Prevention and Demand
Management
Alex Hopkins
Director Customers, Communities and
Learning
The journey so far.....
What we said
‘The council spends a significant amount of money on a wide range of
'preventative' services. These services should be positioned as a
key part of the Council's approach to reducing demand for more
expensive or care services. It is proposed that these services will
be remodelled into a new integrated approach to demand
management which will be based on much greater targeting of
need and effectiveness and will be informed by consultation. This
will involve the reduction of services in some areas.’
3
Resource Allocation
Methodology - based on fair
and equitable distribution not
historic allocation
4
The alternative....
Across the board reductions...
...everything we have now but much less
...organisations but no real services
The reality of the situation
This is going to be difficult
Prevention and Demand
Management
From Consultation to CoProduction
Janet Doran
Assistant Director, Community Services
Prevention and Demand Management
Social Care
Staff
CCL
Staff
£
Contracted
Services
Business Systems
Vulnerable
individuals/familie
s/communities
Public Service Bodies
Data Performance
Information
Prevention and Demand Management
Moving Forward:
• July 2012 – initial draft specification of outcomes, performance
measures and describing the expectations of the partner
relationship
• July–August 2012 – wide discussion on this with customers,
providers, schools and children’s centres, moving towards detailed
draft
• September 2012 – Advertise on Source Northants for a lead partner
in seven localities
• January/February 2013 – Contract award
• February onwards – Developing Locality Plans, Commissioning and
Decommissioning
Prevention and Demand Management
Transitional arrangements
• 2013/14 Savings of £2m – Work beginning now
• Locality Lead Providers (and their partners, as applicable), will need
to propose how decommissioning can best be managed – e.g. so
that service users in new arrangements are those who best fit the
new service model, rather than support being targeted arbitrarily
depending on which currently existing services may have been
used
Prevention and Demand
Management
Commissioning for Outcomes
Andrew Jepps
Assistant Director, Commissioning
A commissioning cycle
• Local outcomes
• Needs
• Supply
• Resources
• Monitor
• Review
• Improve
• Decommission
• Establish priorities
• Meet needs
effectively,
efficiently and
equitably
Analyse/
understand
Plan
Review
Do
• Decisions to secure
outcomes
• Capacity to deliver
Outcomes
• We like to commission for outcomes
• We need to commission on return on investment
• Sometimes proxy measures for outcomes are
appropriate
• Once we have procured, we contract monitor against
the successful bid
Engagement phase
• How can we meet outcomes?
• Are these ideas realistic?
– We all care about money
• Is there an evidence base?
• What about fairness and equity as opposed to
history?
Procurement phase
• This phase is rules based
• Decisions are made purely on the basis of what is
available through the process
• For example, some of the questions are scored
automatically
Do!
Engagement phase
• Engage creatively
• Engage realistically
• Describe what you do and know but also listen to
commissioners (and others)
Don’t!
Procurement phase
• Misread the questions
• Ignore the scoring levels
• Ignore what commissioners have said they are buying in
the service specification
• Assume your reputation will go before you or that
scorers will refer to information from outside the
process
• Think that procurement is about lobbying
Prevention and Demand
Management
Customer Forum Feedback
Mark Symmonds
Chair of Prevention Customer Forum
What is important in a lead provider?
Designing the specification;
•Listen ,hear and share
•Involve customers fully in all decision
making
•Excellent communication accessible to all
•Objective and impartial
•Single point of contact
•Ethical business
•Creating opportunities in local community
for employment and volunteering
•Good track record of delivery
•Involve people who represent the makeup
of that local community
•Involve young people in decisions about
services which affect them
•Have local knowledge
•Non profit making ; maybe a social
enterprise or charity
•Less bureaucracy – not taking funding from
front line delivery
•Easy minimal referral process
•Peer support /mentoring
•Prove how they will work across localities
,with county wide services and small
organisations
Prevention and Demand
Management
Expectations of a Locality Lead
Provider
Lynne Jones
Service Manager, Commissioning
Prevention and Demand Management
What is expected of a Locality Lead Provider?
First and foremost Lead Providers will reduce the demand for specialist
services in both the short and long term in a geographical area of the county
The Locality Lead Provider will have the contractual relationship with the
Council and the accountability for the performance and quality of the
services
Prevention and Demand Management
What should a Locality Lead Provider look
like?
• Effective in managing demand
• Competent in safeguarding people
• Competent in creating social capital
Prevention and Demand Management
What should a Locality Lead Provider look
like?
• Competent in dealing with a wide range of needs
• A Competent Employer
• Competent in Partnership Working
Prevention and Demand Management
What should a Locality Lead Provider look
like?
• Competent in the use of IT systems
• Competent in the geographical area
• Evidence of income generation (In its broadest sense)
Opportunity for all to comment on the identified
competencies after coffee
Prevention and Demand Management
Example key measures relating to
demand for specialist services
• No of people entering care (Young and old)
• No of children becoming looked after
• No of Children in Need requiring support
Prevention and Demand Management
Other potential Performance Indicators
• Reduction in first time entrants to the criminal justice system
• Reduction in recorded anti-social behaviour
• Planned cessation of housing related support episode (e.g.
preventing tenancy failure, leaving temporary accommodation
in planned way)
• Reduction in level of problematic drug use/behaviours
• Reduction in level of interpersonal violence episodes
Prevention and Demand Management
Other potential Performance Indicators (Cont)
• Evidenced enhanced child and young peoples development
– e.g Educational attainment, reduction in obesity and over
weight
• Improved school readiness (statutory school age) e.g Early
Years free entitlement take up
• ASCOT Adult Social Care Outcomes Tool – self reported pre
and post intervention (e.g. how safe user feels, how
socially included, etc)
Locality Based Sessions –
“Specification and Outcomes”
•
•
•
•
•
•
•
Wellingborough – Fairisle Room
Northampton – Portland Room
Daventry – Bede Room
Corby - Fairisle Room
Kettering - Fairisle Room
East Northants – Farne Room
South Northants - Clubroom
Prevention & Demand Management
Next Steps
Jul-12
Aug -12
Initial draft specification
of outcomes,
performance measures
and expectations
Wide discussion moving
towards detailed draft
Sept-12
Advertise for locality
lead providers
Jan/Feb-13
Feb-13
Onwards
Developing
Locality Plans,
Commissioning
and
Decommissioning
Contract awarded
Prevention & Demand Management
Ongoing engagement and co-production:
http://www.northamptonshire.gov.uk/Prevention