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What is breeze-e

Explore the birth of Breeze-e, a pivotal e-marketplace transforming personalization in social care. Discover market complexities, challenges, and potential solutions, empowering service users, professionals, and communities to achieve better outcomes.

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What is breeze-e

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  1. Penny Osborne – Assistant Director for Business Intelligence and Strategic Commissioning, Northamptonshire County Council

  2. What is breeze-e Market leading e-commerce platform provider. Working with NHS Shared Business Services /Lead provider of NHS Personal Health Budgets. Visa partner Provider of social care Lead partner for integrated health and social care through “Healthier Northamptonshire” Market leading customer, employee & supplier engagement provider. UK’s largest network of registered Child Carers. Market leading provider of digital, customer loyalty and insights programmes for clients such as BMW, O2, Whitbread and Barclays An initiative led by a consortium of private and public sector partners....

  3. Birth of Breeze-e – context: Demand • Increasing demand for services; and • Drive for personalisation from: • Central government policy and • Consumer expectation

  4. Birth of Breeze-e – context: Supply • Personalisation complex to implement; • Imperfect market: • Market under-developed and immature. • Market cherry picking, eg equity release schemes. • Vested interests - maintenance of outdated/redundant business models, eg block contracts. • Concerns about consistency quality and performance. • Areas of potential lack of supply • Lack of good information about the market

  5. Care Act requirements • Particular focus on carers and self funders • Cap on care costs and care account • Assessment and eligibility requirements • Market shaping role

  6. Procurement issues • Costly for all parties. • Inherently adversarial • Cultural misalignment – private sector profit vs social benefits. • Tend to mitigate against risk taking. • Relies upon “client” being able to specify. • Inflexible – not good at responding to changing needs. • Can encourage wrong behaviours – target driven, claims driven. • Problems of retendering – drop off in service quality & performance as contract come to an end. • Little space for enterprise, innovation ( change often expected on contractor side but not on client side) • Artificial OJEU procurement thresholds. • Traditional procurement against a background of declining public sector resources – tends to encourage the market to move towards large “one-size-fits-all” monolithic inflexible shared service centres – which then needs to be “fed”.

  7. What’s missing? SERVICE USERS More choice, convenience, influence and control. Maximum, independence More better quality services at less cost. Added value services Service reliability TAXPAYER Accountability Better value for public subsidy Shareholding HEALTH/SOCIAL PROFESSIONALS Strategic oversight Preventative strategies Planned less reactive Unmet needs Triage Focus on complex needs Concerned with quality Performance and good outcomes MUTUAL VALUES COMMUNITY & VOLUNTARY SUPPORT Space for specialist support Community engagement Greater stake holding Freedom to innovate CSR deliverables SERVICE PROVIDERS More influence and control in return for capital/revenue investment Opportunity to access and participate (OMB, SME, - large corporates) Release of expertise. Opportunity to grow business Opportunity to optimise service delivery Opportunity to innovate EMPLOYEES More engagement Greater stake holding Release career and earning potential Freedom to innovate

  8. What we did next.. • Prepaid card pilot 2011/12 encountered problems and issues • Other authorities had some success with prepaid cards in pushing forward personalisation • Encountered resistance from some staff and service users plus process issues • And where to spend it? • What was missing was a marketplace • And what about self funders who have similar/identical needs? • Went back to basics and looked at the market • ALL residents/ALL services

  9. NCC CUSTOMER BASE = 700,000 CHILDREN SOCIAL CARE CASE LOAD YOUNG ADULTS SOCIAL CARE CASE LOAD ADULTS SOCIAL CARE CASE LOAD ELDERS SOCIAL CARE CASE LOAD V FRAIL ELDERS SOCIAL CARE CASE LOAD NCC ASC/Health assessment Prevention programmes Care Outcomes Market gap analysis 20% NCC/Health personal budget 80%Self- funded personal budget Business Data Direct Payment Part Managed NCC/Health Managed E-MARKETPLACE Prepaid Card & Mobile Personal Customers spend outside market Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Personal Acct. Customers spend inside the market Education & Training Sport Leisure & Ent. Retail Financial Services CARER NETWORKS Transport Support Housing Support Respite Support Social Care Support Health Care Support LOCALITY HUBS 1 2 3 4 5 6 7 FACE TO FACE FRE ADVICE SUPPORT PAID FOR SERVICES FEES SCHOOL MEALS EQUIPMENT EXPENSES FEES MEMBERSHIP BOOKINGS SHOPPING INVESTMENT SAVING CU INSURANCES PURCHASES TOP-UPS ADJUSTMENTS PURCHASES TOP-UPS ADJUSTMENTS FARES HIRES CAR-PARKING RENT SERVICE CHARGES CARE-LINES PURCHASE EXPENSES CARERS PA’s CHILD CARE FOSTERING

  10. NCC CUSTOMER BASE = 700,000 CHILDREN SOCIAL CARE CASE LOAD YOUNG ADULTS SOCIAL CARE CASE LOAD ADULTS SOCIAL CARE CASE LOAD ELDERS SOCIAL CARE CASE LOAD V FRAIL ELDERS SOCIAL CARE CASE LOAD VALUE LOST DATA LOST BUREAUCRATIC LIMITED CHOICE INCONVENIENT NCC ASC/Health assessment 20% NCC/Health personal budget 80%Self- funded personal budget Direct Payment Part Managed NCC/Health Managed DIRECTORY CARER NETWORKS Respite Support Social Care Support Health Care Support FACE TO FACE FRE ADVICE SUPPORT PAID FOR SERVICES PURCHASE EXPENSES CARERS PA’s CHILD CARE FOSTERING

  11. To make a market: • Informed consumers • Informed suppliers • Shop • Means of payment • Improved data gathering • Ability to target customers intelligently to provide advice, choice of services, and deliver targeted messages

  12. July 2013 Salon in London via New Local Government Network Invited large cross section of potentially interested parties: Microsoft, Capita, Serco, E&Y… Led to EU compliant tender for consortium partners to establish an e marketplace and associated transaction capability Aimed at ALL of Northamptonshire’s 700,000 residents initially…. Consortium now in place and full portal soon to launch

  13. ContactsPenny Osborne, Assistant Director for Business Intelligence and Strategic Commissioninge-mail: posborne@northamptonshire.gov.ukTel: 01604 366775Mobile: 07974 095 633Russell Darling Global Solutions Director – Government and Shared Servicese-mail: Russell.Darling@cloudbuy.comTel: 0118 963 7000Mobile: 07824140637 Lance Cannon Business Partnerships – Northamptonshire County Councile-mail: Lcannon@northamptonshire.gov.ukTel: 01604 365207Mobile: 07870432098

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