K CC Partner pilot

1. Embedding arts and culture
within Community Mental
Health and Wellbeing Service
Emma Hanson
Head of Strategic Commissioning - Adult Social Care
Vicky Tovey
Commissioning Manager - Public Health
Laura Bailey
Arts & Regeneration Officer – Economic Development

2. Arts & Culture in Kent
• Kent boasts a high profile and
vibrant cultural sector
• Arts & Culture Service re-
positioned within Economic
Development as a strategic
service
• Financial pressures led to need
for diversifying business
models and innovation
• Track record of arts
organisations to be able to
deliver wider outcomes
• Excellent art is at the heart of
what we do

3. Partnerships & Shared Aims
• Public Health moved back to the Local Authority
• Looking for innovative ways to engage people and improve
health and wellbeing
• Kent’s mental wellbeing programme provided an opportunity
and funding to try something new
• Co-investment and design with Artswork and Royal Opera
House Bridge
• Six Ways to Wellbeing pilot
• Arts & Cultural Commissioning toolkit

4. Public Health
Six Ways To Wellbeing Pilot
Six creative organisations
commissioned to deliver
health outcomes,
develop learning on
cultural commissioning
Which led to development of artscommissioningtoolkit.com
Partnerships & Shared Aims

5. Cultural Commissioning Programme
Successful CCP bid due to:
• Commitment to embedding arts in public service delivery
• KCC plans to become strategic commissioning authority
• Public Health, Adult Social Care and Policy backing
• Proven track record of work between arts and health and wellbeing
What we did:
• Developed Theory of Change
• Brought Early Help and Waste Management on board
• Decided to focus on a live tender mental health & wellbeing

6. Organisational Change & Buy-in
New Economics Foundation support helped with:
• Coaching and mentorship
• Culture change .. specifically highlighted in new
strategic statement and outcomes framework
• Director and Member support
• Buy in from additional services

7. Kent residents enjoy a good
quality of life, and more
people benefit from greater
social, cultural and sporting
opportunities
Organisational Change & Buy-in

8. There is a duty to promote well-being
The Care Act:
• Places well-being at its heart: the
primary responsibility of local authorities
is the promotion of the individual
wellbeing of both those with care needs
and carers
• Shifts responsibility from providing
services to meeting needs
• Focuses on the need for services to be
preventative, and stresses the
importance of using the existing
strengths and assets of individuals and
communities an assets based approach

9. A Life not a Service !
What does a good life
look like for you and
your family and how
can we work together
to achieve it?
Underpinned by Six Ways to
Wellbeing

10. • Public Health; universal services that support prevention,
emotional health and wellbeing.
• Adult Social Care; day opportunities, employment services
and service user engagement
• Clinical Commissioning Groups; commissioned; secondary
and acute mental health services, improving access to
psychological therapies
• Supporting People; housing related support specialist housing
schemes
Historically services worked in silos focussing on particular issues
or steps in a journey. New integrated and outcome focussed
approach aligned budgets to create Maximum bang for our
bucks !
Integrated Commissioning

11. Profile of Investment
NB* does not include Primary, General Hospital or Continuing Health Care Spend
4.9
7.4
9.4
101m
8.5 3
Joint Funded Community
and Voluntary Sector Care
KCC Funded Residential Care
KCC staff seconded to KMPT
CCG Adult Mental Health
Commissioned Services
Improving Access to
Psychological Therapies
Housing Schemes and
Housing Support

12. Information
advice and
guidance
Emotional
wellbeing
Social Inclusion
and supportive
community
networks
Self
management
and support
to maintain
recovery
Employment
support
Advocacy
Carers
Support
Primary care
support
Peer
brokerage
Reshape market and
develop Circles of
Support model with no
wrong door
Current model
confusing array that
you have to navigate
for yourself
Person
Information
advice and
guidance
Emotional
wellbeing
Social inclusion
and supportive
community
networks
Self
management
and support
to maintain
recovery
Money advice
Advocacy
Carers
Support
Employment
Support
12
The Vision - Person Centred Community Based Services
Person

13. Outcomes that matter most to people….
• Be connect to their communities and feel less lonely
and socially isolated
• Have choice, control, and feel empowered
• Live safely and independently in stable
accommodation and manage their life
• Stay in or enter employment
• Ensure income is maximised, debts are managed and
where appropriate applicable welfare benefits are
accessed
• Be involved in service design, service offer and
availability
• Be appropriately supported to manage their recovery

14. Outcomes that matter most to the system …
• Reduce the number of people entering hospital in
crisis and residential care admissions
• Reduce the numbers entering secondary mental
health care
• Increase the numbers of people being transferred
from secondary services to primary care
• Increase number of people self-caring following a
period of enablement through the short term
recovery service
• Reduce suicides

15. • Community First
• Person Centred
• Value Driven
• Outcome Focussed
• People are connected to their community and people
who have had the same experiences
• People are empowered and supported to get what
they need/want - Community Link Workers
• People only go into secondary services when 100%
necessary and can be discharged ASAP continue and
maintain their recovery in a primary care setting
A Life not a Service !

16. • Total pot 4m per year, historic funding re-
profiled based on need
• 5 year contract with a 2 year extension clause
• Let in 4 lots, mirroring CCG areas, max of 3
areas per single provider
• Outcomes focused contract but with specified
requirements around employment, housing,
link workers (CCG’s services e.g. IAPT)
• Co-location of Primary Care Social Care staff
Key facts for the procurement

17. …… is a public-sector tendering option that
allows for bidders to develop proposals in
response to a client's outline requirements. Only
when their proposals are developed to sufficient
detail are tenderers invited to submit
competitive bids ….
Competitive Dialogue

18. Business Case developed
Stakeholder and Market
Engagement – outcomes
and models
Publish OJEU Notice
Issue PQQ and invitation
to submit outline
solution & bidders
workshop
PQQ and ISOS received
and evaluated
Shortlist for competitive dialogue –
SP’s
Development of DP Matrix &
engagement on Spec
Issue invitation to
participate in dialogue
Begin dialogue
Range of themed
meetings regarding Spec,
pay mechs, T&Cs, TUPE
etc
Close dialogue
Invite bidders to submit
final solution
Select bidders and award
contract & mobilisation
…..
Customer involvement & co production throughout

19. • Proactive communication to sector - Tailored &
targeted messages inviting A&C to events & making
them aware of the opportunity
• Proactive messages from Commissioners - At
market engagement events - set expectation
• Delivery Network Matrix - Potential Delivery
Partners registered interest inc Arts & Culture
• Specification – Specifically listed Arts and Culture
• Dialogue – Session on delivery network/A& C offer
• Outcomes Performance Tracker - A&C KPI’s
Embedding arts during the process

20. Pro’s
• Really helps shape
construction of service
• Allows for provider
perspective
• Enables commissioners
to understand from
providers point of view
• Ensures service
commissioned in best
possible for outcomes
Con’s
• Labour intensive and
costly for LA and
providers - especially
those who are not
successful
• Repetitive Process
• Slow Process
Pro’s and Con’s of Approach

21. • Two Strategic Partners;
– Porchlight
– Shaw Trust
• A diverse range of Delivery Partners over 60
with 15 from Arts and Cultural Sector
• Mix of funding arrangements – contracts, spot
purchasing and grants
• 40K innovation fund, to seed fund good ideas
• Flexible network that will develop over time
Outcome – Live Well Kent

22. Co-produced KPI’s and data set to track progress and
measure impact
Systems Outcomes
• Using NHS numbers to track outcomes
• In order to evidence impact on Acute Mental Health
PBR clusters
Personal Outcomes
• SWEMWB (Short, Warwick, Edinburgh Mental
Wellbeing Scale)
• Wider Wellbeing scales to show personal journey .. Self
selected/reported and person centred
• 6 and 12 month follow ups
Network Feedback – Merlin Standard compliance
Evaluation – Live Well Kent

23. New Model – Live Well Kent

25. • Ongoing work to develop A&C Offer
• Establishing role of KCC A&C Service with Strategic
Partners and Delivery Network
• Supportive and proportionate contract management
• Flexible delivery network that will change over time
to meet needs
• Continue to build on learning & evaluate impact
• Support innovation, continuous improvement and
wider collaboration.
Next steps ….

26. • Shared vision is necessary and senior buy in a MUST
• Not all A&C orgs ready for commissioning
• Not all commissioners understand the value of A&C
in delivering outcomes
• Procurement processes can be challenging
• A&C deliver ‘added value’ evaluation is complex –
hearts and minds as important as evidence !
• This takes time and we need to develop more
partnerships in and out of A&C sector
• Culture change needed on both sides
Learning to date …..

27. Thank you any …
Questions, Comments and / or
Thoughts ….
We have found some amazing
local groups that offer a rich and
innovative approach who are not
constrained by funding in the
same way as historically funded
organisations and therefore able
to adapt to new ideas and ways
of working … Shaw Trust