Nigel Walker

ContextGrowing demandChoice and controlServices to be personalisedFunding issuesWorkforce issuesNational/regional/local

issuesCommissioner and provider

behaviours not always aligned

What about the market?Management ?Development ?Facilitation ?Create ?Re-shape ?Decommissioning ?

What is a market ?Wide number of potential providers and supportVary from private “for profit” companies (some small and

some international) through variety of 3rd Sector bodies to public sector services.

Can also be individual people who help people with things they need

May cross organisational boundariesNeed to distinguish also between direct service and those

that can support (e.g. housing, training and work finding agencies may give vital support to people with mental health issues without being a direct service provider)

How do we best knit these together?

Obstacles can include..Nature of the market

(diverse)Obstacle to stimulation (few

providers, dominant providers)

Lack of consumer powerCommissioning approachesWorkforce constraints

(insufficient, poor training, intransigent)

How do we map our markets?Where are our current services situated ?Who do they provide for – numbers, type of service user,

other support (eg carers)?How many people use them/want them and why?Are they doing the right things, getting the right outcomes? Are they the right services in the right place?If not what must change?Are there things missing that we would want to develop?Is there an identifiable group who can assist?If not how will you find them and what are there attributes ?

Shaping provision

Co-production

RESPON

SIVE SERVICES

Responsive services create..Customer focusChoiceControlShared goalsImproved outcomesFair pricingRisk sharingOpportunitiesInteroperability

An investment in outcomes

Types of outcome: maintenance; improvement; transition; process

The need to find synergy between different levels of expressed outcomes:-

Strategic (political)

communities (localism)

communities of interest

you & me

Inputs (money, staff, buildings) → Outputs (who, how many, when and how long)

Inputs (investment) → Outcomes (results) → Accountability to investors and users

Funder/Investor comparison THE FUNDER THE INVESTOR

• Seeks proposals and allocate available money

• Likes widespread participation in selection decisions

• Considers funding decisions the high point of their work

• Hands-off – from grant deciders to contractors to monitors

• Focuses on compliance with procedures and activity

• Monitors and ‘holds accountable’

• Seeks and funds promising opportunities as presented

• Asks small teams to make investment decisions

• Considers the initial investment only the starting point

• Views the investment as part of a partnership

• The investor sticks with the investment

• Focuses on getting intended results

• Asks “How can I help?”

Provider management questions

Non-results based asks…

• Am I following the work plan?

• Am I following the rules?

• Am I spending all the money?

Results based asks…

• What results do I commit to achieve?

• Can I pull it off, both financially and with my programme / service?

• What do I need to learn?

InfluencingNational Local

Regulation (tighter or looser)

Planning (eg lighter touch)

Legal entry requirements (part of regulation but not optional )

Local tax (reduced rates for certain types of business)

Tax incentives Investment (financial support , training etc)

Preferential treatments (Gov’t promotes some ideas via media)

Perks ( new business referrals via enhanced information support, ”star ratings” etc.)

Some specific toolsCommissioner/provider Concordat (http://networks.csip.org.uk/_library/Building_Bridges.pdf )

Risk management (

http://networks.csip.org.uk/BetterCommissioning/Commissioninge-book/Chapter4WorkingwithServiceProviders/)

Open book methodologies ( http://www.icn.csip.org.uk/_library/Open_book_accounting.pdf)

• Community engagement (http://lithgow-schmidt.dk/sherry-arnstein/ladder-of-citizen-participation.html )

Social Capital (http://www.socialcapitalgateway.org/NV-eng-public.htm )

Some more specific tools• Well developed long term strategies and clear sense of

direction (http://www.icn.csip.org.uk/_library/DOH_key_activities_in_commissioning_social_care_proof_06-08-

07.pdf )

Micro Markets (http://networks.csip.org.uk/Personalisation/Topics/Browse/Commissionersandproviders/?

parent=2735&child=3531)

Information (http://www.sds4me.org.uk/Navigation%20page.htm)

Time banks (http://www.timebanking.org/ )

Some specific issues for discussion with market providers….

RiskLimitsAffordabilitySustainabilityOutcomes approachConsortia working

Contact

nigel@creativecommissioning.co.ukSkype:- creativecommissioningPhone:- 07534 981220 www.creativecommissioning.co.uk