public social partnerships how can we work …...• based on co -planning approach where...

1 Embedding Social Value through Sustainable Procurement

HOW CAN WE WORK TOGETHER?

Public Social Partnerships


The Key Themes of the PSP Model

Community Benefit

Capacity Building

Economic Growth

Equal Partners

Service Design

Engaging Service Users

Piloting

Consortia Building PSP

PSPs are about innovative

engagement between the

public and third sectors,

focused on enhancing the

social value and

community benefit

derived from the delivery

of public services.

There is no set legal

structure PSPs are

required to take but these

are the key themes which

each individual PSP is

expected to reflect.


• Voluntary partnerships involving one or more organisation from both the public and third sectors,

and potentially from the private sector

• Based on co-planning approach where organisations jointly design services based on service user

needs, with the model building in an opportunity to pilot services to ensure effectiveness

• Requires resources (financial and/or people) to be contributed by all parties

• The public and third sector organisations share responsibility for managing the PSP, designing and

piloting the services

• Once piloted, the new service can be competitively tendered

How can PSPs be defined?

‘A strategic partnering arrangement which involves the third sector earlier and more

deeply in the design and commissioning of public services’

Source: Scottish Government, ‘A Formal Guide to Forming & Operating Public Social Partnerships‘ July 2011


End of a Contract

Service Review Process

Recognition of Existing

Issues

Ineffective or

Insufficient Provision

Structural Changes

e.g. H&SC integration;

SDS

New Innovations or delivery approaches

There are a number of potential ‘triggers’ which can encourage public sector organisations to

consider and adopt the PSP model. Third Sector organisations can also look to leverage

relationships and engage with public authorities where they have identified an opportunity to re-

design services using a co-production approach.

Potential ‘trigger’ points include:

Triggers for Creating a PSP


How to create and sustain a successful PSP

Identify •Analyse market to identify

orgs with: •Capability •Shared Vision •Shared Resources •Shared Risk •Shared Values

Create •Build relationships •Agree joint goals •Develop joint business plan •Agree governance •Share Responsibilities •Project Plans and

Milestones •KPIs

Service Design & Pilot •Engage with users •Define user needs • Identify key outcomes •Develop service

specification which meets needs

•Pilot service and implement change where required

Manage and Sustain

Regular management meetings Open and honest communication Develop trust and relationships Strong project management Share knowledge and skills Monitor Performance against plan & KPIs

Leadership


Benefits of a PSP

Diverse Provider Market

The PSP model helps engage Third Sector providers, and through knowledge sharing and partnership working, can increase the number of viable providers and adds choice to the market

Cultural Change

Equal partnership between organisations and sectors can encourage the breakdown of cultural barriers between sectors, organisations and individuals and encourage future collaboration

Iteration through Piloting

The pilot phase allows testing before tendering, allowing the partnership to address operational issues in a safe environment and incorporate user feedback into the final design

Simpler, Innovative Services

The insight of Third Sector organisations and their insight into user needs and local communities can help breakdown traditional service delivery silos and create more innovative services

Better Outcomes for Users

The inclusion of users in the commissioning process will give more choice and control over what services are delivered and will ensure that service outcomes are ‘person-centred’

Embedding Social Value

Services are designed to maximise community benefit, and community benefit clauses can be included in the tendering process to ensure the service delivers economic and social value


Funding

Supports a fundamental shift in culture from payment for input to payments for outcomes. The Third Sector can diversify its funding base away from the unsustainable reliance on grant funding.

Changing Public Sector Focus

The PSP model can enable the public sector to facilitate rather than deliver services; acting as catalysts and facilitators of change rather than sole service providers

Develop Capacity of 3rd Sector

The PSP enables skills transfer between the public and third sectors, and the focus on partnership and consortium working will develop the capacity and capability of the Third Sector

Sustainability

The current procurement agenda focuses on sustainable procurement, and the PSP supports the growth and strengthening of the Third Sector markets, thereby promoting sustainability

Financial Benefits

There is the potential through the re-design of services to identify key areas where more efficient processes can be implemented. This can deliver financial benefits to meet budgetary demands

Transparency

A key element of a successful PSP is open and honest communication. This transparent engagement between sectors and organisations will support knowledge creation and develop mutual understanding

Benefits of a PSP (continued)


PSP Case Studies - HMP Low Moss Aims of Public-Social Partnership Approach

• The aim of the PSP is to understand the current provision of services to short-term prisoners at HMP Low Moss and design a model which coordinates services both in the prison and in the community. This model will ensure prisoners receive consistent support both in prison and the community. Service gaps will be filled and services managed consistently across providers

• Due to the significant number of stakeholder organisations, the PSP has a governance group to direct the PSP.

• Within the overall structure, there were initially three sub-groups – third sector, public sector and funders to represent the views of key stakeholders and disseminate information

• A development group, with representation from the third and public sector, has been undertaking day-to-day project activities

Progress Made Next Steps • A Logic Model has been developed for reducing

reoffending amongst prisoners at HMP Low Moss • Focus groups and interviews held with providers, the

public sector, prisoners and ex-prisoners to understand issues and opportunities

• Best practice literature has been reviewed to support service design

• A model developed for the coordination and delivery of services, and funding applications for the pilot stage are being discussed with potential funders

• As the PSP enters the detailed design stage, the Third and Public Sector Groups will merge to create one PSP team focused on co-production.

• There will be an ongoing focus on building the evidence base throughout the design and pilot to prove the success of the PSP and ensure sustainability

• Engage with procurement staff within statutory organisations to determine procurement route


PSP Case Studies – Royal Edinburgh Hospital Aims of Public-Social Partnership Approach

• The Lanfine Unit PSP is to re-design services currently delivered to those with Progressive Neurological Disorders (PND) to make them more flexible, and to provide greater choice. A network is to be developed to provide information on available services at the right time to service users and their families.

• The Wayfinder programme is also using the PSP model to establish rehabilitation pathways which address needs of those with complex mental health issues effectively

• The Lanfine PSP has three work streams – Network, Model of Care and Family & Carers, focusing on understanding the current delivery and impact of services

• The Wayfinder programme has commenced activities and is currently proceeding with the identification of third sector partners

• Service user consultation has been pivotal to the approach taken, with service users and representatives present at project board and steering group meetings

Progress Made Next Steps • The PSP approach has been embedded in the re-

provision programme for the Royal Edinburgh Hospital • The Lanfine PSP has selected a preferred option for

the future model of care. This will be followed by design of the community networks

• The Wayfinder PSP is at an early stage however significant work has been undertaken on understanding the current baseline and reviewing best practice literature

• Finalise design of future model of care and undertake detailed design of future provision and information network

• Nest steps for Wayfinder are to select and engage Third Sector partners in the design process. Timescales have been set for workstreams to work towards


PSP Case Studies – East Renfrewshire CHCP Aims of Public-Social Partnership Approach

• The PSP has been created with the aim of re-designing supported living services for adults with learning disabilities so that future provision meets the changing needs of users, and also builds in flexibility to meet the challenges of demographic change and the self-directed support agenda.

• The PSP to date has focused on building relationships between partner organisations

• All aspects of the partnership were discussed at a kick-off workshop to ensure working practices were defined and effective for all organisations involved in the PSP

• Strong focus has been placed on ensuring the MoU is completed and signed off, and that governance structures are in place to manage the project

Progress Made Next Steps • Significant progress has been made at this early stage

at building partner relationships and ensuring wide buy-in to the PSP across the public and third sector.

• Dedicated resource has been allocated to the PSP to enhance the opportunity of success

• Project planning has commenced • Governance structure agreed and the first project

board meeting was held in mid-January

• Complete create stage - complete detailed project planning

• Define overarching communication processes • Commence baselining activities to fully understand

current service provision, areas which require improvement and opportunities for change


Questions?


Activity – Workshop One (30 minutes)

You have identified the need to re-design the Care at Home services currently delivered by the Council as they are

based on the numbers provided to service users rather than focus on meeting the desired outcomes of service users.

The PSP model is the chosen approach for undertaking the re-design process.

Discuss in your groups the following points. If you identify any issues, note these down. You will present back an

overview of your discussions to the other groups at the end of the workshop.

• The vision and scope of the PSP

• Who are the required partners – how would they be chosen?

• How would the PSP approach the re-design process?

• What are the benefits of using the PSP process?


Activity – Workshop Two (30 minutes)

The Council’s Services for Communities department are reporting a significant increase in the amount of furniture

passing through their recycling depots. A number of local third sector organisations have indicated their interest in

working with the Council to develop a service which reuses such furniture.

Discuss in your groups the following points. If you identify any issues, note these down. You will present back an

overview of your discussions to the other groups at the end of the workshop.






Activity – Workshop Three (30 minutes)

Community Transport in the region delivers services to older people who have difficulty using standard buses to have access to

local facilities and amenities. The patronage of the services in increasing year on year as the population gets older and within

rural areas as mainstream bus services are reduced. There are also discussions around extending the eligibility criteria for the

service. As the growth in the service continues, especially if the eligibility criteria changes, there will be opportunities under a

PSP to develop and design innovative transport solutions to meet the increasing need for these services.

Discuss in your groups the following points. If you identify any issues, note these down. You will present back an overview of

your discussions to the other groups at the end of the workshop.





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