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Co-Founder and Senior Fellow, Institute for Citizen Centred Service
(www,iccs-isac.org)
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CITIZEN-CENTRED SERVICE DELIVERY-Collaboration among federal, state, and local governments for enhancing citizen and business satisfaction with government services
D. BRIAN MARSON
APO International Technical Expert
Co-Founder and Senior Fellow, Institute for Citizen Centred Service
(www,iccs-isac.org)
Colombo, June 2015
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framework which identifies four areas, each representing specific tasks and skills required in the
relationship between the civil service and the society it serves. For more information see oe.cd/HRM-Skills
Norfolk Community Foundation's Vital Signs Report is essential information to groups developing their organisation's Business Plan and provides useful background evidence for funding applications.
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Transforming Lives in Partnership - Ilgun YusufCANorfolk
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Note: the results of this discussion are available at: http://www.slideshare.net/marketfacil/systemic-mand-e-synthesis-31jan2013
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The paper is a live document and it is intended to evolve with the conversations that donors, academic researchers, and practitioners working in inclusive market development and finance/microfinance development. Most of these conversations will take place in MaFI, in USAID’s Microlinks (23-25 Oct, 2012) and the SEEP 2012 Annual Conference. Your comments and questions are welcome (please use the comments box here).
The systemic M&E is one of the concrete solutions proposed by the MaFI-festo (http://slidesha.re/mafifesto2) to make international development cooperation more facilitation-friendly, and therefore, more cost-effective.
Step 3: Strategic Design and Planning is about building a vision for change in the market system, devising a strategy for the PMSD process, and identifying a set of facilitative activities to implement.
Last updated 7/11/12
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Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
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Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
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Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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CBO’s Outlook for U.S. Fertility Rates: 2024 to 2054
Market Engagement Presentation
1. Working together in the changing
landscape of social care in Norfolk:
An invitation to join the conversation
Facilitator: Hannah Miller
September / October 2016
1
2. Welcome and introduction to the workshop
What would be a good outcome for NCC from the
three engagement workshops?
Catherine Underwood
Acting Executive Director, Adult Services
2
4. Individual private exercise:
What would be a good individual
outcome for you from the 3
engagement workshops?
Are you personally prepared to help
make this an achievable outcome?
4
5. Table Exercise 1
List the positive ways that NCC and
providers currently work together
List the issues that are seen to be getting in
the way of improving relationships between
NCC and providers
Feedback one point from each list
5
6. Headline views from a range of
providers on current issues
effecting relations with NCC
Hannah Miller
6
7. Positive views on joint working (1)
Past history of good relations to build on
NCC top management well respected and
responsive
Understanding of NCC budget position
Good will despite current problems
Commitment to good quality care
7
8. Positive views on joint working (2)
Council’s administration of development
fund
Extension of consultation period on pricing
Appreciation of NIC’s past achievements
Care Awards/Annual Conference
8
9. Issues effecting joint relations (1)
(NCC)
Relations have become increasingly fractious
Culture in Council (private – bad, public – good)
Lack of trust
Inconsistency in messages leads to disagreements
Lack of follow through on agreed actions
Ditto from operational/locality fora
Commitment to co-production v consultation?
9
10. Issues effecting joint relations (2)
(NCC)
Poor communication
Lack of level playing field (Norse
Care/Independence Matters)
Not happy with pricing uplift
Not happy with procurement processes
Small providers being squeezed out
NCC doesn’t listen and doesn’t learn from mistakes
10
11. Issues effecting joint relations
(Providers)
Too many provider representative organisations
Key provider associations do not work together
No fora for everyone (including arms length
companies)
Health & Social Care Consultative Forum not
sufficiently strategic
NIC – concerns re: governance, transparency,
scrutiny and representation
11
12. Table Exercise 2
Choose a contentious issue which you all
agree is effecting relations between NCC and
providers
List the actions required from NCC to
improve this issue
List the actions required from providers to
improve this same issue
Feedback one action point from each list
12
14. What does ‘good’ engagement
between a local authority and their
providers look like?
Facilitator: Hannah Miller
14
15. What do we mean by engagement?
‘In practice, engagement can be considered
as a spectrum ranging from communication
between providers and local authorities, to
working co-productively to improve
services and provision for local people’
Market Shaping Toolkit (IPC 2015)
15
16. A key duty of local authorities under the Care
Act 2014 is ‘market shaping’ which has three
main functions:
• To promote well being of the whole local
population not just those whose care they fund
• To move from being an influencer on the care
market solely through their own purchasing to
one where, with providers, ‘it seeks to shape,
facilitate and support the care market’
• To ensure that continuity of care is maintained
for people in case of provider failure
16
17. Engagement with providers can no longer be a ‘nice to
have’ or ‘a tick in the box’
Good mutual engagement is a pre-requisite of ensuring
a sufficient supply of good quality care for those that
need it
Local authority has to be clear what providers need
from it in order to be able to innovate and provide high
quality, locally appropriate service
Engagement has to be much more than providers
receiving information from the local authority
Providers should be alerted to future trading
opportunities
17
18. Providers can give input and expertise on a range
of issues from unmet service user needs to
improving quality
Mutual sharing of information and experience on
new guidance or regulations and developing a
common understanding around how these work
Local authorities should share information about
cost assumptions and the rationale for fee and
contract decisions
Providers should share information about costs,
profit margins and the terms and conditions of staff
18
19. The key driver for delivery of the Care Act
‘market shaping’ duty is the Market Position
Statement
Best practice is co-production of the MPS
with service users/carers and providers
Case example is the Manchester Area
Partnership (Manchester/Trafford/Stockport)
which is seen to demonstrate genuine co-
production between commissioners,
providers and local people
19
20. Market shaping can be seen to have three
stages – all of which require engagement with
stakeholders
• Market Intelligence (understanding supply
and demand)
• Market structuring (planning for change)
• Market intervention (taking any necessary
action)
20
21. Real gap in the rhetoric of engagement in many
areas
Reduced capacity of both local authorities and
providers due to austerity measures
New challenges to relationships emerge as others
are sorted out
Foundation of good engagement is building mutual
trust and understanding with relationships between
commissioners and providers seen as open,
honest and respectful
21
22. Three core perspectives need to come together
(People/Providers/Commissioners) for co-
production
Easier said than done!
Stronger partnerships for better outcomes: a
protocol for market relationships (TLAP 2012)
provides ‘a set of principles and behaviours
that will enhance the environment in which
good adult social care and support is
developed and sustained’
22
23. Relationships require nurturing
Good starting place for rebalancing relationships
prone to conflict is to recognise and build on what
each do well
Principles of good engagement underpinning the
protocol are:
Sharing risk
Reducing bureaucracy
Building capacity
Understanding success
23
24. Key behaviours for commissioners (1)
Understand the market for self and state funders
and develop an MPS with service users and
providers
Understand financial pressures on providers and
facilitate honest conversations on cost and spend
Ensure mechanisms in place to embed co-
production
Create conditions for positive engagement with
providers of all sizes
24
25. Key behaviours for commissioners (2)
Ensure there is joint understanding of quality and
how it is measured and assured
Develop a shared understanding of outcomes and
how these relate to commissioning and contracting
Incentivise innovation and support market diversity
Develop the workforce and enable stakeholders to
understand each others roles, responsibilities,
drivers and risks
Work together with providers to find positive
solutions to problems
25
26. Key behaviours for providers (1)
Understand key pressures commissioners are
under and be prepared for honest conversations
about costs and value for money
Be an active partner in developing an MPS and say
what works in providing support
Ensure mechanisms to embed co-production in
service development
Take up opportunities to engage with
commissioners and other stakeholders
Engage in local planning and respond to market
needs and changes
26
27. Key behaviours for providers (2)
Understand what quality means and how it is
measured and assured
Develop a shared understanding of outcomes with
commissioners
Take opportunities to collaborate with other
providers in tendering processes
Develop the workforce and market social care as a
vibrant and diverse sector to work in
Work together with commissioners to find positive
solutions to problems
27
28. Market Shaping Toolkit (Institute of Public Care
2015) provides top tips on how local authorities
and providers should positively engage
It contains a self assessment exercise for local
authorities to gauge how well they are doing in
provider engagement and to help develop an action
plan for improvement
Additional tips include the local authority providing
free training across the sectors and additional
support for micro providers seeking to become
sustainable
28
29. What might joint agendas look like where
there is real engagement? (1)
How can providers input into policy?
How does the MPS take provider views into account?
What sector specific information would be useful for
new/expanding providers?
What financial information, advice and guidance is
available to service users and their families?
Can providers/local authority share training delivery?
How can standards improve at a time of cost pressure?
29
30. What might joint agendas look like
where there is real engagement? (2)
Do staff have skills needed for now and in the
future?
What workforce planning is needed across the
sector?
How can we share best practice innovation?
How do we measure and assure quality?
What information is needed on-line and via social
media?
30
31. Resource List (1)
Building constructive market relations Oct. 2010
http://www.ipc.brookes.ac.uk
Commissioning for better outcomes 2015
https://www.adass.org.uk
Market shaping toolkit June 2015
http://www.ipc.brookes.ac.uk
Market shaping review: what is market shaping July 2016
http://www.ipc.brookes.ac.uk
People not process – co-production in commissioning and
market shaping http://www.thinklocalactpersonal.org.uk
Promoting good provider forums July 2011
http://www.ipc.brookes.ac.uk
Stronger partnerships for better outcomes: a protocol for market
relations 2012 http://www.thinklocalactpersonal.org.uk
31
32. Table Exercise 3
What kind of formal strategic engagement
structures would you like to see going forward
to enable NCC to have the widest possible
dialogue with all providers?
What kind of operational fora would you like to
see going forward to deal with day to day and
more practical levels of engagement?
What other key stakeholders would you like to
see involved in any revised arrangements and
why?
Feedback a key point on each
32
33. Headline views from a range of
providers on changes they
would like to see made in order
to maximize provider
engagement with NCC
Hannah Miller
33
34. Foundations for improved relations
Clear, trustworthy leadership (NCC +
Providers)
Clear commitment to work together
strategically
NCC to commit to real co-production
(engaging providers, NHS, voluntary sector
and service users/carers)
Provider organisations to work together in
harmony
34
35. Suggestions for change (1)
NCC to differentiate between the business models
of small providers v large companies
NCC to review their tendering and financial models
NCC to use the market with less protection of arms
length companies
More transparency about business expansion
plans of the arms length companies
Investment in training across the sectors
35
36. Suggestions for change (2)
Improved and consistent communication with
providers
More information about new ways of working in
social work (strength based, outcome focused)
More clarity about specifications of projects before
inviting bids
Continue locality/operational meetings but with a
clear remit, senior staff in attendance and timely
follow up on agreed actions
36
37. Improved structures for engagement
Engagement needs to be simplified
Engagement should be more proactively led by
NCC
New model required for real inclusive
representation with full buy-in from the
independent sector
One umbrella provider association with transparent
governance and accountability
Provider representatives to be all elected
Agenda to be set together
37
38. Invitation to participants from the
floor for comments/offers to
actively engage in further
conversations
38
39. Next steps: how will NCC take the
ideas and views of workshop
participants forward?
Catherine Underwood
Acting Executive Director, Adult Services
39