Post on 15-Jan-2016
description
Commissioning Support Programme- VCS engagement with commissioning
29 June 2010Ros Cassy
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
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.
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What is Commissioning?
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)
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
The Children’s Trust represents the total resource pool
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Districts
Job Centre
Plus
Local authorit
y
Local business
Strategic Health
Authority
Private provider
s
Sixth forms and FE
3rd SectorCommuniti
es
Families, parents and
carers
Police
NHS
Primary care trust
Youth Justice Board
Schools and academies
Connexions
Fire Brigade
Children & young people
Probation
Outcomes for children and young people
Parents
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So what does it mean in practice?
• 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 Front-Line Delivery • Common Assessment Framework
• Information Sharing• New Barred List/
Registration Scheme• Re-engineered local
processes
Integrated Processes
• Needs Analysis & CYPP• Local workforce planning• Joint Commissioning• Pooled Budgets
Integrated Strategy
• Co-operation arrangements with partners (e.g. VCS, Schools, GPs)
• Local Safeguarding Children Boards
Inter-agency Governance
• Directors of Children’s Services & Lead Members
• Multi-disciplinary team leadership
Leadership
• Integrated Inspection of Children’s Services• Annual Performance Assessment• Annual priorities conversation
Performance Management
• Children’s Commissioner• Views into local planning
Involvement of CYP
Exercise in groups
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Current engagement Opportunities to engage
The Commissioning Process
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Many Trusts use the DCSF model of commissioning to underpin the activity
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It works well alongside the World Class Commissioning framework
Patient/ public
Petitions
Published prospectus
Review service provision
Assessing needs
Seeking public and patient views
Managing performance (quality, performance, outcomes)
Referrals, individual needs assessment; advice on choices; treatment/ activity
Managing demand
Shaping the structure of supply
Designing services
Deciding priorities
National targets
Look at outcomes for children and young people Look at particular
groups of children and young people
Commission – including use of pooled resources
Identify resources and set priorities
Decide how to commission services efficiently
Monitor and review services and process
Develop needs assessment with user and staff views
Plan pattern of services and focus on prevention
Plan for workforce and market development
Phase 1Needs assessment and strategic
planning
Phase 2 Shaping and managing the
market
Phase 3Improving performance,
monitoring and evaluating
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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.
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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.
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9) Monitor and review to ensure services are working to deliver the ambitions set out for them..
8) 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
Three key aspects to achieving better outcomes through commissioning
Achieving Better Outcomes through activity and culture
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
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Commissioning at all levels...
Individual budgets care management
Practice-based commissioning,schools or children’s centres, or area commissioning.
PCT & local authority strategic commissioning
Pan –Region or sub-regional commissioning of more specialist services
Highly specialist commissioning
National
Regional/ Sub regional
Children’s Trust wideLocalityIndividual
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Every Child Matters Outcomes
Public sector
Contracted Private Sector
Voluntary Organisations
Private Sector - shops, jobs, finance, housing
Children
and their Families
Communities
and
Peer Groups
ORGANISATIONS SERVICE USERS
SOCIAL CAPITAL
Outcome focused co-production
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
Needs assessment results in a profile of children in the local area by age area and type – including vulnerable groups
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 links to JSNA
The new CYPP – needs assessment
Data
• 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
• Draw on routinely collected children and family data sets
The link between the LSP/ SCS and CYPP has been made clearer
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Effective Children’s Trust Board leadership, governance, accountability and joint working to drive local CYP priorities
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
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
Sustainable Community Strategy
Children and Young People’sPlan linking to partner plansand driving down to alignedoperational plans developedwithin the Children’s Trust
partnership
JSNA aligned with SCS and feeding into CYPP needs assessment
Local Strategic Partnership
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.
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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
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Moving to an effective jointly commissioned model
1. How joint and how commissioning-led is our model now?
2. What are the rational enablers and blockers to move to a joint commissioning based model? (25 mins)
3. What are the emotional and political enablers and blockers to move to a joint commissioning based model? (25 mins)
4. Plenary feedback (10 mins)
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Moving to a joint commissioning-led model
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Rational
Emotional
Political
Enablers Blockers
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
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
Exploring collaborations
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Opportunities Threats
• Engaging with the Children’s Trust in your area
• Engaging with the development of the CYPP
• Seeking out collaborations
3 key actions to take away
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www.commissioningsupport.org.uk