mission?Do they exist?

Do you know each other?

Are they open to collaboration with you or others?

Do you share culture, values, delivery methods?

3. Planning

Due diligence Leading to a formal agreement / partnership agreement covering:

Who does what – roles & responsibilities

Communications

Decision making & dispute resolution

Investment & resources

Costs

Branding

Location

4. Delivery

Integrating different deliveryCreating a coherent service for service users

Monitoring

Management costs & overheads

Underperforming partners?

5. Review

What is the success of collaboration

Outcomes

What next

Deeper integration or exit strategy?

Tendering collaboratively

Who will submit a PQQ?

Who will write the tender?

What evidence & policies do you need?

Will you/others hedge your bets?

Do you need sub-contract agreements?

What risk is the lead bidder willing to take?

What next?

• Recap – main benefits, key risks

• What further support /resources do you require?

• Links to other resources

Nathan Dick

Local Development Team Leader, Clinks

nathan.dick@clinks.org

Rachel Rhodes

Commissioning & Procurement Adviser, NAVCA

rachel.rhodes@navca.org.uk

www.navca.org.uk/lcpu