Alan Heyes

3/31/2015

“A Brave New World”

Reviewing social

environmental and care

aspects change and

transition.

It’s almost impossible to anticipate when, what and where change will

happen but it’s something we can count on and should plan for. What’s

important is to be change ready and to challenge complacency.

3/31/2015

1

“A BRAVE NEW WORLD”

Reviewing social environmental and care aspects change and transition.

Social Environmental and Care Values

What are the drivers behind this? New legislation driving the changes which are:

Public Services Social Value Act 2012

Care Act 2014

1. Public Services Social Value Act 2012

3/31/2015

2

Q Does the Social Value Act have the power to transform public spending?

A “This Ambitious new act requires public authorities to take into account social and

environmental value when they choose suppliers, rather than focusing solely on cost”.

Patrick Butler the Guardian February 2013

Abstract

Under the Public Services (Social Value 2012) Act, for the first time, all public bodies in England

and Wales are required to consider how the services they commission and procure might improve

the economic, social and environmental well-being of the area.

“Social value” is a way of thinking about how scarce resources are allocated and used. It

involves looking beyond the price of each individual contract and looking at what the collective

benefit to a community is when a public body chooses to award a contract. Social value asks the

question:

‘If £1 is spent on the delivery of services, can that same £1 be used, to also produce a

wider benefit to the community?’

The act became law in January 2013 and the Act can be found at:

http://www.legislation.gov.uk/ukpga/2012/3/enacted

What does that mean in practice to Service Delivery Organisations?

Mental Health Sector

It could mean that a mental health service is delivered by organisations that actively employs

people with a history of mental health problems to help deliver the service. I know lots of

organisations here already doing this and it’s good news for service users moving forward and

puts peer support firmly on the agenda.

In commissioning terms “The social value of commissioning these services” could be through the

service users working within the services and having jobs where they may otherwise have been

unemployed, which helps social inclusion this puts service users in control and having a say in

how mental health services are run.

3/31/2015

3

“What needs to be done if you’re a service provider or voluntary Organisations”?

Take a moment to think about your social value……

Step 1 - Measure it

Most organisations may already measure the social value they create. If not you should consider

doing this.

S.M.A.R.T targets (Specific, Measurable, Achievable, Realistic, Timely) and Key Performance

Indicators KPI’s could be used.

Visit http://socialvalueportal.com/kpi-library for further advice.

Step 2 - Get in touch with Commissioners

Contact the public bodies you want to work with for example KCC, CCG’s explaining that you

have heard about the bill and you would like to discuss social value within your own community

and sector.

Get in touch

Think about your own success

Measure it

3/31/2015

4

Offer your help in working up priorities and criteria. This will help you better understand their

needs and priorities and how you might help deliver these.

Step 3 - Think about your own Success Measures

There are many different sources of information on success measures and broader frameworks

for looking at groups of these. One useful summary is a sourcebook on outcomes and indicators

from the Charities Evaluation Service.

‘Social Value’ outcomes need to be quantifiable – promoting your ‘outcomes’ becomes

central to demonstrating value for money”.

Step 4 - Plan!

Be able to articulate why you should deliver any particular contract and what added social value

you offer.

Step 5: Don’t Forget the Rest

Each tender will still be assessed against, strategy, financial management, cost, quality, risk

management. The added social value you create is just one part of the assessment– be sure to

make the most of it but not at the risk of other elements.

Why is all this important?

When times are tough economically it is more important than ever that we get the most value

from all our public spending. Commissioning and procuring for social value can change the way

we think about things so that more taxpayers’ money is being directed towards improving

people’s lives, opportunities and the environment.

Think of it like this: if a public body needs to do something, it probably needs to do it quickly,

effectively and cheaply. It can also do it quickly, effectively, cheaply and in the way that most

benefits society. This Bill asks public bodies, by law for the first time, to consider the ways that it

most benefits society as part of each decision.

Commissioning and procuring for social value can help join up all the strategic aims of a public

body. For example – every local authority has a duty to improve the economic well-being of an

area. Commissioning for social value can ensure that the local authority uses its own purchasing

power to do this. This is no longer just the role of the authority’s economic development

department or a local enterprise partnership. It is now the role of all the people who are involved

in commissioning services.

3/31/2015

5

Frequently asked questions:

Where does it apply?

All English and some Welsh bodies will have to comply with the new law, including local

authorities, government departments, NHS Trusts, CCG, s, fire and rescue services, and housing

associations.

To what sort of contracts does it apply?

It applies to all public services contracts and those public services contracts with only an element

of goods or works. It doesn’t apply to public work contracts or public supply (goods) contracts.

How does it fit with wider procurement law?

The Public Services (Social Value) Act sits alongside other procurement laws. Value for money is

the over-riding factor that determines all public sector procurement decisions. But there is a

growing understanding of how value for money is calculated and how “the whole-life cycle

requirements” can include social and economic requirements.

The new legislation reinforces the best practice of what can already take place but too often

doesn’t. For local authorities, under their duty to achieve best value they must already consider

social, economic and environmental value¹. The recent consolidation of EU procurement

framework also makes it clear that social requirements can be fully embraced in procurement

practice providing certain criteria are met.

These criteria are:

• Social requirements should reflect policy adopted by the public body

• Social requirements should be capable of being measured in terms of

performance

• Social requirements drafted in the specification become part of the contract

• Social requirements should be defined in ways that do not discriminate against

any bidders across the European Union

In summary – this new legislation complements existing procurement legislation rather than

replacing it.

3/31/2015

6

2. CARE ACT 2014

“This is the first overhaul of Social Care statute in England for more than 60 years,”

The Care Act 2014 places a series of new duties and responsibilities on local authorities about

care and support for adults.

http://www.legislation.gov.uk/ukpga/2014/23/contents/enacted

Introduction

The Care Act 2014 builds on recent reviews and reforms, replacing numerous previous laws, to

provide a coherent approach to adult social care in England. It consolidates and modernises the

framework of care and support law; setting out new duties for local authorities and partners, and

new rights for service users and carers.

Summary

Under the Care Act, local authorities will take on new functions to make sure that people who live

in their areas:

• receive services that prevent their care needs from becoming more serious, or delay the impact

of their needs.

• can get the information and advice they need to make good decisions about care and support.

• have a range of providers offering a choice of high quality, appropriate services.

What does the Act Aim to Achieve?

1. Clearer, fairer care and support. 2. Wellbeing, physical, mental and emotional – for both the person needing care and their

carer.

3. Prevention and delay of the need for care and support. 4. People in control of their care.

3/31/2015

7

A New Emphasis on Wellbeing

The new statutory principle of individual wellbeing underpins the Act, and is the driving force

behind care and support.

Prevention

Local authorities (and their partners in health, housing, welfare and employment services) must

now take steps to prevent, reduce or delay the need for care and support for all local people.

Integration

The Act includes a statutory requirement for local authorities to collaborate, cooperate and

integrate with other public authorities e.g. health and housing. It also requires seamless

transitions for young people moving to adult social care services.

Diverse Care Markets

There must be diversity and quality in the market of care providers so that there are enough high-

quality services for people to choose from. Local authorities must also step in to ensure that no

vulnerable person is left without the care they need if their service closes due to business failure.

Assessment and Eligibility

Anybody, including a carer, who appears to need care or support is entitled to an assessment,

regardless of financial contact with the council, must focus on outcomes important to the

individual. Any needs currently being met by a carer should still be included in the assessment.

The local authority must then apply a national eligibility threshold to determine whether the

individual has eligible needs.

Charging and Financial Assessment

If the type of care being considered is chargeable, then the local authority must carry out a

financial assessment. From April 2015, all councils must offer deferred payments and from April

2016, all people with eligible needs will have a care account to set out the notional costs

accumulated to date towards their cap on care costs.

Care and Support Planning

A local authority must help a person decide what their resources are. The assessment, which

starts with how their eligible needs will met through the preparation of a care and support plan or

support plan for carers, this is reviewed regularly or when something changes.

Personal Budgets and Direct Payments

A personal budget will form part of the care and support plan or support plan. Where a person,

including a carer, has a personal budget, they can have a direct payment. From April 2016, self-

funders with eligible needs will have an independent personal budget (IPB) to record the notional

cost of meeting their eligible needs.

3/31/2015

8

When will the Act become effective?

Most of the changes take effect from April 2015. However, the major reforms to the way that

social care is funded – including the care cap and care account – will not come into operation

until April 2016.

Benefits

It should embed and extend personalisation in social care as well as increasing the focus on

wellbeing and prevention.

It should also enable local authorities and partners to have a wider focus on the whole population

in need of care, rather than just those with eligible needs and/or who are state-funded.

Better access to information and advice, preventative services, and assessment of

need.

An entitlement to care and support.

A new model of paying for care, with a cap on the care costs for which an individual is

liable.

A common system across the country (national eligibility threshold).

3. Managing Change - some thoughts

Food for thought!

“Chains of Habit are too light to be felt until they are too heavy to be broken”

Members of a team seek out certain roles and they perform most effectively in the ones

that are most natural to them

It’s almost impossible to anticipate when, what and where change will happen but it’s something

we can count on and should plan for.

What’s important is to be change ready and to challenge complacency. Effective change

demands collaboration between willing and motivated parties. Unfortunately hierarchical

organisations are better at telling people what to do than getting employees to collaborate.

Harvard Business School proposes seven steps to change which I have used when working with

organisations:

3/31/2015

9

Seven steps to change:

1. Mobilise energy and commitment through joint identification of business problems and their

solutions. Involve people in the process.

2. Develop a shared vision of how to organise and manage for competitiveness. Try to make sure

it’s in everyone’s best interest. Describe a desirable future, one that people would be happy to

have right now.

3. Identify the leadership, you need the best people involved at all levels.

4. Focus on results not on activities. Concentrate on things that will contribute to your goals.

5. Start change at the periphery, then let is spread to other areas without pushing it from the top.

You will be more successful by encourage change on the edges and let it spread inwards

6. Institutionalise success through formal policies, systems and structures. Don’t forget to

measure this.

7. Monitor and adjust strategies in response to problems in the change process. Be flexible you

might lose some people or somethings might fail.

mobilise energy

develop a vision

identify leadership

focus on results

start at the periphery

structures and

systems

monitor and adjust

3/31/2015

10

Emotional Intelligence Social and Human Factors

Emotional Intelligence (EQ) is the ability to perceive control and evaluate emotions both in

yourself and others. The concept stems from work in the 1970’s and 1990’s when psychologists

Daniel Goleman published “Emotional intelligence why it can matter more than IQ”. Today EQ lies

at the heart of leadership coaching.

Emotional Intelligence has five components as follows

Goleman pinpoints that high EQ as a common trait amongst effective business leaders. Without it

he argues a leader can have limitless energy and ideas impressive qualifications but still be

ineffective and uninspiring.

For more info visit http://www.danielgoleman.info/

Emotional intelligence

Self Awareness

abiity to recognise and understand

emotions

Motivation

desire to pursue goals with energy

Empathy

ability to understand other peoples

emotions

Self Regulation ability to control

impulses & emotions

Social skills

ability to find common ground and build

rapport

3/31/2015

11

Social and Human Factors

The typical employee spends a least eight hours a day doing in general fairly routine tasks and

when companies talk about culture, they imply a certain measure of stability and routine. This is

reinforced with stability with a job description that prescribes in concrete terms what employees

should do day to day week to week.

There is also a psychological contract in place between company and employee and as long as

the employee fits into work and social patterns he or she feels they belong. There is also a

political dimension with certain written and unwritten rules of the game.

But what happens when the contract or rules are changed. How would you suppose this person

might feel? He/She would experience a loss perhaps in turf, status or self-meaning. Even positive

change can cause anxiety for some people.

Most people eventually adapt and reconcile to change but not before passing through various

psychological stages;

Stages in Relation to Change

Adapted from Worden s Grief Theory 4th Edition 2001

These stages are similar to the grieving process and the challenge is to help people through

these stages.

Shock Defensive Retreat AcknowledgementAcceptance and

adaption

3/31/2015

12

Individuals can overcome some of the emotional issues by overcoming the powerlessness they

feel by developing a sense of personal control over other areas of their lives gaining greater

objectivity of their situations by making a list of personal losses and gains and by re-anchoring

themselves.

Managers can help by listening, keeping people connected as possible to their work groups or

other routines and eventually moving them from a focus on personal emotional to a focus on

productive ones.

About the Author

Alan Heyes is the County Chair of the Mental Health Action Groups and Community Engagement

Lead for Mental Health Matters a charity providing both online and telephone psychological

support.

http://www.liveitwell.org.uk/recovery-resource/mental -health-action-groups-mhags/

Contact Details

Email: arheyes@icloud.com

Mobile: 07515 101030

Alan is also founder of Therapy Partners who offer bespoke psychological consultancy services

to help companies through change and transition.

http://www.therapypartners.co.uk/corporate-services/

Helpful Resources and Organisations:

Kent County Council

Developing a Mental Health Commissioning Vision in Kent

http://www.kent.gov.uk/__data/assets/pdf_file/0014/15044/Developing-a-MH-

Commissioning-Vision-in-Kent.pdf

Kent County Council Business Portal

http://www.kent.gov.uk/business/grow-your-business/supply-goods-and-services/social-

care-commissioning

Social Value Act 2012

Social Impact

3/31/2015

13

The SROI Network provides a range of information and tools.

www.thesroinetwork.org

Social Enterprise UK

Email address for legal information

info@socialenterprise.org.uk

Website

www.socialenterprise.org.uk

Social Value Portal

http://socialvalueportal.com/kpi-library

Commissioning & Procurement

New Economics Foundation: Commissioning for Public Benefit 2010

http://neweconomics.org/programmes/valuing-what-matters

New Economics Foundation: A Better Return - setting the Foundations for Intelligent

Commissioning to achieve VFM. 2009.

http://www.neweconomics.org/sites/neweconomics.org/ files/A_ Better_Return_1.pdf

APSE: More bang for the public buck- A guide to using public procurement to achieve community

benefits. 2010

http://www.apse.org.uk/blog/post/2010/03/05/Getting-morebang-for-the-public-buck.aspx

Outcome Measures Evaluation Papers

J.Ellis: The Case for an Outcomes Focus. Charities Evaluation Service 2009 http://www.ces-

vol.org.uk/index.cfm?format=509

S.Cupitt: Demonstrating the Difference. Charities Evaluation Service 2009 http http://www.ces-

vol.org.uk/index.cfm?pg=472

New Philanthropy Capital: Manifesto for Social Impact. 2010

http://www.philanthropycapital.org/downloads/pdf/NPC_social_ impact_manifesto.pdf

New Economics Foundation: Seven Principles for Measuring What Matters 2009

http://neweconomics.org/programmes/valuing-what-matters

3/31/2015

14

Press Articles

Patrick Butler the Guardian Tuesday 5 February 2013.

http://www.theguardian.com/society/2013/feb/05/social-value-act-public-services

Care Act Resources

Factsheets:

Government factsheets Care Act

https://www.gov.uk/government/publications/care-act-2014-part-1-factsheets

Uemploy Care Act Factsheet – Summary of Main Points

http://www.thera.co.uk/data/Care_Act_Factsheet_1_-_Summary.pdf

Press Articles

The Guardian 5th June 2015

What are the most important changes to the Care Act

http://www.theguardian.com/social-care-network/2014/jun/05/care-act-most-important-

amendments

The Guardian 28th April 2014

How the Care Bill will affect social care professionals

http://www.theguardian.com/social-care-network/2014/apr/28/care-bill-social-care-professionals