Working together to deliver results Tony Wilson Policy Director Centre for Economic and Social Inclusion

Context Changing marketplace: From eight lead contractors to three At least as many sub-contractors under the bonnet... And could be more: Leads will need to offer support for longer, to wider range of people, across NI Changing contracts: Greater focus on performance/ financial/ risk management

Implications... Different relationship between DEL and leads; leads and subs – the vertical links Different relationships between providers? Horizontal links. In particular: More scope for testing, learning, adapting? New ways of working – technical needs Provider voice?

Joining up horizontally... By geography – e.g.: City Strategy Pathfinders ( ): Clear local strategy/ planning/ leadership Facilitated networks... of course relied on some funding By specialism – e.g.: ERSA sub-groups: Virtual and real networks Self-organised by industry... of course member benefit Sponsored networks, e,g. NEON ( ): Virtual and real, funded by Government And cutting across these, events like today’s

Test, learn, adapt – more effective We know broadly what works And you will know as well/ better than me Loads of UK research, even more internationally – via OECD, IZA, World Bank, others At least: how best to use, share, learn from what we think we know so far? At most: can we aspire to sharing learning across Steps 2 Success..? Possibly not at first...

Technical/ professional needs – more effecient Great 2008 report by “Third Sector Task Force”: Providers need professional expertise in: Contract negotiation Managing financial risk New performance management systems Providers need to work together and share expertise Proposed specialist mentors, common standards What scope, lessons can learn for NI?

Provider voice – more powerful ERSA – and equivalents in US, Australia “T2 Connect” Sub-contractors’ forum (to come) Feasibility study recommended Code of Conduct, some standardisation of terms. But how ensure strong voice?

An example from Steps to Work

Springvale Learning Partnership Working

Springvale Learning First Community Employment and Training Facility Delivering Employment Related Services

Springvale Learning Partnering:  Local Community Organisations  Voluntary Specialist Groups  Private Providers  Employers  Public Sector Bodies

Models of Managing Supply Chain 1.Lead Contractor of Consortium 33 members 2.Lead Contractor of Supply Chain 20 members

Contract Delivery  Selection of Providers to achieve  Contract Aims  Contract Targets  Contract Supply

Contract Delivery “ The strategic leadership provided by Springvale as Lead Contractor of the West Belfast contract area is very good” ETI Inspection 2009

Management of Supply Chain  Subcontractors:  Expectations Clear  Service level Contract  Provision and volume  Quality Assurance

Management of Supply Chain  Subcontractors:  Communication  Subcontractors Monthly Meetings  One to one Subcontractor meetings “There is effective communication and outstanding relationships between the Lead Contractor and the sub- contractors. “ ETI Inspection 2011

Management of Supply Chain  Subcontractors:  Administration System  Financial System  Sharing up to date information  Performance data

Management of Supply Chain  Subcontractors:  Good practice forums  Assessment  Policies and Procedures  Delivery techniques  Jobsearch materials  Self Evaluation Training

Springvale Learning Comments /Questions