PREPARING FOR THE FUTURE

A one-day specialist training

course for Violence Against
Women and Girls (VAWG)
organisations


Newquay, Cornwall
7
th
May 2014
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WELCOME
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And our local partners
Angelou Centre, Newcastle
Manchester Womens Aid
North-East Womens Network
Pankhurst Centre, Manchester
Skoodhya Ltd
Women Acting In Todays Society (WAITS)
Welsh Womens Aid
Womens Aid
Offices of Police & Crime Commissioners

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Aims of the day
Enable VAWG organisations to
Understand the changing funding context for their
work
Understand how they need to adapt business
practices in order to succeed in the new
environment
Build relationships with colleague organisations
and with commissioners (PCCs) with a view to
establishing a coherent and sellable service
delivery offer to commissioners, whist retaining the
values, ethos and strengths of the womens
voluntary sector.

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Programme outline
Introduction, purpose and objectives
Commissioning context
Putting yourself in the customers shoes
Developing your offer
PCC presentation and panel discussion
The bidding process workshop using a
tendering case study
Consortium models
Next steps and evaluation

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Style of training
Collaborative bringing stakeholders
together
Responsive to real changes in
environment
Valuing the position and history of
womens sector
Information, discussion, peer learning
Private-sector support pro bono

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7 Commercial
Masterclass, Day
One

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Further resources available
Online material (developing now)
Information and toolkits
www.knowhownonprofit.org
Funding (e.g. SIB)
Future courses funded through Cabinet
Office
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Ice-breaker
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COMMISSIONING CONTEXT
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Economic context
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Voluntary sector income grants
and contracts

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Commercial Masterclass,
Day One

Government Expenditure on
the VCSE 2009/2010
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Masterclass, Day
One
Policy Context
Open Public Services
Personalisation and choice
Changing funding environment and structures
New commissioners (e.g. PCCs, CCGs, HWBs)
New investors
Outcomes focus
Integrated commissioning
New mechanisms (e.g. Payment by Results)
Localism
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Masterclass, Day
One
VAWG Commissioning
Landscape
Violence against women and girls
accounts for 18% of all violent crime.
It requires multi-agency cooperation for
effective management.
Services for victims have been
transformed over the last eight years
through the implementation of a
coordinated community response.






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Central Government funding
Nearly 40M for local specialist domestic and
sexual violence services and national helplines
ring-fenced up to 2015.
This includes funding for:
Multi-Agency Risk Assessment Conference (MARAC)
Independent Domestic Violence Advisors (IDVAs)
Independent Sexual Violence Advisors (ISVAs)
Independent Rape Support Centres (to be nationally
commissioned)
These are complemented by local provision such
as Refuges, Specialist Domestic Violence Courts
support services, Sexual Assault Referral Centres

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Local commissioners
Community Safety Partnership
Police, Probation, NHS, Fire and Rescue
Service, Local Authority

From October 2014, PCCs will act as
commissioners for all local victim support
services

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Principles to reduce VAWG
Prevent violence against women and girls from
happening in the first place, by challenging the
attitudes and behaviours which foster it, and
intervening early to prevent it;
Provide adequate levels of support where
violence occurs;
Work in partnership to obtain the best outcomes
for victims and their families;
Take action to reduce the risk to women and girls
who are victims of these crimes and ensure that
perpetrators are brought to justice.

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PCC role and commissioning
responsibilities
Police and Crime Commissioners (PCCs) have
been in place since November 2012.
They are responsible for local policing priorities
and outcomes and to a large extent oversee the
Community Safety Partnerships (CSPs) in their
area.
PCCs manage a number of funding streams,
including the Community Safety Fund, and these
are not ring fenced
Many are now actively commissioning services
rather than awarding grants
Many PCCs are giving priority to tackling VAWG
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Additional funding
On 25 February 2014 the Ministry of
Justice confirmed that PCCs will be able to
bid for a share of an extra 12 million on
top of their budgets for 2014/15, to
commission further specialist services for
victims of the most serious crimes, such
as domestic violence and sexual violence,
and support for the most vulnerable
victims in our society.

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PCC role and commissioning
responsibilities re VAWG
The range of local services they will commission
includes:
Sexual Assault Referral Centres (SARCs)
Specialist Domestic Violence Courts (SDVC) and
supporting services for victims
Refuges and other safe housing options
Domestic Violence Perpetrator Programmes
PCCs have been advised that it is appropriate
that there is a focus on improving sustainability
within the Voluntary, Community and Social
Enterprise (VCSE) sector to deliver a distinct,
women-only solution within its normal operations.

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Health and Wellbeing impact of
VAWG
Health and wellbeing of victims adversely affected.
Closely associated with child abuse and neglect.
Impacts social issues eg, homelessness &
substance abuse.
There is a strong rationale for funding specialist
services in Accident and Emergency and maternity
services to support the most vulnerable victims

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Changes to Health
Commissioning
Before April 2013, hospital services, primary
health care and public health services were
commissioned by Primary Care Trusts
Since then, Clinical Commissioning Groups
have been established with responsibilities to
commission hospital care, as well as local
joint commissioning
Public Health services, including
responsibility for commissioning drug and
alcohol services, are now managed from the
Local Authority

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Implications for Health
Commissioning - re VAWG

Mainstream health services need to
recognise and respond effectively to violence
against women
There is a need for a local care pathway for
women who disclose violence in a health
setting i.e. services to refer to, that can
provide advice and support
CCGs are represented on Community Safety
Partnerships and can support joint
commissioning of support services
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PUTTING YOURSELF IN THE
CUSTOMERS SHOES
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What drives PCC
commissioning?
Public perception
Under reporting
Forensic evidence

Bureaucracy
New offences
Complexity

Efficiency
Elections
Central Govt

Police force
Public
Victims

Stakeholders
Political &
Economic
Social &
Technical
Legal &
regulatory
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What is Commissioning?
Commissioning is the process for deciding how to use the
total resource available in order to improve outcomes
in the most efficient, effective, equitable and
sustainable way.

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Commissioning process
The Commissioning Process starts by evaluating and researching services
that meet the needs of victims most effectively. This will require us to listen
to, involve and consider their needs as well as their families and
practitioners and providers who work with them.

The research is evaluated and the services required may be different to
those currently provided. Opportunities could be identified to design and
deliver services differently as the focus is on achieving the outcomes
required rather than on providing the existing services in existing ways.

The Commissioning Process will ensure the customer uses the resources
available to source the right services for victims from the right providers at
the right price.

Importantly, applying the process will encourage new ways of thinking of
how needs can be met, transforming the way PCCs allocate resources and
how services are designed and delivered. There will also be a robust
process in place to review the performance of the provision to make sure
that it is delivering against quality standards.

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Challenging some assumptionsProcurement
and Contracting are not the same as
commissioning

Procurement is the process of acquiring goods, works
or services from (usually external) providers / suppliers
and managing these through to the end of contract.
Contracting is the process of negotiating and agreeing
the terms of a contract for services, and on-going
management of the contract including payment and
monitoring.
These two elements or tools amongst others, form part
of the commissioning cycle. They do not constitute all
elements of the cycle.

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What does the customer want?
1.Providers able to bring insight and
expertise
2.Evidence of competence and achievement
3.Open, realistic and motivated to deliver
4.Commercially attuned
5.Aligned governance/decision making
6.People who are easy to work with

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Exercise
Ideal?
Now?
How could you
engage with the
process to support
analysis of needs,
mapping and
gapping?
Ideal?
Now?
How could you
contribute to service
design and innovation
to inform the
procurement part of
the cycle?
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DEVELOPING YOUR OFFER
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Police & Crime Commissioner
Multitude of Service Users and organisations in places I have never
even heard of
YOU
Selling: the negative
connotations
36 Commercial
Masterclass, Day One
Cold calling Hard selling
Loss leader Win at all costs
Selling short
Selling is the process by
which you persuade people
to buy things they dont
want or need
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.a more positive view of selling
Relationship
Consultative Solution
Customer-centric
Insight
Selling is the way that
you help customers to
buy products or services
from your organisation
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Good selling is about
Building the right relationships
Being clear about what differentiates
you/your services
Adding value by the way you engage
Being able to evidence your capabilities
Listening and being responsive to your
customer
Tenacity
Closing
WIN-WIN-WIN

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What the commissioner wants
A commissioner is looking for a contractor who:
Has a track record of delivery.
Can demonstrate clear additionality in the bid.
Show an empathy for the subject matter.
Will give them confidence for delivery.
Has a good reputation.
Is honest.

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Benefits and Value for Money
Core
You must deliver the core specification.
Demonstrate how, and your experience of
delivery.
You must do this at a competitive rate.
Winning
What is the additionality you can add?
What can you identify for free?

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Q & A with Office of Police and
Crime Commissioner

Eelke Zoestbergen Strategy and
Planning Officer / Equalities lead

Ian Ansell - Criminal Justice, Partnerships
and Commissioning Manager
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THE BIDDING PROCESS
- CASE STUDY
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CONSORTIUM MODELS

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Why consortia?
Barriers Facing Small Organisations

The procurement process (long, complex,
expensive)
Unable to find out about opportunities
Contracts are too big
Pre-qualification
Cashflow

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Consortia overcoming barriers
Scale
Development of specialist tendering and
contract management infrastructure
Greater bargaining power
Adding value at the frontline
Building capacity
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Different Contracting Forms
Provider
Managing Agent
Managing Provider
Super Provider
Joint venture
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Provider

Contractor


Provider Provision of Services

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Managing Agent
Contractor


Managing Agent


Sub-contractors Provision of Services
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Managing Provider
Contractor


Managing Provider Provision of Services


Sub-contractors Provision of Services
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Managing Agent/Provider
Contract top slice

Percentage of contract to pay for
management of sub-contractors:

Performance
Quality
Financial management
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Super Provider
Provider Provider
Provider Provider
Provider Provider
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Joint venture
Provider Provider
Provider Provider
Provider Provider
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Super-provider:
How does it work?
Incorporation to form new legal entity
Providers become members of this
company
Hub and spokes operating model
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Hub & Spokes operating model
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Ownership & Management Structure
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Some Examples
Sheffield Well-Being Consortium
Wakefield District Well-Being Consortium
Desta
C3C
Greater Together
Synergy
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Next steps for consortia
Look at existing models in more detail
Meet and discuss
Get to know each other / build relationship
Bring in development support
Funding?
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Next steps for you?

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THANK YOU

DO CONTACT ME WITH ANY QUESTIONS
Lev Pedro
National Council for Voluntary Organisations
lev.pedro@ncvo.org.uk

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