collaboration, cooperation and communication · collaboration, cooperation and communication ....
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Collaboration, Cooperation and Communication
Welcome Sammy Douglas MLA
Nigel McKinney Building Change Trust
Introduction and Welcome Overview of CollaborationNI
What is CollaborationNI?
CollaborationNI is an innovative programme funded by the Building Change Trust and delivered in partnership by NICVA, Stellar Leadership and CO3.
CollaborationNI provides practical support to the voluntary and community sector across the whole spectrum of collaborative working. The project aims to engage the sector in the debate around the need for collaborative approaches, and to help voluntary and community organisations become more knowledgeable and skillful in working together.
Nora Smith Collaboration NI
Introduction and Welcome Overview of Supply Chains as a
model of collaboration
Defining the Supply Chain
“The network of organizations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services delivered
to the ultimate consumer.” Christopher Martin L. (1992)
“A series of integrated enterprises that must share information and coordinate physical execution to ensure a smooth, integrated flow
of goods, services, information, and cash through the pipeline.” Coyle, Langley, Novak, and Gibson (2013)
Hugh Nelson Northern Health and Social Care
Trust Supply Chains within in the
Northern Health and Social Care Trust
Hugh Nelson Head of Planning and Improvement Northern Health & Social Care Trust
NHSCT
• Social Economy Strategy adopted in September 2012
• Commitment to a healthy social economy
– Raising awareness
– Building partnership working
– Towards sustainable enterprise
• Enhanced independent living for our clients requires a vibrant social economy
Traditional procurement model
• DHSSPS procures £750m p.a.
• Increasingly centralised across public sector
• Complex and rigorous process
• Large scale with high pay-off, if successful
• Game raiser for many social enterprises
• Defining the role of statutory health and care in supporting social enterprise
DISCUSSION PAPER FOR SOCIAL ECONOMY
Model Pros and Cons Laisez Faire
Social economy develops at pace
determined by the social enterprise
sector.
Trust avails of opportunities of
placements when arise.
No resource required from Trust.
No Trust influence over pace of
development or placement growth.
Potential waste of opportunities to build
relationships for placements and to
develop social economy.
Encouragement
SE orgs grow by sharing
information and working together.
Trust assists with engaging external
expertise and grants.
Minimal input from Trust
Maximises and dependent upon
interagency working
Trust gains limited influence over pace
Safe opportunities
Opportunities for growth through re-
use of Trust valueless assets.
Trust managers encouraged to
purchase from SEs within
procurement
Trust staff offered opportunities to
make own purchases.
Trust gains some influence over pace
Opportunities limited to by access to
valueless assets and growth potential of
existing SE orgs.
Slow to harness and difficult to monitor
Range of products limited
Extended opportunities
Growth opportunities extended to
wider range of Trust assets.
Procurement via self selection or
mini-competition through Forum
Extends Trust influence over pace
Pace of orgs expansion capability
Delineation of valuable and valueless
assets difficult
Need for mini-competition process
DISCUSSION PAPER FOR SOCIAL ECONOMY
Model Pros and Cons
Matchmaking
Trust co-ordinates partnerships
between Social Enterprises to
develop opportunities around
available resources
Dependent on awareness of resources
Dependent on pro-active SEs
Not all organisations are compatible
Sub-Contracting
Encourage orgs we contract with to
sub contract to SEs
Dependent on compatibility of business
partnerships
Is this indirect procurement?
Straight Procurement
SEs supported to participate in
procurement exercises
Range of services subject to
procurement may expand
Delineation of encouraged to supported
to unfairly assisted
Develops at pace of SE orgs expansion
capability
Risk that SE not developed
Partnerships
Enterprise selected for growth via
Trust/existing SE org partnership
Partnership also engages wider
range of people/orgs
Assets remain ownership of Trust
Status of limited procurement
Partnership agreement (asset ownership,
accountability, liability)
Engages external expertise
Exit plan if not self sustaining
Limited by asset ownership
Spinning Out
Enterprise selected for spinning out
to become new SE
Asset transfer from Trust
Framework for GB not currently NI
Procurement and asset transfer process
Trust controls pace and direction
Enhanced Model
• Procurement process which reflects price & quality plus social benefit to vulnerable clients
• Use our relationships with social enterprises to influence their development and build the social economy
• Open communication v’s guarded protection
• Advice & support, not competitive advantage
• Remain within our area of expertise
Developing day opportunities
• More access for all client groups
• More Trust wide access for clients
• More move-on of clients
• More partnership and collaboration
• More sustainable social enterprise
• More Self directed Support
Collaborative Working
• Use of valueless assets to help innovate & stabilise
• Access to spending power of staff
• Seed-funding grants to stimulate growth
• Partnership agreement with shared objective of developing a project involving social enterprise, statutory agencies, independent expertise and clients.
Cameron Watt NI Federation of Housing
Associations Supply Chains for Housing
Associations, untapped potential?
Question & Answers
Juliet Cornford Social Enterprise NI
Chair
Hugh Nelson Northern Health and Social Care Trust
& Cameron Watt
NI Federation of Housing Associations
Liam McNeill Bryson FutureSkills
Setting up and managing a Supply Chain
Supply Chain Management
A Case Study
Steps to Work Programme
Liam McNeill
Bryson FutureSkills
September 2014
Established in August 1989
Group Company of Bryson Charitable Group – Northern Ireland’s largest Social Enterprise
Contracted to DEL for the provision of Training and Employment Programmes to young school
leavers and long term unemployed
Currently employ 87 full and part time members of staff
Annual turnover to March 2014 - £9.48m.
Major Provider of Adult and Youth Training Programmes, European Social Fund Initiatives,
Vocationally Relevant Qualifications (VRQs), Essential Skills (EST), Apprenticeship Frameworks
and OCN Personal Development Programmes
A total of 11 locations in Belfast, Newtownabbey and Foyle
Bryson FutureSkills – An Overview
Introduced in September 2008 as DELs flagship training and employment Programme for the
long term unemployed
Replaced New Deal Programme – 26 Contract Areas in the Province
Steps to Work procured in 10 larger Contract Areas
Required greater partnership approach and Supply Chain delivery
Programme soon to be replaced by Steps 2 Success – larger Contract Areas but fewer Supply
Chain Organisations
Steps to Work – An Overview
North Belfast and Newtownabbey 2008
South and East Belfast 2011
Foyle 2012
Total of 48 Supply Chain Partners
• Private Sector – 13 organisations
• Community / Voluntary / Social Enterprise Sectors – 33 organisations
• Non Departmental Funded Bodies – 2 organisations
Delivery Partners
• Mainstream Providers – 16 Providers
• Specialist Sub Contractors – 12 Providers
• Support Organisations – 10 Providers
• Specialist Programmes – 10 Providers
Supply Chain Turnover and Supported Jobs
• North & Newtownabbey £2,875,000 – 55 staff
• South & East Belfast £2,589,000 – 45 staff
• Foyle £2,606,000 – 48 staff
• Total £8,070,000 – 148 staff
Building a Robust and Quality Supply Chain
Specialist
Programmes
Belfast
Metropolitan
College
Mainstream
Provider
Impact
Training
Specialist
Provision
Possibilities
NI
Mainstream
Provider
Fusion21
Specialist
Provision
Armstrong
Learning
Specialist
Provision
North City
Business
Centre
Specialist
Provision
Mentor
Training
Specialist
Programmes
Business in
the
Community
Support
Organisation The
Conservation
Volunteers
Support
Organisation
Niacro
Specialist
Provision
USEL
Lead Contractor Model North Belfast and Newtownabbey
BRYSON FUTURESKILLS LEAD CONTRACTOR
Mainstream
Provider Intercomm
Mainstream
Provider
Belfast
Central
Training
Specialist
Programmes
Belfast
Metropolitan
College
Mainstream
Provider
Gems NI
Support
Organisation
Niacro
Support
Organisation
Short Strand
Community
Forum
Mainstream
Provider
East Belfast
Mission
Mainstream
Provider
Fusion21
Specialist
Provision
Armstrong
Learning
Specialist
Provision
Possibilities
NI
Specialist
Programmes
Inspire
Business
Centre
Specialist
Programmes
East Belfast
Enterprise
Agency
Support
Organisation Oasis Caring
in Action
Support
Organisation
The
Conservation
Volunteers
Support
Organisation
Cedar
Foundation
Specialist
Provision
USEL
Lead Contractor Model South & East Belfast
BRYSON FUTURESKILLS LEAD CONTRACTOR
Mainstream
Provider People 1st
Mainstream
Provider
Paragon
Training
Specialist
Programmes
CSV Media
Specialist
Programmes
Mentor
Training
Specialist
Programmes
Business in
the
Community
Specialist
Programmes
BITC
Mainstream
Provider
Customized
Training
Services
Mainstream
Provider
The
Resource
Centre Derry
Mainstream
Provider
The Training
Company
Mainstream
Provider
Austin’s
Quality
Training
Services
Mainstream
Provider
Job
Directions
Specialist
Programmes
North West
Academy of
English
Specialist
Programmes
The Nerve
Centre
Specialist
Programmes
Fusion21
Specialist
Programmes
Enterprise
North West
Support
Organisation The
Conservation
Volunteers
Support
Organisation
Triax
Neighbour-
hood
Partnership
Support
Organisation
The
Women’s
Centre
Specialist
Provision
Possibilities
NI
Lead Contractor Model Foyle
BRYSON FUTURESKILLS LEAD CONTRACTOR
Mainstream
Provider Derry Youth
& Community
Workshop
Mainstream
Provider
Acorn
Projects
Provider experience / Track record
Resources and capacity
Staffing levels
Geographical spread
Identified gaps in provision
Specialisms
Quality Assurance Systems / Awards
Formal assessment of proposals
Notification to successful organisations
Feedback to unsuccessful organisations
Stage 1 – Expressions of Interest (EOI’s)
Formal Contract Agreements and Service Level Specifications
Compliance Portfolios
• Organisational Charts
• Staff Pro-formas
• Company Policies (Health & Safety, Equal Opportunities, Data Protection etc.)
• Insurance details
• Access NI Registration
• Specific Contract Agreement
• Specific Service Level Specification
Stage 2 – Formalising Arrangements
Regular Lead Contractor / Sub Contractor Meetings
Review performance, measurement of KPIs
Liaison meetings with DEL
Case conferencing with DEL
Working groups / workshops to drive improvement
Various Lead Contractor information sessions
Administration, claim procedures and support meetings
Stage 3 – Contract Management
Inspection timetable agreed with all Supply Chain Partners
Essential Preparation
• Issues / concerns received from all Departments
• Pre-inspection desktop: administration, claims, employment tracking, performance
Pre Inspection briefing
One week inspection window
• Client and employer interviews
• Directed training observation
• Employment outcomes analysis
• Benchmarking against other Supply Chain members and other Contract Areas
Post Inspection briefing
• Discuss findings
• Challenge
• Communicate findings in a way that promotes improvement
Formal Report issued
• Details strengths and areas for improvement
• Formal response required from Supply Chain in relation to recommendations
Stage 4 – Quality & Compliance Process
Education and Training Inspectorate Report Steps to Work Provision: North Belfast and
Newtownabbey Contract Area: November 2010.
The main strengths are:
“Outstanding management of the Contract by the Lead Contractor”
“Outstanding compliance and quality assurance systems and processes which are leading to
continual improvement and capacity building within the Lead Contractor and across all the Sub
Contractors”
Education and Training Inspectorate Report Steps to Work Provision: South and East Belfast
Contract Area: May 2012.
“Well developed quality assurance procedures which are being implemented across the Contract
Area, and the commitment to continuous improvement and capacity building by the Lead
Contractor and the Sub Contractors”
How Supply Chain Management was externally
assessed by the Education and Training
Inspectorate (ETI)
Education and Training Inspectorate Report Steps to Work Provision: Foyle Contract Area:
December 2013.
“Strong leadership provided by the Lead Contractor to improve the quality of the training
services, particularly the high levels of support for the Sub Contractors in developing strategies
to improve the progression rate of participants”
“The Lead Contractor’s Senior Management Team provides strong leadership in developing a
sound infrastructure for the delivery of good quality training services. In particular, there are
robust quality assurance arrangements in place to monitor contract compliance and to review the
quality of Sub Contractor provision”
Finally
Keeping with the theme of this evening’s event our Supply Chain Models clearly demonstrate:
COLLABORATION, COOPERATION and COMMUNICATION
QUESTIONS?
Contact details: Liam McNeill
Director
Bryson FutureSkills
275 Antrim Road
Belfast
BT15 2GZ
Tel: 02890745408
Email: [email protected]
Dr James Rees Third Sector Research Centre
Lessons learnt from research on supply chains in England
and Wales
STORMONT, NI, SEPT 23 2014 JAMES REES, UNIVERSITY OF BIRMINGHAM
Supply chains: reflections from research and policy in England
About Third Sector Research Centre:
ESRC-funded research centre at Universities of Birmingham and Southampton 2008-2014
Funding from Cabinet Office and Barrow Cadbury
Wide range of research on theory, service delivery, longitudinal studies, workforce, ‘below the radar’
All publications on website
English policy context
• Increasing specification of outcomes and PbR
• Larger contracts and use of Prime providers
• Earlier context of Partnership and collaboration…
• Heightened commercial approach – reduced resource – risk transfer
• Crucial to understand structure of contract and supply chains: e.g. Primes: end-to-end; ‘tier 2’ spot contractors
Experiences in work programme • EoI stage:
– multiple negotiations and repetition
– Primes: TSOs submit poor quality EoIs
• Expectations:
– Mistakes: wasn’t a new funding stream for sector; much more commercial
– ‘Savvy’-ness: understand structure of programme and environment
• Preparation and risk assessment – Financial modelling
– Understand the ‘head contract’
• Contracts: – Bid Candy?: Means nothing unless signed up
– Indicative flows weren’t guarantees of income
• Delivery pressures: – Commercial performance management
– Strong requirements for monitoring, reporting, ranking and comparison
• Survival – Financial understanding – cash flow, implications of changes
Case studies… National disability charity
Large org., did all the legals, lots of experience in welfare to work.
BUT didn’t accuurately assess the changed structure of the market
small number/dispersion of their clients, and flows not paying off
Local Disability charity
Similarly, small dispersed client group, but stepped up to end-to-end delivery, widening their remit (risky??) – but employed experienced staff and
Local employment charity:
Very strong experience in ‘market’; deep reserves from previous programmes, accurate assessment of opportunity (only break even in yr 2); chose to enter in order to help client group ‘despite’ the Programme.
Organisational ‘savvy’; experienced staff; accurate risk and financial assessment.
Summary recommendations • Honest assessment of the opportunity
– what is on offer?
– what are the 'rules of the game’?
• Commercial skills – TSOs traditionally poor in this area
– what is their unit rate / cost base?
– are trustees knowledgeable enough?
• Evidence base- – TSOs need to demonstrate their value in robust manner
– particularly need strong evidence of achieving their principal outcome
(and relate this contracted outcomes)
• Negotiation skills – commercial and contractual naïveté is exploited
– many TSOs don't even attempt to negotiate!
• Collaboration – very mixed picture! Especially in work programme
– attribution / extra costs?
• Legal Support
Further reading
Question & Answers
Juliet Cornford Social Enterprise NI
Chair
Liam McNeill Bryson FutureSkills
& Dr James Rees
Third Sector Research Centre
Panel Questions Juliet Cornford, Social Enterprise NI (Chair) • Hugh Nelson, Northern Health and Social Care Trust
• Cameron Watt, NI Federation of Housing Associations
• Liam McNeill, Bryson FutureSkills
• Dr James Rees, Third Sector Research Centre
Reflections
Nora Smith Collaboration NI
Conclusions, Next Steps and Close
www.collaborationni.org
Save the Date!
Working better together? 27 November 2014
Lough Neagh Discovery Centre • The future of public services and the role of the Third Sector in
public service delivery • Unpicking the commissioning framework • Values driven collaborations and how they are supporting
those in most need. • Partnerships, Consortia and Mergers. What works and doesn’t
work for Third Sector organisations. • Active leadership and purposeful relationship management.