Manchester BME Network Commissioning Differently

1. Manchester BME NetworkCommissioning Differently Nathan Atkinson Strategic Development Manager Commissioning Hub, Directorate for Children & Commissioning Manchester City Council

2. Manchester Context 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).

3. A Growing Population Insert graph from PRI presentation (I have copy)

4. Less Money • 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.

5. Unemployment • 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

6. Health Challenges 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

7. Worklessness 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 7

8. The Growth Picture (1)

9. The Growth Picture (2) 9

10. If we do nothing? No money left for non statutory/discretionary services. Doing nothing simply isn’t an option.

11. The Story so Far 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).

12. But… More of the same won’t be enough 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.

13. Changing Commissioning • 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.

14. Asking the Right Questions • Ask the right questions at the right time. • Recognise that MCC does not have all the answers.

15. Finding Different Answers 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).

16. A good starting point:The Market Position Statement • The Council has produced a Market Position Statement available on the website: http://www.manchester.gov.uk/info/200095/tenders_and_contracts/6156/market_position_statement • 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.

17. Social Value at the Heart of our Approach • 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.

18. 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. Supporting Personalisation

19. Embedding Equalities • 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

20. What does this mean for the Voluntary Sector? • 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).

21. Questions?