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 ProviderProvision 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’ 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 Hub Provider

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 Member Hub Board

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 & Risks…cont 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 01246 417725