Penny Osborne – Assistant Director
for Business Intelligence and
Strategic Commissioning,
Northamptonshire County Council
What is breeze-e
An initiative led by a consortium of private and public sector
partners....
Market leading e-commerce
platform provider.
Working with NHS Shared Business
Services /Lead provider of NHS
Personal Health Budgets.
Visa partner
Provider of social care
Lead partner for integrated health
and social care through “Healthier
Northamptonshire”
Market leading customer,
employee & supplier engagement
provider.
UK’s largest network of registered
Child Carers.
Market leading provider of digital,
customer loyalty and insights
programmes for clients such as
BMW, O2, Whitbread and Barclays
Birth of Breeze-e – context:
Demand
• Increasing demand for services;
and
• Drive for personalisation from:
–Central government policy
and
–Consumer expectation
Birth of Breeze-e – context:
Supply
• Personalisation complex to implement;
• Imperfect market:
– Market under-developed and immature.
– Market cherry picking, eg equity release schemes.
– Vested interests - maintenance of outdated/redundant
business models, eg block contracts.
– Concerns about consistency quality and performance.
– Areas of potential lack of supply
– Lack of good information about the market
Care Act requirements
•
Particular focus on carers and self funders
• Cap on care costs and care account
• Assessment and eligibility requirements
• Market shaping role
Procurement issues
–
–
–
–
–
–
–
–
Costly for all parties.
Inherently adversarial
Cultural misalignment – private sector profit vs social benefits.
Tend to mitigate against risk taking.
Relies upon “client” being able to specify.
Inflexible – not good at responding to changing needs.
Can encourage wrong behaviours – target driven, claims driven.
Problems of retendering – drop off in service quality & performance as contract come to
an end.
– Little space for enterprise, innovation ( change often expected on contractor side but
not on client side)
– Artificial OJEU procurement thresholds.
– Traditional procurement against a background of declining public sector resources –
tends to encourage the market to move towards large “one-size-fits-all” monolithic
inflexible shared service centres – which then needs to be “fed”.
What’s missing?
SERVICE USERS
HEALTH/SOCIAL
PROFESSIONALS
More choice, convenience,
influence and control.
Maximum, independence
More better quality services
at less cost.
Added value services
Service reliability
Strategic oversight
Preventative strategies
Planned less reactive
Unmet needs
Triage
Focus on complex needs
Concerned with quality
Performance and good
outcomes
TAXPAYER
Accountability
Better value for public subsidy
Shareholding
COMMUNITY & VOLUNTARY
SUPPORT
MUTUAL
VALUES
Space for specialist support
Community engagement
Greater stake holding
Freedom to innovate
CSR deliverables
SERVICE PROVIDERS
More influence and control in
return for capital/revenue investment
Opportunity to access and participate
(OMB, SME, - large corporates)
Release of expertise.
Opportunity to grow business
Opportunity to optimise service delivery
Opportunity to innovate
EMPLOYEES
More engagement
Greater stake holding
Release career and earning potential
Freedom to innovate
What we did next..
• Prepaid card pilot 2011/12 encountered problems and
issues
• Other authorities had some success with prepaid cards
in pushing forward personalisation
• Encountered resistance from some staff and service
users plus process issues
• And where to spend it?
• What was missing was a marketplace
• And what about self funders who have similar/identical
needs?
• Went back to basics and looked at the market
• ALL residents/ALL services
NCC CUSTOMER BASE = 700,000
SOCIAL CARE
CASE LOAD
CHILDREN
YOUNG ADULTS
SOCIAL CARE
CASE LOAD
ADULTS
SOCIAL CARE
CASE LOAD
ELDERS
SOCIAL CARE
CASE LOAD
V FRAIL SOCIAL CARE
ELDERS CASE LOAD
NCC ASC/Health assessment
20% NCC/Health
personal budget
80%Self- funded
personal budget
Personal Acct.
NCC/Health
Managed
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Part
Managed
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Personal Acct.
Direct
Payment
Prevention programmes
Care Outcomes
Market gap analysis
Business Data
E-MARKETPLACE
Customers spend outside market
Customers spend inside the
market
Education &
Training
FEES
SCHOOL MEALS
EQUIPMENT
EXPENSES
Sport Leisure
& Ent.
FEES
MEMBERSHIP
BOOKINGS
Retail
SHOPPING
Financial
Services
INVESTMENT
SAVING
CU
INSURANCES
Social Care
Support
LOCALITY HUBS
1 2 3 4 5 6 7
PURCHASES
TOP-UPS
ADJUSTMENTS
FACE TO FACE
FRE ADVICE
SUPPORT
PAID FOR SERVICES
Health Care
Support
CARER
NETWORKS
PURCHASES
CARERS
TOP-UPS
PA’s
ADJUSTMENTS CHILD CARE
FOSTERING
Transport
Support
FARES
HIRES
CAR-PARKING
Housing
Support
Respite
Support
RENT
PURCHASE
SERVICE CHARGESEXPENSES
CARE-LINES
Prepaid
Card &
Mobile
Personal
NCC CUSTOMER BASE = 700,000
CHILDREN
SOCIAL CARE
CASE LOAD
YOUNG ADULTS
SOCIAL CARE
CASE LOAD
ADULTS
SOCIAL CARE
CASE LOAD
ELDERS
NCC ASC/Health assessment
20% NCC/Health
personal budget
Direct
Payment
Part
Managed
DIRECTORY
Social Care
Support
Health Care
Support
FACE TO FACE
FRE ADVICE
SUPPORT
PAID FOR SERVICES
CARER
NETWORKS
CARERS
PA’s
CHILD CARE
FOSTERING
Respite
Support
PURCHASE
EXPENSES
NCC/Health
Managed
80%Self- funded
personal budget
SOCIAL CARE
CASE LOAD
V FRAIL SOCIAL CARE
ELDERS CASE LOAD
VALUE LOST
DATA LOST
BUREAUCRATIC
LIMITED CHOICE
INCONVENIENT
To make a market:
•
•
•
•
•
•
Informed consumers
Informed suppliers
Shop
Means of payment
Improved data gathering
Ability to target customers intelligently to provide advice,
choice of services, and deliver targeted messages
July 2013
• Salon in London via New Local Government Network
• Invited large cross section of potentially interested
parties: Microsoft, Capita, Serco, E&Y…
• Led to EU compliant tender for consortium partners
to establish an e marketplace and associated
transaction capability
• Aimed at ALL of Northamptonshire’s 700,000
residents initially….
• Consortium now in place and full portal soon to
launch
Contacts
Penny Osborne, Assistant Director for Business Intelligence and Strategic Commissioning
e-mail:
posborne@northamptonshire.gov.uk
Tel:
01604 366775
Mobile:
07974 095 633
Russell Darling Global Solutions Director – Government and Shared Services
e-mail:
Russell.Darling@cloudbuy.com
Tel:
0118 963 7000
Mobile:
07824140637
Lance Cannon Business Partnerships – Northamptonshire County Council
e-mail:
Lcannon@northamptonshire.gov.uk
Tel:
01604 365207
Mobile:
07870432098