1. 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.

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“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

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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 DeliveryOrganisations?
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.

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“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

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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.

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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.

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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.

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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.

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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:

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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

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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

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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 Acknowledgement
Acceptance and
adaption

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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

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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

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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