Future Family Health and Lifestyles
Service for Coventry
Market engagement event
3rd May 2017
INTRODUCTION
A new Family Health and Lifestyles
Service is being designed that will
radically transform the way we support
our families in Coventry.
The Family Health and Lifestyles Service
will bring together seven existing services,
offering an exciting opportunity to offer a
more seamless service to families.
INTRODUCTION
The purpose of today is to outline our
vision for the future
Provide you with details of the
procurement timeline and process
Seek your feedback and answer your
questions
AGENDA
Time
Item
9.15
Coffee and registration
9.45
Presentation on future Family Health and Lifestyle
Service
10.15
Q&A
10.30
Group discussion with facilitators capturing key
questions
11.00
Networking
12.00
Q and A - commissioners respond to key questions
raised during group sessions
12.30
Close
OUR VISION
OUR VISION FOR THE FAMILY HEALTH AND LIFESTYLE SERVICE
A service underpinned by the following principles:
• Appetite and a willingness to do things differently
• Aspirational service underpinned by innovation and a culture
that looks to continually improve
• Moving towards a relational model where time and energy can
be spent building trust with families and communities
• Working in a complex and changeable system presents a
significant challenge - bold leadership will be required if
opportunities are to be maximised
OUR VISION FOR THE FAMILY HEALTH AND LIFESTYLE SERVICE
A service underpinned by the following principles:
Reducing
health
inequalities
Greater
proportional
investment in
the 0-2’s
Integrated
working and a
culture of
continuous
improvement
Parent
leadership
Staff leadership
and wellbeing
Social value and
community
capacity
building
“Leaders can create the conditions for innovation;
encouraging their people to empathise with users,
generate new solutions and test and adapt them over
time. It calls for a blend of humility and curiosity,
patience and perseverance.”
– Brenton Caffin, Director of Innovation Skills, Nesta
CONTRACT DETAILS AND
COMMISSIONING PROCESS
CONTRACT DURATION
Contract duration will be for 5 years with two options to
extend, each of a two year period – provides a substantial
duration and flexibility to remodel service
The contract will include an element of incentivisation
following collaborative work to identify outcome
measures and establish a baseline
COMMISSIONING ARRANGEMENTS
An innovative process enables commissioners and potential bidders to explore and codesign a range of potential solutions to the service requirements before deciding on a
preferred model and awarding the contract
Under the light
touch regime competitive process
with dialogue
Competitive ‘shortlisting’
of bidding providers
Invitation to take part in
a number of dialogue
sessions to inform the
development of
proposals
Following dialogue,
shortlisted bidders
submit their proposals
which are then
evaluated.
• Shortlisting at expression of interest stage will be based on pre-qualification
questionnaire combined with mandatory experience based questions
• Service specification will be enhanced/refined (as a result of the dialogue session)
where needed (no confidential solutions will be shared without permission)
• Dialogue sessions will be face to face with a written summary submitted to the
commissioner ahead of the session
DIALOGUE PROCESS
Dialogue phase:
• A number of dialogue sessions will be completed with those providers shortlisted from
the expression of interest stage
• Sessions will be themed and enable the evaluation panel and provider to confidentially
discuss and workup ideas/areas of innovation
• Opportunity for provider to refine ideas/solutions following discussion and feedback
with evaluation panel
Have I understood the
requirements of the
specification?
Are there areas that
need enhancing?
Are there areas that I
haven’t fully
considered?
Have I articulated our
solution/proposal
clearly?
TIMELINE
Date
Action
w/c May 5th
OJEU
w/c 8th May
Expressions of interest sought
w/c 19th June
Successful tenderers notified and invited to take part in
dialogue
w/c 26th June
Dialogue process begins
October
Dialogue ends
November
Invitation to submit final tender
February
Contract awarded
SERVICE REQUIREMENTS
SERVICE REQUIREMENTS
• Healthy child programme 0-19
• Family Nurse Partnership
• National Childhood Measurement
Programme
• Specialist support for infant feeding
and for newly arrived communities
and black and minority groups
• A specialist lifestyles offer including
support to stop smoking in pregnancy,
encourage physical activity and
healthy lifestyles
Flexibility is built in to enable innovation
A SERVICE FIT FOR THE FUTURE
See Coventry’s JSNA for
further information:
https://www.coventry.gov.
uk/downloads/download/2
174/
Projected births 2018-2028
Foleshill
Lower Stoke
Henley
Radford
St Michael's
Longford
Upper Stoke
Holbrook
Westwood
Binley and Willenhall
Wyken
Sherbourne
Woodlands
Cheylesmore
Bablake
Whoberley
Earlsdon
Wainbody
5,827
4,272
4,257
4,123
3,952
3,886
3,886
3,768
3,376
3,332
3,164
3,086
2,916
2,762
2,556
2,362
2,101
1,593
Forecasts are extrapolated from ONS data (mid-2015 data, ward data and population projections)
IMPACTING ON PUBLIC HEALTH OUTCOMES
Reducing infant mortality
Reducing women who
smoke during their
pregnancy
Reducing teenage
conception
Reducing number of low
birth weight babies
Improving the mental
health of women who
have recently given birth
Reducing childhood
obesity
Reducing A&E
attendances / minor
injuries
Improving nutrition /
healthy eating
Supporting families to be
physically active
Increasing vaccination
and screening
Promoting and
supporting people to
have smoke free homes
Improving good child
development and how
ready children are for school
Improving dental health
Reducing rates of self-harm
Reducing substance and
alcohol misuse
Breastfeeding initiation and
6-8 week status
OUTCOMES – LAYING THE FOUNDATIONS FOR LIFE
Outcomes cannot and should not be seen
in isolation from each other.
Children and young people have
good emotional wellbeing
We have identified a set of ‘foundational’
outcomes that we believe are the
cornerstone of positive health and
wellbeing.
More families are resilient
The success of the Public Health outcomes
rests on these foundations being laid:
Children, young people and parents
feel connected and included
Children have strong attachment to
at least one adult
AREAS OF SPECIALISM WITHIN THE CONTRACT
Integrating wide range of services – wide
range skills and expertise required
Community engagement including hard to
reach communities e.g. BME and newly
arrived communities
Public Health supportive of arrangements
that enable the full breadth of the Family
Health and Lifestyles service specification to
be achieved
Social value and community capacity building
Identified areas of speciality within the
contract:
Evaluation of the service, developing outcome
measures etc
Organisational development including
establishing a culture of continuous
improvement
AREAS OF SPECIALISM WITHIN THE CONTRACT
Need to consider:
• Do you hold the broad range of expertise
within your organisation?
• Would a different arrangement better
enable the outcomes of the spec to be
achieved;
• Prime and subcontractor
• Partnership agreement
• Consortium
Support to help your thinking/development in
these areas:
• NCVO workshop and telephone support
(available in May and June/July)
• Online improvement workshops (available
May)
Community engagement including hard to
reach communities e.g. BME and newly
arrived communities
Social value and community capacity building
Organisational development including
establishing a culture of continuous
improvement
Evaluation of the service, developing outcome
measures etc
MEASURING PROGRESS AND PERFORMANCE
Key performance indicators: outcomes
• mirror the foundational outcomes
• exploratory - require joint working to
identify data collection, baseline and
trajectory
Key
Performance
Indicators
Is the system vision
being realised
Quality rating
and insights
from key
partners and
families
Direct input
and
engagement
with staff and
families
Key performance indicators: activity and
trajectory
• traditional measures – that will evolve over
time
• formally reviewed annually
• data submissions for Healthy Child
Programme national database
MEASURING PROGRESS AND PERFORMANCE
Direct input and engagement with staff and
families
• frontline staff, families and commissioners
together to identify opportunities for
improvement
Key
Performance
Indicators
Is the system vision
being realised
Quality rating
and insights
from key
partners and
families
Direct input
and
engagement
with staff and
families
Quality rating and insights from key partners
and families
• digital solutions to collect direct, real time,
feedback on service quality from families
themselves
DISCUSSION
• Is the proposed service feasible and realistic?
• What are the potential barriers in the delivery of the proposed
service?
• What is needed to facilitate the delivery of the proposed
service?
Your valuable feedback and comments will be used to shape and refine
the service.
Q&A
QUESTIONS RAISED AND ANSWERS GIVEN
1. Service specification: Will special schools and vacs and imms be in or
out of scope
• This is out of scope of the service
2. Service specification: Will FNP be the licensed model
• Yes with flexibility built in
3. Will the ECA be shared?
• No this is an internal working document – Summary of findings
available in Cabinet report which is publically available
QUESTIONS RAISED AND ANSWERS GIVEN
4. Stakeholder engagement: How have GPs, education and the vol sector
been engaged?
• Coproduction, consultation and stakeholder involvement throughout
– schools have had sight of and helped shape the service spec
• Stakeholder engagement session towards end of dialogue
5. How will the family hubs be developed and the timeline for this?
• This is emergent piece of work, Acting Early will be an integral part,
there will be a hub and spoke model
• Start date for the LA Childrens service is Sept 17 and developments
will continue to involve partners over the next year
QUESTIONS RAISED AND ANSWERS GIVEN
6. Do you have information about the Integrated Adult Lifestyles
procurement?
• Separate procurement – traditional approach more detail to follow in
June
7. Partnerships - How do we link in together (will the attendee list from today
be shared?)
• Your responsibility to work behind the scenes
• Our role has been to put on opportunities to link (info sharing survey,
NCVO workshop, today etc)
QUESTIONS RAISED AND ANSWERS GIVEN
8. Partnerships: Is there any other way to shape the spec than via
discussions with or through the prime provider?
• Has been an opportunity to shape the service throughout the
coproduction and consultation
• Provider responsibility to work closely alongside sub-contractors
9. Partnerships: What happens if one sub-contractor aligns to a provider
who is unsuccessful?
• We will not be involved in partnership arrangements – however if
the prime provider you have attached to is unsuccessful it doesn’t
mean you cant have conversations with the successful provider
QUESTIONS RAISED AND ANSWERS GIVEN
10. Are there further plans to support collaboration?
• We have put on various opportunities to support this – with the
tender shortly due to be released you will have collaborate
independently
11. Outcomes : Are there individual outcomes/KPIs for each service area?
• No this is an integrated service
12. Contract: What is the preferred contracting approach?
• As discussed in the presentation we encourage you to consider the
most appropriate approach that enables the service specification to
be met
QUESTIONS RAISED AND ANSWERS GIVEN
13. Will there be lotting?
• No – this is an integrated approach and therefore lotting is not
appropriate
14. Finances: Will there be a proportion set aside for public
engagement/campaign as part of the service?
• The provider will determine the financial model
15. Expression of interest: Who can express an interest?
• Anyone who meets the PQQ but aimed at prime providers
QUESTIONS RAISED AND ANSWERS GIVEN
16. Dialogue: Will it be with just the lead provider?
• We will be expecting lead providers/partnerships to
demonstrate how they are approaching partnerships (if at all) and the lead provider will determine who comes to the dialogue
sessions