Welcome, Introduction and Setting the Scene to the Alternative Delivery Model Challenge in Wales Croeso, Cyflwyniad a Gosod yr Olygfa ar gyfer Her Ffyrdd Amgen o Gynnig Gwasanaeth yng Nghymru Flintshire All Wales Alternative Delivery Models Event 6 th July 2015 Digwyddiad Ffyrdd Amgen o Gynnig Gwasanaethau Cymru Gyfan yn Sir y Fflint 6 Gorffennaf 2015

Flintshire’s Approach to ADMs / Dull Sir y Fflint ar gyfer Ffyrdd Amgen o Gynnig Gwasanaethau Ian Bancroft, Chief Officer / Prif Swyddog

What ADMs ARE in Flintshire What ADMs ARE NOT in Flintshire  An operating model that is different from the current method of delivery of the service  A changed model for a changed situation that in the current context provides the best opportunity of sustaining important outcomes and services for communities.  Maintaining a form of public ownership of local services through accountable models.  A model that is clear about it’s purpose and vision and that is designed in the best way to meet this purpose.  A model that can balance appropriately the required commercial requirements with the delivery of social value.  A model that can achieve high levels of performance and excellence.  Designed co-operatively and collaboratively with key stakeholders including staff, trade unions, partners, communities.  Has an ongoing relationship with the Council that is incorporated into any partnership agreements, commissioning relationship, and/or contract, and that is based on: agreed values; business sustainability; and operational performance (both commercial and social).  A view that the Council’s current model is broken.  A general view that one sector is more appropriate to deliver better services than another.  A presumption that a service will be outsourced or delivered by the private sector.  A divorce or complete separation of services from the Council  A presumption that the Council needs control of the model or the ability to be in charge of day to day operations.  A transfer of all risk and liabilities from the Council to the new operating model.  A way of protecting services that are not sustainable in the future.  Models where there is an expectation that they require additional support beyond what is agreed in the partnering, commissioning, or contract arrangements.

Why ADMs / Pam cael ffyrdd amgen o gynnig gwasanaethau »£50m of savings »Services are at risk »Discretionary services »Services with increases in demand »Aim is to redesign to minimise loss of service

Potential Benefits / Manteision Posibl »Increased trading and income »Funding sources not available to the Council »Reduction in requirements e.g. legislation »Staff ownership and productivity »Reduction in overhead costs e.g. support services »Closer to the community »Surplus used for community benefit

Potential Benefits / Manteision Posibl »Council reduction in budget or subsidy »ADMs offset the reduction by their ability to increase income and / or reduce expenditure »In ways that are not possible in the Council »Technical or Cultural Reasons » Result = less cutting of services + less job losses

Potential Risks / Risgiau Posibl »Relationships »Leadership »Commercial Skills »Understanding of the Market »Cultural Change »Council Delivery of Services to the ADM »Sustainability

Flintshire Approach – Gateways / Dulliau Sir y Fflint- Porthfeydd »Stage 1 – Idea »Stage 2 – Business Case : Potential benefits »Stage 3 – Feasibility : Can it be done »Stage 4 – Business Plan : How it will be done »Stage 5 – Transition and Set Up months depending on size of service, complexity, level of cultural change required

Type of Model DefinitionPurpose (Main benefit) (1)Collaborati on Informal collaboration and / or sharing of service delivery between two or more partners e.g. Federation of schools, and that could include more specific forms such as consortia.  To share expertise and / or efficiencies as well as potentially increasing capacity. (2) Shared Service Formal sharing of service between two or more partners with a designated host organisation e.g. Flintshire & Denbighshire Procurement Unit, including specific governance models such as Joint Committees.  To realise efficiencies as well as potentially increasing capacity. (3) Independent Trading Company Delivery of the service by a company that could be partly or wholly owned by a Council(s) e.g. N.E.W. Homes.  To gain benefit from specific freedoms that exist by being outside of authority regulation, including having the ability to trade externally, but if delivering Council services (dependant on the type of services), the Council would need to procure these. (4) TECKAL Company Company that is wholly owned by the Local Authority that has the ability to trade to a limited degree with other agencies e.g. Shropshire Trading Company/  Local Authority services transferred to the company are not subject to competition and the company is able to grow commercial capacity to a limited degree. (5) Mutual A company or society that is owned by and / or provides specific benefits for its staff e.g. Health / Social Care Mutual  To incentivise and increase productivity of the staff which may in turn increase income and realise efficiency. (6) Co- operative A company or society that is owned jointly by a number of interested parties (members) and acts in the interest of these members for example staff, users, community organisations e.g. Knowsley Youth Mutual.  To incentivise and increase productivity by sharing responsibilities and ownership across a range of partners. (7) Social Enterprise A company or society that re-invests it’s traded profits in its social purpose e.g. Flintshire Social Enterprise  To ensure that the maximum amount of social / community benefit is delivered by a provider. (8) Community Asset Transfer The transfer of an asset, which may or may not include transfer of services to one or more community or social purpose organisations e.g. Knowsley Asset Transfer  To transfer responsibility for building operation and costs to one or more partners. (9) Joint Venture The delivery of a service by two or more partners, where they retain their identity but either have a formal legal agreement or special purpose vehicle that identifies roles and how benefits and profits are shared. e.g. Housing SPV  To enable and incentivise the solving of a service delivery or development issue jointly using the expertise of a range of partners. (10) Procurement: The procurement of a service to an external organisation increasingly considering more innovative ways of procuring the service e.g. SHARP.  Market is capable of providing a service that can deliver better value for money.

Services Working on Feasibility / Gwasanaethau’n Gweithio ar dichonolrwydd »Facility Management (Catering and Cleaning) »Property, Valuation and Estates »Leisure »Libraries »Day Care and Work Opportunities »Crèche Provision »Schools Traded Services »Streetscene »Occupational Health

Next Steps / Camau Nesaf »Autumn Scrutiny consider Service Business Plans - Cabinet decide on whether to establish ADMs »Key Criteria - 30% saving with 50% aim - Retention of services - Surplus re-invested into community benefit - Co-operative relationship between Council and ADM