Being Better Partners a Hard Nut to Crack

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Being Better Partners a Hard Nut to Crack?

• Cherie Semper
• Centre for Enterprise and Knowledge Transfer
• 07-03-08

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Partnering in the New arena

• Context behind concept of partnering in Health
  and Social Care
• Case Study of a Social Enterprise successfully
  partnering to offer its services within new
  commissioning arena.

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Context

• Estimated 55000 Social Enterprises in UK with 27
  billion combined income
• Accounting for 5 of all businesses with
  employees and 1 of GDP
• NHS welcome new providers
• Govt commitment Our health, our care, our say
  - Office for the 3rd Sector
• 64 of general Public would choose a Social
  Enterprise to run local health care services
• Source Social Enterprise Coalition -
  YouGov survey

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Context
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Whats stopping commissioning to SEs

• Tendering requirements are restrictive
• Inappropriate regulation
• Current approaches to contracting crude and
  service driven not outcome driven
• Market structures are cost driven and
  destructively competitive in terms of service
  quality
• Not enough 3rd sector providers with a track
  record for commissioners to feel safe to shift
  from traditional arrangements
• Statutory reporting requirements over onerous
• Source 3rd sector commissioning task
  force report

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Different Agendas

• Who
• Govt - Strategic initiative to engage all
  parties in pursuit of better/more efficient
  services
• H/care Delicate/Difficult balancing act
  efficiencies /deficits, waiting times, patient
  expectations, outcomes and outputs whilst.
• Encouraging new initiatives and partnerships with
  Private and SE sectors

• Require
• Practical action on the ground
• Change to business based contract and
  sustainable culture
• Requires transparency, accountability,
  commissioners need reassurance quality standards,
  delivery of measured outputs and impact.
• For SEs can require MORE resources and
  change of approach

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Different Agendas SEs

• SE strengths listening, engaging and delivering
  to local comms, hard to reach groups
• Often developed to fill gap in services primary
  interest in helping clients
• Close to service users
• Short term focus often due to nature of funding

• Landscape continually changing dependency
  model to business model
• Sustainability and Enterprise
• Support scarce resources
• Perceived competition in sector between SEs and
  new SEs
• Move to transparency, accountability and
  credibility
• Different skills eg Bus dev
• Clarity about solutions sought by commissioners
  across spectrum
• Key criteria equity, quality, person-centred,
  joined up and preventative
• Who to get close to ?

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Challenge/opportunity

• Hard nut to crack
• Simultaneous Change Management
• REAL partnership approach

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SE Addiction Dependency Solutions( ADS)

• Founded 1973- Greater Manchester Council on
  Alcoholism help people find the best within
  themselves
• Growth through Evolutionary change short term
  survival
• Funding changes competitive tendering
• Recognition of needing to reorganise to compete
  in gaining and retaining contracts
• Need to demonstrate quality and cost
  effectiveness of service outcomes
• Participated in KTP with MMU in 2006

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Knowledge Transfer Partnership

• KTP was used to enable capacity building and
  partnership working for meaningful change in
  the SE- overcome human and financial constraints
  bringing necessary expertise to bear

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KTP Intervention

• Initially
• Researchers as Observers
• Improvements driven operationally
• Participant became employee change agent
• Then
• Structured collection techniques -documentation,
  evidence, formal techniques
• Change driven by strategic needs

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The Journey based on
Figure 01 Continuous Improvement Capability
Model
Enablers
Source Adapted from Caffyn and Grantham (2003)
and Bessant and Francis (1999)
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The Journey - phased
Table 01 Stage of CI development Source ISBE
Building Capabilities in the Vol Sector D.
Jayawarna MMU 2006
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The Journey- ADS
Source Building Capabilities in the Vol Org
D. Jayawarna- MMU 2006
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Outcomes

• What
• Clearly defined series interventions and mgt
  practices
• Policies and procedures- framework for all
  documentation
• Sound mgt systems, business processes and
  measurement- appropriate and timely MI
  information systems
• CI Process - initially driven by operational
  needs sold in and driven by Quality Manager, more
  focussed on strategic priorities
• Client feedback and participation
• Teambuilding, communication, cooperation and
  cohesive focus eg sharing best practice across
  teams
• Development of SWOT, KPIs and mapping key
  business elements against PIs from external
  regulators.
• Result
• Consistency and Strengthening of brand image
• Evidence base for commissioners
• Re-accreditation of IIP
• ISO 9000 ready
• Demonstration of capability and impact
• Increase in winning tenders and funding able to
  effectively influence

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and Change Ready
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Impact on ADS

• Before
• Income - sources
• No of employees 190
• Focus on operations

• Now
• Income nearly doubled
• Different Approach
• No of employees over 200
• 3 new Senior appointments
• Focus on both Strategic and operational needs
• Change has embedded CI and Quality within culture
  of organisation

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Key Success Factors

• Recognise need for change
• REALLY understand and manage stakeholders
  expectations
• Willingness to
• Open to Others views - new approaches and ideas
  internal and external
• Or developing the way forward (Vision) together
  partnership approach
• Listening to teams and developing common goal for
  wider team
• Perseverance
• Role of accreditation around quality standards

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The Future

• It is possible to crack the nut!
• Although KTP was the vehicle in this case -MMU
  CFE examining new ways of enabling SEs to
  successfully participate in new landscape
• it may be advisable for public sector agencies
  to support, manage or fund programmes to foster a
  healthy 3rd sector in their areato ensure a wide
  variety of opportunities are available to local
  populations
• Report of 3rd sector Commissioning Task Force.

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Useful sources

• www.dh.gov.uk/stakeholders
• Report of 3rd Sector Commissioning Task Force
  Part 2 outputs /Implementation
• www.businesslink.gov