Commissioning Support Programme- VCS engagement with commissioning

1. Commissioning Support Programme- VCS engagement with commissioning 29 June 2010 Ros Cassy

2. Workshop objectives • Outline ways to engage more effectively and strategically in commissioning process • Consider how to position VCS to better engage in CT needs analysis, planning and commissioning • Discuss collaborative approaches

3. What is commissioning? Commissioning is the word that describes the process for deciding how to use the total resources available for children, young people, parents and carers in order to improve outcomes in the most efficient, effective, equitable and sustainable way. 3

4. What is Commissioning?

5. What is purchasing? The operational activity, set within the context of commissioning, of applying resources to buy services in order to meet needs – either at a macro\population level or at a micro\individual level. (DoH definition)

6. What is joint commissioning? The process in which two or more commissioning agencies act together to co-ordinate their commissioning, taking joint responsibility for translating strategy into action

7. Inter-Agency Governance Integrated Strategy Integrated Processes Integrated Front Line Delivery Outcomes for children and young people Parents Families Community The Children’s Trust represents the total resource pool Primary care trust Districts Youth Justice Board Probation Strategic Health Authority Schools and academies Sixth forms and FE Connexions Local business Fire Brigade Children & young people Local authority Job Centre Plus Police Private providers 3rd Sector NHS Communities Families, parents and carers

8. So what does it mean in practice? Integrated Processes Integrated Front-Line Delivery • Common Assessment Framework • Information Sharing • New Barred List/ Registration Scheme • Re-engineered local processes • Children’s Centres and Educare • Extended Schools • Integrated Youth Offer • Common Core • Climbing Frame of qualifications • Multi-disciplinary Teams & Lead Professionals • Support for parents, carers and families • Support for children with additional needs • Integrated Safeguarding Integrated Strategy • Needs Analysis & CYPP • Local workforce planning • Joint Commissioning • Pooled Budgets Inter-agency Governance Leadership • Co-operation arrangements with partners (e.g. VCS, Schools, GPs) • Local Safeguarding Children Boards • Directors of Children’s Services & Lead Members • Multi-disciplinary team leadership Performance Management Involvement of CYP • Integrated Inspection of Children’s Services • Annual Performance Assessment • Annual priorities conversation • Children’s Commissioner • Views into local planning

9. Exercise in groups Currentengagement Opportunities to engage

10. The Commissioning Process

11. Many Trusts use the DCSF model of commissioning to underpin the activity

12. National targets Deciding priorities Review service provision Look at outcomes for children and young people Assessing needs Designing services Published prospectus Monitor and review services and process Look at particular groups of children and young people Petitions Plan for workforce and market development Develop needs assessment with user and staff views Patient/ public Shaping the structure of supply Seeking public and patient views Commission – including use of pooled resources Identify resources and set priorities Managing demand Decide how to commission services efficiently Plan pattern of services and focus on prevention Managing performance (quality, performance, outcomes) Referrals, individual needs assessment; advice on choices; treatment/ activity It works well alongside the World Class Commissioning framework Phase 1 Needs assessment and strategic planning Phase 2 Shaping and managing the market Phase 3 Improving performance, monitoring and evaluating

13. Look at the current pattern of outcomes for children and young people in their area, and recent trends, against national and relevant local comparators. • 2) Look within the overall picture at outcomes for particular groups of young people. • 3) Use all this data, and draw on the views of children, young people and their families, local communities and frontline staff, to develop an overall, integrated needs assessment.

14. 4) Agree on the nature and scale of the local challenge, identify the resources available and set priorities for action. 5) Plan the pattern of service most likely to secure priority outcomes, considering carefully the ways in which resources can be increasingly focussed on prevention and early intervention. 6) Decide together how best to purchase or provide (commission) those services, including drawing in alternative providers to widen options and increase efficiency.

15. 9) Monitor and review to ensure services are working to deliver the ambitions set out for them.. • Plan for the workforce development and other changes in local processes and ways of working necessary to support delivery. • 7) Develop and extend joint commissioning from pooled budgets and pooled resources

16. Three key aspects to achieving better outcomes through commissioning

17. Achieving Better Outcomes through activity and culture

18. Activity - we are encouraging commissioning at all levels Individual level commissioning Lead professional and user led Personalised agenda Operational/community level commissioning Groups of children with particular needs Localities with particular needs Strategic commissioning Whole population commissioning across the partners of the children’s trust Regional level commissioning

19. Regional/ Sub regional Children’s Trust wide Individual Locality National Practice-based commissioning, schools or children’s centres, or area commissioning. PCT & local authority strategic commissioning Individual budgets care management Pan –Region or sub-regional commissioning of more specialist services Highly specialist commissioning Commissioning at all levels...

20. Outcome focused co-production ORGANISATIONS SERVICE USERS Public sector SOCIAL CAPITAL Children Contracted Private Sector Communities Every Child Matters Outcomes and Peer Groups Voluntary Organisations Private Sector - shops, jobs, finance, housing and their Families

21. The new CYPP – scope • The CYPP includes: • All those in the area aged 0 to 19 • Young people aged 20 and over leaving care • People up to the age of 25 with learning difficulties • Services for adults / families that impact on children CYPP should focus on cross cutting priorities and joint activity CYPP should reflect the shared priorities of all the key local agencies, including the PCT

22. The new CYPP – and needs assessment Each plan must include a needs assessment for all children and young people against the five outcomes Needs assessment – becomes statutory responsibility of all partners on the Children’s Trust Board Needs assessment results in a profile of children in the local area by age area and type – including vulnerable groups Needs assessment links to JSNA

23. The new CYPP – needs assessment Data • Draw on routinely collected children and family data sets • Draw on JSNA – using same database where possible • Drive strategic commissioning priorities Analysis • Focus on outcomes and identify gaps in service provision • Include service user views – consultation is vital • Identify priorities for joint actions across partnership

24. The link between the LSP/ SCS and CYPP has been made clearer Sustainable Community Strategy Local Strategic Partnership Effective Children’s Trust Board leadership, governance, accountability and joint working to drive local CYP priorities JSNA aligned with SCS and feeding into CYPP needs assessment Children and Young People’s Plan linking to partner plans and driving down to aligned operational plans developed within the Children’s Trust partnership Inspection and assurance systems to help drive improvements in quality and outcomes Needs assessment using data in JSNA and engagement of children, young people and families to inform CYPP and the design, commissioning and delivery of services Commissioning arrangements that build on the strengths of NHS, education and third sector commissioning and linking them to joint arrangements through the CYPP Service delivery through a workforce with the right skills and capacity, focused on prevention and early intervention to improve outcomes

25. Each element is critical to good commissioning 1) Look at the current pattern of outcomes for children and young people in their area, and recent trends, against national and relevant local comparators. 2) Look within the overall picture at outcomes for particular groups of young people. 3) Use all this data, and draw on the views of children, young people and their families, local communities and frontline staff, to develop an overall, integrated needs assessment. 4) Agree on the nature and scale of the local challenge, identify the resources available and set priorities for action. 5) Plan the pattern of service most likely to secure priority outcomes, considering carefully the ways in which resources can be increasingly focussed on prevention and early intervention. 6) Decide together how best to purchase or provide (commission) those services, including drawing in alternative providers to widen options and increase efficiency. 7) Develop and extend joint commissioning from pooled budgets and pooled resources. 8) Plan for the workforce development and other changes in local processes and ways of working necessary to support delivery. 9) Monitor and review to ensure services are working to deliver the ambitions set out for them.

26. Compact Commissioning Guidance Effective analysis involves timely, transparent and accessible engagement with service users, communities of interest and organisations acting as advocates for service users and as service providers Commissioners will have (after analysis) a clear understanding of the impact of funding decisions on local supply and service provision An effective planning process allows commissioners to manage the risk of service delivery failure, by creating the right conditions for providers to focus on delivering outcomes Proportionate reporting allows third sector providers to focus resources on service delivery rather than bureaucracy

27. Moving to an effective jointly commissioned model • How joint and how commissioning-led is our model now? • What are the rational enablers and blockers to move to a joint commissioning based model? (25 mins) • What are the emotional and political enablers and blockers to move to a joint commissioning based model? (25 mins) • Plenary feedback (10 mins)

28. Moving to a joint commissioning-led model Enablers Blockers Rational Emotional Political

29. Collaborative work Partnership, consortium working or a prime contractor model for service delivery may be considered the most appropriate approach to delivering outcomes.  Compact Commissioning Guidance 2009

30. Collaborative work Other challenges identified by voluntary organisations include diversifying income sources and the need to identify gaps in service delivery and develop appropriate partnerships to respond to these opportunities. Overall the sector is slightly less optimistic compared to the last quarter, with less than two fifths of respondents believing that the current economic climate has created opportunities for their organisation SEEDA economic review May 2010

31. Exploring collaborations Opportunities Threats

32. 3 key actions to take away • Engaging with the Children’s Trust in your area • Engaging with the development of the CYPP • Seeking out collaborations

33. www.commissioningsupport.org.uk