Neil Evans Commissioning Manager, Shropshire Council Shropshire Council Recommissioning Supporting People Services (Housing Support) Neil Evans Commissioning Manager, Shropshire Council

How did we approach this? Review: What have we got already? What does it cost? To whom and how many? How well does it work? What do people like / what do they think is missing? Identify gaps Plan: Develop, consult, agree Commissioning Framework Do: Provider framework Provider engagement – what we’re planning & when Provider engagement – principles for recommissioning Procurement – entire programme in one go Just starting now

Stage 1 - Review Data: Service user view: Lots of data about outputs from current services JSNA Benchmarking Etc, etc, etc Service user view: Service user group Consultations with current and non-service users Really value their support worker BUT also would like to engage in ways convenient to them Rebalance availability of support Transport!

Stage 2 - Plan Develop Commissioning Framework: National policy Local drivers Develop local outcomes Widen reach of services → Private sector Increase opportunities for people to be more reliant on self and own networks; reduce reliance on ‘services’ Rebalance supply and availability of services → fairness Retain choice and diversity of providers Reduce bureaucracy and save £ Consult and agree

Recommissioning Principles / Aims Commission outcomes: Shift focus from tightly specified outputs Encourage innovation and different ways of working Capture ‘how it feels’ from service users Focus on sustainable independent living: Reduce dependency on services Increase self-reliance and community networks Simplify contracting: Fewer contracts; reduce reporting burdens BUT retain choice for the service user Increase reach into private sector housing Reduce £

Stage 3 - Do Very early stages – Provider Framework (PQQ) Engagement with current providers: Provider forum engaged early to set out the vision and need for change Encourage discussion around rationalising contracts, rebalancing supply, diversity of provider. Introduce consortium approach, partnerships, etc Development of outcomes monitoring Engagement with the market: ‘Soft market testing’ → what’s possible? How can we do some of the ‘tricky’ stuff?

Stage 3 - Do Agree shape of procurement: Develop and consult specs Sheltered housing? Supported accommodation / foyer-style? Floating support? Replace with 2 outcome themes (Homesafe and 180 / Turning Lives Around) Develop and consult specs Set outcomes & targets: 40% clients to live in private sector housing Min 20% support time to be spent on non-face to face activity, eg drop-ins, communal / group activities, social interaction

Stage 3 - Do Procurement exercise: Evaluation: Commenced 9 months before contracts commence Gave 3 months for tender submissions in recognition of work being done to establish consortia / partnerships Gave 10 weeks for evaluation Covered all services in one exercise Bids for one, some or all lots Evaluation: Highly complex Critical to get right Service user reps involved

Stage 3 – Tender Outcomes 2 consortia / partnerships win all the business Retains viability for many providers within these arrangements Reduced number of contracts: Halved number of services to around 30 Reduced number of contracts from over 20 to 7 Fewer performance returns and monitoring visits Increased capacity of services (over 18 months) by 40% Greater range of opportunities for people to engage Reduced external contract values by 20% Better ‘balance’ to services Community hubs Transport solutions

Stage 4 - Review First quarter returns completed: Shows progress towards new models of support Captures service user experience well Service user group doing survey How do things feel now? Are aims being achieved? Progress being made Transition to new model is key

Lessons Learnt A project of this scale takes time! At least 18 months Strong service user engagement is key Consortium-building and partnerships are far easier to talk about than to do Providers need to be resilient Balance resources between building the consortium and writing the tender! Some providers will not be able or willing to take part so carefully consider their exit plans and where they fit with new models

Lessons Learnt (2) Commissioning purely for outcomes sounds great … don’t underestimate the preparation needed Consider your communications plan: Brief members well Brief partners and stakeholders well Consider very closely how this is communicated to service users / the public: Do we go with the ‘big announcement’ or keep it low key? Consider impact on service users regarding publicity Unintended consequences? Partners, members and stakeholders have ownership Make sure your EINA is robust

Housing Support Services … … have a key role to play within a range of preventative services AND … are most effective within strong partnership arrangements Overarching Outcome: To enable vulnerable people to achieve sustainable independent living in their own home in the community

Any Questions? Contact: Neil Evans, Commissioning Manager Shropshire Council Tel: 01743 255927 E-mail: neil.evans@shropshire.gov.uk Brighid Carey, Head of Housing Health & Wellbeing Tel: 01743 253785 E-mail: brighid.carey@shropshire.gov.uk