The Lancashire Mental Health and Social Care Partnership Board Made up of representation from Local Authorities, NHS Trusts, the Third Sector, Service Users and Carers ‘Working together to improve mental health’ The Lancashire Partnership Commissioning Model: facilitating third sector participation Dr Christina Lyons and Michelle Lyons Faculty of Health, University of Central Lancashire (UCLan) Rationale 2006 public consultation on future of mental health services Service user and carer aspirations for more choice Limited third sector provision of mental health services Who is the model for? Usual suspects: Commissioners, finance and procurement officers, informatics, contract monitoring officers Third sector organisations Service users, carers, members of the public Practitioners (including students) Businesses What is the model? Framework and toolkit supported by evidence and values Whole commissioning process not simply procurement Wider social and economic aspirations What is the model? Evidence based – literature and field observations Values based – openness, transparency, fairness and respect Field tested Mapped against World Class Commissioning competencies What is the model? Framework outlines three sequential phases: Pre-procurement Procurement and contracting Post procurement A systematic process Toolkit with detailed guidance Commissioning Framework Pre-procurement phase: analyse and plan Procurement phase: do Timescales Service specification Bidder feedback Project implementation Procurement planning Evaluation / contract monitoring Stakeholder engagement Procurement process Impact assessment Service user & carer involvement Contracting Lessons learned Health needs assessment Research Financial modelling Service model & outcomes Market stimulation Post procurement phase: review Third sector feedback Lancashire Third Sector Consortium for Mental Health (LTSC) Miracle question Developed a wish list Do commissioners plan far enough ahead? Are commissioners adequately resourced? It is then the role of providers to specify how they intend to meet the need Any changes that are made should be based on an inclusive needs assessment Commissioning resources Service need/capacity should be quantified by commissioners and included in the service specification Commissioners should review all services in an area before making changes Strengthen capacity building initiatives. Build consortia capacity – funding for a network of TSO’s. Arrangements for monitoring should be agreed at the outset/commissioner specify their expectations More notice should be given to allow TSO’s time to prepare as they don’t always have the same resource to allocate to tendering Improved consultation, separate events for providers, SU/ carers Commissioners should broaden views from the community Commissioning steering groups – little TSO representation Third Sector Wish List Transparency regarding funds available for the tender Improved commissioner communication skills Commissioners should learn lessons from best practice Outcome measurement – there are TSO and many measurement tools that can be commissioners used – would be good if could jointly commissioners understood more develop Set up provider about outcome measurement group – open measurement tools invitation to work LPB train cohort of with commissioners service users/carers Be aware of SU/carer allegiances to develop their to sit on with certain providers, try to ensure tender process commissioning panels objectivity when scoring tenders Service specification should be clear to understand commissioner More creativity from commissioners about how solutions could be provided More detail should be given at the Improve timescalesexpression of interest for tender stage application, presentation etc Lack of notice for tenders Tender feedback – could use a proforma 2 way feedback – but a better mechanism that doesn’t damage commissioner/provider relationship Third sector provider group – sit along side steering group, for any TSO to attend to find out about the commissioning process Longer spec development period beneficial – pilot Bidders should be funding to test allowed to clarify their models of working, understanding of specs that allow for terms used by innovation contacting the Early warning signs of forthcoming tenders Realistic implementation phase i.e. more than 3 days Move towards outcomes TSO’s could be used as a consultative body in a paid capacity, to help define needs. Contract monitoring Commissioners should have a better understanding of costs, 17-18% running/ management costs is realistic, not 10-12% All the relevant information is required in order to create a level playing field amongst providers Commissioners should take into account the value of TSO local knowledge Commissioner should give early warning if they feel the provider Commissioner & Full Cost Recovery is not meeting the provider to collect – a Compact way of conditions of the info, collate and working contract compare Produce tender prospectus with annual timescales Pre-tender stage – early notification of commissioning intentions Ability to appeal if you feel your tender presentation addressed all requirements but you were unsuccessful in your bid Timescales Annual prospectus to indicate commissioning intentions over the forthcoming year Distribute prospectus to all stakeholders Timescales Third Sector Consider which tenders are most appropriate Increase bid quality Collaboration Commissioner Proactive Planned Market Management Develop the market Capacity building Market stimulation Reciprocal relationship between commissioners and third sector Choice agenda Market Management Third Sector Services tailored to needs Opportunities for development and innovation Commissioner Mixed economy Choice Quality Contract Monitoring Monitoring service user outcomes Information and data collected is used more effectively/purposefully Inform future service developments Service user role in contract monitoring Contract Monitoring Third Sector Commissioner Expectations clearly articulated Problems can be rectified Opportunity to demonstrate quality and effectiveness A useful exercise Quantitative and qualitative feedback Demonstrate effectiveness and efficient use of resources Service user & carer engagement Engagement at the right time for everyone Continuous programme of engagement and involvement Open and honest communications Transparency Service user & carer engagement Third Sector Maintain understanding of local contexts Understanding service user aspirations Commissioner Harness creativity Innovative solutions Meet requirements of World Class Commissioning Next steps Snap shot of the model Model dynamic and will change in response to feedback over time Toolkit being prepared for publication Contact details: clyons2@uclan.ac.uk michelle.lyons2@nhs.net 01254 282229 Questions