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Community Budgets

Community Budgets. (Revised following meeting on the 1 st April 2011). Community Budgets Programme. Families with Complex Needs. Community Budgets. Access To Services. Drugs & Alcohol. Overview of Community Budgets. Leicestershire 1 of 16 places across the UK.

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Community Budgets

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  1. Community Budgets (Revised following meeting on the 1st April 2011)

  2. Community Budgets Programme Families with Complex Needs CommunityBudgets Access To Services Drugs & Alcohol

  3. Overview of Community Budgets • Leicestershire 1 of 16 places across the UK. • Theme of working with Families with complex needs selected by Whitehall • Proposal submitted to Whitehall 28 Feb • Total investment committed by LCC = £4m • 3 phase programme to 2013 • Programme governance includes partners and Whitehall • Agreement to pool budgets as a basis for transformational change • Work will be based on learning from existing families with complex needs and practitioners in Leics, as well as evidenced based practice from other places

  4. Principles of CommunityBudget Programme • ‘Place’ and ‘citizens’ before ‘organisation’ • Place shared vision, objectives and services • Pro-active co-design between partners in the place and between the place & Whitehall • Prevention by early and earlier intervention • Better outcomes at less cost • Fully understand the problem before defining a solution • Ambitious & if appropriate ‘radical’ local innovation’ • Build on good practice /initiatives i.e. Integrated Offender Model, Children’s Centres, YOS, Systems Change, etc • Decommission & reprioritise services when required • Pooled /aligned budgets around the theme/place

  5. By 2014/15 we will aim to:- • Have a clear understanding of all the families with Complex Needs in Leics. (approx. 750 families) as well as the families on the threshold • Have optimal but affordable services that address the needs of these families in a way that will improve their lives • Have integrated public and voluntary sector family focussed services designed around a single place-based, system, processes and pathways • Have a place based commissioning structure responsible for commissioning family focussed services from a single, shared budget • Have a Service delivery based on a re-balanced provision focussed more on targeted services

  6. Aims Improve outcomes for Families at lower public costs • To target support to enable more vulnerable Leicestershire people and families to be successful by: • Helping to improved outcomes for all families leading to reduced demand for public services • Targeting support to families/people at risk of developing complex needs through earlier intervention • Improving outcomes for those that already have complex needs • To reduce the number of people/families that need high cost care, support or intervention by helping them be more self sufficient. • To change the culture of public services to: • seamless/integrated services provided to families with or in danger of having complex needs • services designed with citizens and clients. • To improve understanding of the need to target services where they can be most effective and deliver these services in the most cost effective way.

  7. Existing Funding streams identified in the submission to Whitehall(for pooling or aligning) • Safer and Stronger Communities Fund (to become Community Safety Fund) • Early Intervention Grant • Drugs Intervention Programme • Drugs Pooled Treatment Budget • Job Centre Plus Discretionary Funding • Work Programme Funding • European Social Fund • Youth Justice Grant • Probation/NOMS interventions funding • Family Nurse Partnership funding and health visitor services

  8. Who’s involved? (and others…) Probation LPT Connexions District Councils Police DAAT Housing CountyPCT Schools Voluntary Action LeicesterShire Pension, Carers and Disability UHL NHSTrust LCC Citizen’sAdvice Bureaux Job Centre Plus(DWP) GP Consortia

  9. Strategic Transformation Model Leicestershire Together Executive/Exec Board Pooled/Aligned budget agreement Commissioning governance approval Mandate for Transformation Key Decisions/Cabinet recommendations Strategic Vision Vision & Shaping (Strategy) Phase Opportunity definition & high level scope (High Level Business Case) Engage leadership & key stakeholders (map stakeholders power/position) High Level Design Phase • Undertake: • - ‘Problem definition’ } • ‘Core’ Q } Scoping • Fundamental objectives } Appoint / Select Design Team Citizen & Community involvement key Delivery / Implementation Phase • Undertake design phase • Analysis & document current • model/customer journey/costs • Review evidence &insight & commission gaps • - Identify barriers & address • - Design new ‘Operating Model(s) • & ‘Option Appraisal’ Framework • Test “smart” interventions • Deliver proof of concepts • - Develop stakeholder engagement plan • - Develop cost/benefit & benefits model Agree Customer Insight Framework Programme Infrastructure - Resources - Budget - Governance Identify early opportunities Define shared strategic vision Embed Change / Operationalise Develop PID Propose governance Transformation groupassure design principles within implementation & service delivery via boardmembership Agree strategic outcomes & performance framework Undertake Gateway Check Develop Programme / Project Plans Establish Programme Monitoring (i.e. Prince 2) - Risk Log - Lessons Learned - Reporting Framework - Communication Plan Submit ‘Options Appraisal’ & business case for decision Propose budgets Propose and coordinate member involvement Approval for New Operating Model & budget Recommend Champion and identify key change agents Develop & Handover Design Blue Print Core TransformationCompetencies Induction & developmentprogramme Propose and establish design methodology Define solution principles, culture and key skills

  10. Work Programme - Phase 1(Insight and Analysis) • (Next 4 months to June 2011):- • Work with Families in the County including families who have been involved with the Melton FIP programme to define root problems, costs, barriers, processes, structures etc • Work with practitioners to identify barriers and identify solution areas • Explore information and data sharing barriers and identify new ways of working • Explore best practise nationally and internationally as well as new policy and research

  11. Phase 1: AnalysisKey elements

  12. Work Programme - Phase 2(co-design) • (following 9 months July 2011 to April 2012):- • Continue to work with the families engaged in phase to work through co-design to agree new integrated model. • Agree new assessment methodology • Agree new performance evaluation framework • Develop and agree business case for new model including new commissioning and operational arrangements • Detailed implementation planning • Identify community development opportunities

  13. Work Programme - Phase 3 • (2012/12 to 2013/14):- • Roll out of new model based on the work in phases 1 and 2 • New whole system early intervention and preventionmodel to provide fully integrated service for all FCN in the County. • Monitoring and review of outcomes against new assessment and performance evaluation regime.

  14. Governance Structure Community BudgetsProgramme Design

  15. Phase 1 - Progress • Draft outline plan drawn up • Governance agreed • Contract BA Appointed and started • Desktop study on best practise ongoing • Initial analysis of Melton FIP families complete • Mapping in Hinckley ongoing • Procurement of specialist consultant to manage Family and Practitioner workshops near completion • Exemplar projects approved. Further DfE appraisal to follow • Participle Life programme agreed. Procurement approved by Cabinet

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