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Birmingham Mental Health Third Sector Consortium

Birmingham Mental Health Third Sector Consortium. Context. Decreasing Public funding Need for improved efficiency and evidence of outcomes Commissioners willing to work with third sector organisations but often concerned about size and capacity of individual organisations.

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Birmingham Mental Health Third Sector Consortium

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  1. Birmingham Mental Health Third Sector Consortium

  2. Context • Decreasing Public funding • Need for improved efficiency and evidence of outcomes • Commissioners willing to work with third sector organisations but often concerned about size and capacity of individual organisations. • Increasing private sector competition.

  3. Background • The primary goal of the new consortium will be to improve the mental health and wider well-being of local people, especially those who are most in need,through the provision of high quality, responsive, generalist and specialist services and initiatives. The focus of the consortium will be on building on the capacity and track records of existing third sector organisations to deliver a range of holistic, bespoke mental health services at the point of need.

  4. Working Party • 10 local 3rd Sector organisations of various sizes were drawn together due to the need to work more closely around psychological therapies. • Awarded an amount of national funding and secured some local funding. • 9 months work into structure of consortium.

  5. Working Party Current Members • SIFA Fireside (B) • My Time (B) • Pattigift • Acacia • St Martins Centre for Health and Healing • Birmingham Mind • icap • COPE • Ashram (B) • Murray Hall Community Trust

  6. Vision and Mission The shared vision of the consortium is of:  Birmingham as a city in which all people affected by, or at risk of, mental health problems are able to improve their well-being and overall quality of life through access to appropriate, high quality, person-centred services The mission of the consortium is to: To create a sustainable approach to bringing together mental health providers in Birmingham’s not for profit sector in order to win and deliver contracts in response to identified priorities

  7. Hub & Spoke Model

  8. Status update • Company Limited by Guarantee • Registered Charity • Board of trustees to act in the best interests of the consortium (Board will be a mix of member organisations and interested third party personnel). • Consortium acts in the interests of the member organisations.

  9. HUB and Spoke • HUB – consortium itself. • Bids for tenders and carries out the contract management and monitoring requirements. • Supports capacity and capability of members. • Spoke – providers • Delivers the contracts, Board membership, supports and guides the work of the HUB may develop sub groups for more specialised work.

  10. Membership benefits • Quality Improvement • Negotiating Power and Funding Prospects • Image and Profile • Resource Use • Strategic Capability No membership fee but a willingness to contribute to the consortium and to support capacity building required.

  11. Eligibility Criteria • Sector (not-for-profit) • Provision of mental health services • Commitment to working with the vulnerable and hard-to-reach • Area of operation • Commitment to consortium working • Financial health • Quality systems • Suitable organisational policies • Suitable governance • Technical capacity

  12. Process • Complete application from • This will be verified • Membership confirmed Application form similar to a Pre Qualification Questionnaire as part of a tender process.

  13. Associate Membership • Associate membership of the Birmingham Mental Health Consortium may be offered to organisations that do not meet all of the stated eligibility criteria set out in the Membership Prospectus but which could be deemed to have the potential to add value to the consortium through association and, in return, derive benefits from such association. • Potential to covert to full membership.

  14. Tenders • All members can bid for tenders in their own right or via the consortium. • In order for the consortium to work effectively it needs to be seen as a preferred choice by commissioners. • If the consortium wins tenders then the work will be sub-contracted to active and able members according to an agreed process.

  15. Future • 3rd Sector strengths include • our creative responses to local needs. • our focus on the customer/service user/client • Working together we will be stronger • GP commissioning – a real opportunity for the consortium to market the work that we all do. • Personalisation – is there a role for the consortium to set up brokerage?

  16. Contact Email info@mentalhealthbirmingham.org.uk Or call 0121 766 6699 to speak to Amra Dautovic

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