This document summarizes a meeting about delivering public services as a subcontractor for the Transforming Rehabilitation program in the UK. The chair was Shane Brennan from Staywell and there were speakers from 3SC, Interserve, and P3 People. The meeting covered an overview of TR and the supply chain model, the roles of Interserve and 3SC in the Purple Futures partnership, performance management and risks, and a provider's perspective from P3 People. Plans for developing the supply chain in 2015-16 were also discussed.

1. CHAIR:
SHANE BRENNAN, CHIEF EXECUTIVE, STAYWELL
SPEAKER:
LEE WHITEHEAD, BUSINESS DEVELOPER, 3SC
FACILITATOR:
NICK DAVIES, PUBLIC SERVICES MANAGER, NCVO
P1: DELIVERING PUBLIC SERVICES AS
A SUBCONTRACTOR

2. Focus on TR and supply chain development
(risks, benefits and options)
Evolve – June 2015
15th June 2015

3. Overview
Focus on TR and supply chain development3
01
Large scale Government
procurement - TR
04
Performance Management
and Risks
02
03
05
07
The role of Interserve and 3SC
in Purple Futures
Service Delivery Structure
and Model
Future Plan for 2015-16
DISCUSSION
06
A Provider’s View – P3 People
Potential Possibilities

4. TR
4
- why / how ?
Planned since late 2012, went live late 2014
Market stewardship rules in the procurement
Prime and sub-contractor (VCSE) model
ISPAs and DOS
KPIs
Savings, efficiency and to reduce reoffending
Focus on TR and supply chain development

5. 3SC:
• Third Sector Consortia Management – non-profit social
enterprise LLP
• Win and manage public sector contracts on behalf of third
sector organisations via aggregated supply chain method
• Use a consortium model – build supply chains of local third
sector organisations which allow smaller third sector
organisations to compete for and deliver large contracts
• ‘Enabler’ for the Third Sector
• Harnesses the power of the third sector in the delivery of public
services – 4000 charitable members, 500 social landlords,
1000 social enterprises
• Manage the procurement process from start to end and then
manage contracts to ensure high quality performance
• Third sector provide experienced local, passionate and mission
driven organisations who can deliver effective outcomes
5 Focus on TR and supply chain development

6. What is Purple Futures?
Purple Futures is a new partnership of private sector, charities and social enterprise,
which will be providing probation and rehabilitation services on behalf of the Ministry
of Justice in five Contract Package Areas of the UK from February 2015:
– Cheshire & Greater Manchester
– Hampshire & Isle of Wight
– Humberside, Lincolnshire & North Yorkshire
– Merseyside
– West Yorkshire
• This represents almost 25% of the total Transforming Rehabilitation total contract
value awarded by MoJ – c£600m over 7 years - and means Purple Futures is the
largest single provider of these services.
• Interserve is the majority partner with 3SC, Shelter and P3, and the contract is a
combination of a Fee for Service element together with Payment by Results, the
later based on the effective reduction of reoffending.
6 Focus on TR and supply chain development

7. Who are Interserve?

8. Engagement with VCSE
• One practical manifestation of this is our Charity Charter which from
early 2014 has set out how we do business with the VCSE sector and
what it should expect from us. The Charter has informed the basis on
which the eventual TR contracts were constructed.
• We practise what we preach – Interserve employs more than 2,500
ex-offenders in its UK work force, and was a founder member of the
‘Ban the Box’ campaign which ensures that ex-offenders are not
discriminated against in our recruitment processes.
• The TR contract is structured to ensure that the MoJ Market
Stewardship principles are reflected in all elements that involved
charitable organisations, hence the raft of acronyms such as ISPA etc
• In essence what this strives to ensure is that all smaller VCSE
organisations are promoted within, treated fairly and are not subject to
inappropriate risk or expectations. At the same time they are robust
subcontracts with defined expectations of delivery.
8 Focus on TR and supply chain development

9. Purple Futures and 3SC
• 3SC is a partner in Purple Futures
• MOJ emphasised intention for a high level of Local VCSE (Voluntary
Community and Social Enterprise) sector involvement in the delivery
of services for the TR Programme
• MOJ keen to see VCSE working alongside commercial/public
partners in the delivery of rehabilitation services
• 3SC built a third sector supply chain submitted as part of the
Interserve led bid
9 Focus on TR and supply chain development

10. Role of 3SC in Purple Futures
• Develop a third sector supply chain and mobilise it in each area
• On contract go live assess and report the performance and quality
of each partner in the supply chain in line with their individual
ISPA
• Operate a supply chain refresh throughout the life of the contract
– potential supplier database
• Provide support and build capacity of the members of the supply
chain and potential supply chain
• Maintain a Directory of Services for each CRC – searchable
database via service type/sector/location
• Sharing of best practice/developing innovative services
10 Focus on TR and supply chain development

11. The Supply Chain
• Personalised communication and relationship building with all
potential suppliers – invitations/presentations/Partner packs
• Due Diligence conducted with each partner to get into the supply
chain
• Each partner in the supply chain has an ISPA with Interserve –
volume and unit costs
• Each CRC has a team of local delivery managers and a data
analyst
• 3SC Delivery Managers responsible for 8–10 Delivery Partners
each - manage the performance of the third sector supply chain
members
11 Focus on TR and supply chain development

12. Performance Improvement Planning
• Weekly reports on progress/performance and weekly contact with
suppliers
• Onsite Contract Performance Assessment meetings conducted
monthly as a minimum – assess performance, quality and
compliance
• Delivery Partners are required to perform within a 5% - 10% of
target each month - 2 consecutive months below target will trigger
a Performance Improvement Plan (PIP)
• Delivery Partners to produce PIP to improve performance - after 3
months options include: further PIP, additional improvement actions
or contract termination
12 Focus on TR and supply chain development

13. Work Plan for 2015-16-17
1. Review, make recommendations and impact assessment of
existing suppliers in collaboration with CRC with priority for
those contracts finishing now
2. Build supply chain of the prospective Schedule 6 suppliers –
review DD, volume and price; contract with Interserve through
ISPAs
3. Grow VCSE from 6% to 12% in supply by 2016 and then 18% by
2017.
4. Value-add – stopping serial inefficiency
5. Identify and map other local provision in CRC area – Local
Authority; PCC; Community Safety Partnerships; Police and apply
VCSE supply to them
13 Focus on TR and supply chain development

14. More than just a supply chain!
• Directory of Services to help select the right interventions at the right
time and place – holistic approach and simplify the process of
identifying supplier options (cuts down waste and DNAs)
• Using the specialist skills and knowledge of the third sector coupled
with other sectors’ support and finance to reduce offending – local
experts
• Proactive support for existing third sector suppliers and build capacity
of current and potential new suppliers of services
• Piloting innovation through work funded by social investors
• Mechanisms to identify evidence and sharing of best practice and
what works in reducing offending
14 Focus on TR and supply chain development

15. A Provider’s View – P3
• Social inclusion charity for 30 years
• Income over £20m per annum
• Homelessness, housing-related support, floating support, advice
and drop-in centres, alternative education, youth services
• Link Worker services: intensive, personalised support for clients
presenting with multiple, complex needs
• Tier 2 partner to Interserve, with 3SC and Shelter
• Over 2 years in the making ...
15 Focus on TR and supply chain development

16. A Provider’s View – lessons
• Don’t cooperate unless it’s a last resort
• Stick to the knitting – don’t be tempted off/don’t get pushed off
• If we needed it, it wouldn’t have worked
• Communication – be active
• Keep charitable objectives in sight
• Fight for your brand integrity – we’re not Interserve ... but we’re not
Interserve either
• Flexible and collegiate
• Don’t cooperate, collaborate
16 Focus on TR and supply chain development

17. THANK YOU
Contact
lee.whitehead@3SC.org
paul.kennedy@interserve.com
Daryl.Pride@p3charity.org
Please remember to complete and hand
in your evaluation forms
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