Neil Coulson

1

• Neil Coulson

2
Drivers

• Shift away from grant aid towards contracting
• Aggregation - larger and larger contracts
• More business-like approaches
• Joined up working whole person agenda

3
Different Contracting Forms

• Provider
• Managing Agent
• Managing Provider
• Super Provider

4
Provider

• Contractor
• Provider Provision of Services

5
Managing Agent

• Contractor
• Managing Agent
• Sub-contractors Provision of Services

6
Managing Provider

• Contractor
• Managing Provider Provision of Services
• Sub-contractors Provision of Services

7
Managing Agent/Provider

• Contract top slice
• Percentage of contract to pay for
• management of sub-contractors
• Performance
• Quality
• Financial management

8
Super Provider
9
How does it work?

• Incorporation to form new legal entity
• Providers become members of this company
• Hub and spokes operating model

10
Hub Spokes
11
What does the hub do?

• Tenders
• Manages contracts
• Sub-contracts
• Monitors performance
• Safeguards quality across the network
• Builds capacity of members

12
Contracting Sub-Contracting

• Hub
• Shapes tender frameworks
• Identifies tender opportunities
• Submits tenders
• Awards sub-contracts
• Joint Delivery Planning
• Open and competitive sub-tendering

13
Intermediary infrastructure

• Commissioning/procurement bodies
• Contracting Infrastructure/Hub
• Frontline service providers

14
Hub as internal mechanism
Board
Member
Member
Hub
15
2 Tier Governance Structure

• Board of Directors
• Council of Members

16
Clusters

• Certain consortium members group together around
  a specialism
• Joint working
• Focusing on innovation at the frontline
• Dynamism

17
How is the hub paid for?

• Seed corn funding at the outset
• Contract top slice ultimately agreed by
  membership

18
Future Builders

• Consortia Fund
• Minimum investment of 50k
• Mixture of grant and loan
• Capacity to win contracts

19
Membership eligibility criteria

• Sheffield Well-Being Consortium
• Sector (not-for-profit)
• Provision of health and well being services
• Addressing disadvantage and vulnerability
• Area of operation
• Information management capability
• Minimum threshold for quality assurance

20
Minimum threshold for Quality Assurance

• Adherence to an externally recognised and
  validated Quality Assurance (QA) system, or in
  the process of adopting such a system
• Commitment to Continuous Professional Development
  and Improvement

21
Process

• Steering group
• Seed corn/set up funding
• 3 Year Strategic/Business Plan
• Membership Prospectus
• Membership recruitment
• Incorporation
• Grant aid/investment finance for baseline hub?
• Win tenders
• Deliver

22
Benefits

• Scale
• Efficiency gains
• Negotiating power
• Joined up working
• Innovation
• Capacity building

23
Issues Risks

• SET UP
• From culture of entitlement to social
  enterprise - change management
• Defensive or market intensive
• Who leads?
• Procrastination analysis paralysis
• Inclusivity v pragmatism
• Reaching critical mass

24
Issues Riskscont

• DELIVERY
• Tail wags the dog
• New object of dependency
• Money without management
• Arm of the procurement bodies
  (over-mainstreaming) v not procurement-ready
• Conflicts of interest/internal competition
• Ensuring contestability

25
Achievements To Date

• Became operational in October 2008
• Future Builders investment - 155k
• Contracts - 400k
• Preferred supplier - 400k
• 46 members

26

• www.sheffieldwellbeing.org.uk
• Neil Coulson tel [phone]