Prevention and Demand Management

Alex Hopkins Director Customers, Communities and Learning

The journey so far.....

What we said

‘The council spends a significant amount of money on a wide range of 'preventative' services.

These services should be positioned as a key part of the Council's approach to reducing demand for more expensive or care services. It is proposed that these services will be remodelled into a new integrated approach to demand management which will be based on much greater targeting of need and effectiveness and will be informed by consultation. This will involve the reduction of services in some areas

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Resource Allocation Methodology - based on fair and equitable distribution not historic allocation

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The alternative....

Across the board reductions...

...everything we have now but much less ...organisations but no real services

The reality of the situation

This is going to be difficult

Prevention and Demand Management From Consultation to Co Production

Janet Doran Assistant Director, Community Services

Prevention and Demand Management

CCL Staff Social Care Staff

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Contracted Services Business Systems Vulnerable individuals/familie s/communities Public Service Bodies Data Performance Information

Prevention and Demand Management Moving Forward:

• July 2012 – initial draft specification of outcomes, performance measures and describing the expectations of the partner relationship • July–August 2012 – wide discussion on this with customers, providers, schools and children’s centres, moving towards detailed draft • September 2012 – Advertise on Source Northants for a lead partner in seven localities • January/February 2013 – Contract award • February onwards – Developing Locality Plans, Commissioning and Decommissioning

Prevention and Demand Management Transitional arrangements

• 2013/14 Savings of £2m – Work beginning now • Locality Lead Providers (and their partners, as applicable), will need to propose how decommissioning can best be managed – e.g. so that service users in new arrangements are those who best fit the new service model, rather than support being targeted arbitrarily depending on which currently existing services may have been used

Prevention and Demand Management Commissioning for Outcomes

Andrew Jepps Assistant Director, Commissioning

A commissioning cycle

• Local outcomes • Needs • Supply • Resources • Establish priorities • Meet needs effectively, efficiently and equitably Analyse/ understand Plan • Monitor • Review • Improve • Decommission Review Do • Decisions to secure outcomes • Capacity to deliver

Outcomes

• We like to commission for outcomes • We need to commission on return on investment • Sometimes proxy measures for outcomes are appropriate • Once we have procured, we contract monitor against the successful bid

Engagement phase

• How can we meet outcomes?

• Are these ideas realistic? – We all care about money • Is there an evidence base?

• What about fairness and equity as opposed to

history?

Procurement phase

• This phase is rules based • Decisions are made purely on the basis of what is available through the process • For example, some of the questions are scored automatically

Do!

Engagement phase

• Engage creatively • Engage realistically • Describe what you do and know but also listen to commissioners (and others)

Don’t!

Procurement phase

• Misread the questions • Ignore the scoring levels • Ignore what commissioners have said they are buying in the service specification • Assume your reputation will go before you or that scorers will refer to information from outside the process • Think that procurement is about lobbying

Prevention and Demand Management Customer Forum Feedback

Mark Symmonds Chair of Prevention Customer Forum

What is important in a lead provider?

Designing the specification; • Listen ,hear and share • Involve customers fully in all decision making • Excellent communication accessible to all • Objective and impartial • Single point of contact • Ethical business • Creating opportunities in local community for employment and volunteering • Good track record of delivery

•Involve people who represent the makeup of that local community •Involve young people in decisions about services which affect them •Have local knowledge •Non profit making ; maybe a social enterprise or charity •Less bureaucracy – not taking funding from front line delivery •Easy minimal referral process •Peer support /mentoring •Prove how they will work across localities ,with county wide services and small organisations

Prevention and Demand Management Expectations of a Locality Lead Provider

Lynne Jones Service Manager, Commissioning

Prevention and Demand Management What is expected of a Locality Lead Provider?

First and foremost Lead Providers will reduce the demand for specialist services in both the short and long term in a geographical area of the county The Locality Lead Provider will have the contractual relationship with the Council and the accountability for the performance and quality of the services

Prevention and Demand Management What should a Locality Lead Provider look like?

• Effective in managing demand • Competent in safeguarding people • Competent in creating social capital

Prevention and Demand Management What should a Locality Lead Provider look like?

• Competent in dealing with a wide range of needs • A Competent Employer • Competent in Partnership Working

Prevention and Demand Management What should a Locality Lead Provider look like?

• Competent in the use of IT systems • Competent in the geographical area • Evidence of income generation (In its broadest sense)

Opportunity for all to comment on the identified competencies after coffee

Prevention and Demand Management Example key measures relating to demand for specialist services

• No of people entering care (Young and old) • No of children becoming looked after • No of Children in Need requiring support

Prevention and Demand Management Other potential Performance Indicators

• Reduction in first time entrants to the criminal justice system • Reduction in recorded anti-social behaviour • Planned cessation of housing related support episode (e.g. preventing tenancy failure, leaving temporary accommodation in planned way) • Reduction in level of problematic drug use/behaviours • Reduction in level of interpersonal violence episodes

Prevention and Demand Management Other potential Performance Indicators (Cont)

• Evidenced enhanced child and young peoples development – e.g Educational attainment, reduction in obesity and over weight • Improved school readiness (statutory school age) e.g Early Years free entitlement take up • ASCOT Adult Social Care Outcomes Tool – self reported pre and post intervention (e.g. how safe user feels, how socially included, etc)

Locality Based Sessions – “Specification and Outcomes”

• Wellingborough – Fairisle Room • Northampton – Portland Room • Daventry – Bede Room • Corby - Fairisle Room • Kettering - Fairisle Room • East Northants – Farne Room • South Northants - Clubroom

Prevention & Demand Management Next Steps Jul-12 Aug -12 Sept-12 Jan/Feb-13 Feb-13 Onwards

Initial draft specification of outcomes, performance measures and expectations Wide discussion moving towards detailed draft Advertise for locality lead providers Developing Locality Plans, Commissioning and Decommissioning Contract awarded

Prevention & Demand Management Ongoing engagement and co-production: http://www.northamptonshire.gov.uk/Prevention