Criminal Justice Commissioning and Collaboration

1. Criminal JusticeCommissioning and Collaboration Rachel Rhodes, Commissioning & Procurement Adviser, NAVCA Nathan Dick, Local Development Team Leader, Clinks

2. Programme • The changing criminal justice commissioning landscape • Why collaborate and how • Understanding your market • Collaborating to deliver public services

3. The Commissioning Cycle

4. The changing criminal justice commissioning landscape

5. What’s the direction? • NOMS commissioning intentions • Competitive tendering and outcomes • Payment by results • Aggregated contracts VS. Localism

6. Who are the main players? • Probation trusts • Police and Crime Commissioners • Joining up the local commissioners • Joint/Co-commissioning • The Voluntary and Community Sector • The Prime Providers

7. Activity • Where does this leave your organisation? • What are the main challenges – threats and opportunities that your organisation faces? • Identify the strengths and weaknesses that your organisation has in adapting to these changes.

8. Collaboration and where you are now

9. Collaboration • What is it? • Common drivers and motives • Levels of collaboration • a cooperative arrangement in which two or more organisations (which may or may not have any previous relationship) work jointly towards a common goal.

10. Collaboration Why? What is the driver? • Geographically larger contracts • Reduction in specialist services • Fewer grants • Opportunity to improve/join up services • Expand reach or impact • Savings/efficiencies • Collaborate to influence

11. Exploring collaboration, simple steps…. Evaluate shape of opportunities Understand your organisational needs & priorities Clarify purpose of collaboration Explore options Decide structure & nature of collaboration

13. Activity • On post-its: • A collaborative activity you currently undertake • The purpose of the collaboration • Plot these on the collaboration spectrum. Member of supported housing forum. Main purpose: influence commissioners Subcontracted part of contract to work with males to another vol sector org Purpose: to keep to our organisational aims

14. Changing strategic partnerships and decision makers Considering the types of collaboration you currently undertake: • Where do you have good links/representation? • Where is this lacking? • Are your collaborative working arrangements fit for purpose? • Are they likely to be fit for purpose in the new commissioning environment?

15. Understanding your market

16. Internal assessment

17. Market AppraisalWhat does your market look like?

18. Are opportunities.. • Changing • Plentiful or hard to come by • Profitable • Getting smaller – more personalised services • Getting bigger – joined up services • More competitive

19. Collaborating to deliver public services

20. What is a consortium: • Group of organisations who come together to win contracts • Formal end of collaboration spectrum Longer term collaboration, set up in advance with a wide membership and wide areas of activity Speculative Shorter scale collaboration, set up in response to a particular opportunity with only relevant partners Responsive

21. ‘Before you Begin’ • What would you give, what would you get? • Why would you consider forming/joining a consortium? Activity

22. Managing Provider Contractor Managing Provider Provision of Services Sub-contractors Provision of Services

23. Managing Agent Contractor Managing Agent Sub-contractors Provision of Services

24. Special Purpose Vehicle • ‘Super provider’ SPV • Social enterprise with own board • Constituted & incorporated • Prime contractor • Hub and spokes model

25. Tender --------------------------------------------------------------------------------------------------------------------------------------------------- Super Provider ( support unit)

26. What benefits or risks are there with the 3 different consortia models?

27. Stages of consortium development Internal assessment Exploration Negotiation planning delivery Review

28. 1. Internal assessment • Why do you exist? • Do you need to collaborate? • What does the future hold? • If so, what are you collaborating for? • One or two areas of activity • Everything • What are you strengths / weaknesses

29. 2. Exploration • Who can add value to your mission? • Do they exist? • Do you know each other? • Are they open to collaboration with you or others? • Do you share culture, values, delivery methods?

30. 3. Planning • Due diligence • Leading to a formal agreement / partnership agreement covering: • Who does what – roles & responsibilities • Communications • Decision making & dispute resolution • Investment & resources • Costs • Branding • Location

31. 4. Delivery • Integrating different delivery • Creating a coherent service for service users • Monitoring • Management • costs & overheads • Underperforming partners?

32. 5. Review • What is the success of collaboration • Outcomes • What next • Deeper integration or exit strategy?

33. Tendering collaboratively • Who will submit a PQQ? • Who will write the tender? • What evidence & policies do you need? • Will you/others hedge your bets? • Do you need sub-contract agreements? • What risk is the lead bidder willing to take?

34. What next? • Recap – main benefits, key risks • What further support /resources do you require? • Links to other resources

35. Nathan Dick • Local Development Team Leader, Clinks • nathan.dick@clinks.org • Rachel Rhodes • Commissioning & Procurement Adviser, NAVCA • rachel.rhodes@navca.org.uk • www.navca.org.uk/lcpu