Nathan Atkinson
Strategic Development Manager
Commissioning Hub, Directorate for
Children & Commissioning
Manchester City Council

Demography
Rising demands from a growing population.
Budget
Significantly reduced Council budgets.
Economic and social inactivity
Concentrated areas of worklessness and poor health.
Growth
Good growth prospects (second only to London & South
East).
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3.0
Insert graph from PRI presentation (I have copy)
2.5
England Manchester
2.0
1.5
1.0
0.5
0.0
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007
Source: Mid Year Population Estimates, ONS. © Crown copyright.
2007-2008 2008-2009 2009-2010 2010-2011 2011-2012
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• Local Government settlement for Manchester covering
2015/16 likely to require £70m savings across the
Council.
• Further savings required in 2016/17 – not yet known.
Adults & Children's Combined Budget: Last 5 Financial Years
500,000,000
450,000,000
400,000,000
350,000,000
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
0
2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Adults & Children's Combined
Savings 5 years plus projected
2014/15
Linear (Adults & Children's Combined
Savings 5 years plus projected
2014/15)
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JSA claimant count rate (%)
6.0
3.5
3.0
2.5
2.0
1.5
1.0
Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb Aug Feb
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Source: Office for National Statistics © Crown copyright
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• Life expectancy at birth for females 79.1 - gap with England has widened to 3.5 years
• Life expectancy at birth for men 74.1 - gap with
England of 4.5 years remains
• Increase in suicide rate overall in 2008-10 but
2011 figures suggest a decrease in suicide for males aged 25-49
• Adults in Manchester were significantly more likely to have low mental wellbeing compared with the north west average
6

• Insert graph or stats from economy scrutiny or similar which show levels of ESA, unemployment etc
• Insert few stats which show Manchester having worst health outcomes in England
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Gross Value Added (GVA) forecast for
Manchester
25,000
20,000
15,000
10,000
5,000
0
2010 2015 2020
Source: Greater Manchester Forecasting Model 2012, Copyright Oxford Economics Ltd
2025 2030
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Total employment forecast (jobs - '000s) - GMFM 2012
400.0
390.0
380.0
370.0
360.0
350.0
340.0
330.0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
2012 GMFM Final 340.0
345.3
350.1
354.9
360.0
365.1
369.5
373.5
376.7
379.4
382.0
384.2
386.2
388.1
389.7
391.0
392.0
393.6
395.3
396.8
398.3
Source: Greater Manchester Forecasting Model 2012. Copyright Oxford Economics Lts
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No money left for non statutory/discretionary services.
Doing nothing simply isn’t an option.
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Lots of efficiency savings across the Council.
Collaborative approach with the VCS sector to agree tough savings targets.
Investing in supporting the VCS sector via an infrastructure support contract.
Areas of good practice (e.g. co-design of new delivery models for end of life care with VCS groups use of mental health wellbeing grant monies).
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Council has embarked on an ambitious growth and reform plan to radically transform the way we do things – with our
City partners.
Good progress made at small scale designed to reduce demand on services by enabling people to live more independently (e.g. assistive technology).
It means changing what we do, how we do it and the way in which we work with VCS.
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• Commissioning needs to move away from the narrow focus on savings targets.
• The approach needs to improve outcomes and enable greater independence. This will save considerably more to the public purse over time than constant ‘ salami slicing ’ of contracts and grants.
• Commissioning therefore needs to be underpinned by a medium/long term vision and a coherent and effective strategy – developed with the third sector.
• Investment decisions need to be based on evidence of impact and financial cost benefit.
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• Ask the right questions at the right time.
• Recognise that MCC does not have all the answers.
Traditional Commissioning
question
New Commissioning
Question
Behaviour change
Commissioning question
How do we commission a street cleaning service?
How do we commission for clean streets?
How do we keep our neighbourhoods clean and tidy?
How do we cut £400,000 from youth services?
How do we keep young people healthy, safe and engaged and reduce costs?
What can I contribute to my local community that will provide me with opportunities too?
How do we spend circa
£45million of public health monies?
How do we commission for a healthy City?
How can we keep ourselves healthy and well?
How does public health support Manchester’s focus on economic growth?
How can I get involved in community activity and gain valuable experience?
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Shifting from a model where the Council analysed, planned, delivered, and (sometimes) reviewed to:
– A model where the Council increasingly focuses on connecting innovation and ideas with people and capital.
– A shift to investing in early help and early intervention, cutting across traditional health and social care silos.
– Clarity in what we’re looking for (and what we’re not).
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• The Council has produced a Market Position
Statement available on the website:
•
• http://www.manchester.gov.uk/info/200095/ten ders_and_contracts/6156/market_position_stat ement
It presents a picture of demand and supply now, what it might look like in the future and how commissioners will support a local and regional market.
It is the intention to update and improve the document annually and this will be aimed at the voluntary sector and SMEs so that they have awareness of the Council ’ s future commissioning intentions.
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• Consider Social Value when selecting service providers – e.g. the use of apprenticeships, work placements or volunteering. These champion the benefits of work and develop increased skills for citizens to access jobs or progress along the career ladder.
• Promote the ‘ right to challenge ’ and localism.
• Contribute to economic growth in the
City and wider City region through effective procurement with a local spend ripple.
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• Connect to Support – independent web based portal to view and purchase support linked to the MCC website.
• The aim is to promote a vibrant, diverse and evolving market.
• Increased choice of supply for citizens across all sectors including the voluntary sector – beyond
Council funded services.
• MCC needs a greater understanding of self funders and the sector is well placed to inform us and to provide service offers to the wider community.
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• Commissioning activity will always consider equalities and the needs of communities.
• The Council will:
- consult with relevant stakeholders and citizens
- work to the principles of co-design
- conduct soft market test events
- complete Equality Impact Assessments (EIAs)
- listen to and engage with providers
- encourage and support innovation
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• A more open dialogue and and a longer term view on priorities – ability to plan, test ideas, capture evidence.
• Stopping doing some things, scaling up others – with a shift in focus to early help and early intervention.
• A mix of different contracting models as required to get the best social outcomes (grants, contracts, alliances).
• Challenging and difficult – we’re dealing with problems in a tough fiscal climate.
• Investing in mechanisms to support the sector and encourage innovation (e.g. Social Impact Bonds, Crowd
Funding and use of Social Media).
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