a joint meeting of the Bromley Children and Young People Trust Board and
Commissioning Strategy Group
a review of our commissioning arrangementsa review of our commissioning arrangements
purpose of the day
• How to deliver the priorities within the Children and Young People’s Plan?
• Aligning commissioning within the context of limited resources
• The role of the Commissioning Support Programme for Children’s Trusts
• An assessment of our current commissioning arrangements and areas for future development
agenda
Time Item Lead
13:00 to 13:30 Networking lunch
13:30 to 13:35 Welcome and introductions Terri Walters and Laurence Downes
13:35 to 14:45 Introduction to workshop session 1 Tess Sharp
13:45 to 14:45 Workshop session 1: analysis of current practice Tess Sharp
14:45 to 15:00 Feedback from all groups Tess Sharp and groups
15:00 to 15:15 Refreshment break
15:15 to 15:20 Introduction to workshop session 2 Tess Sharp
15:20 to 15:50 Workshop session 2: planning for change Tess Sharp
15:50 to 16:10 Feedback from all groups Tess Sharp and groups
16:10 to 16:30 Where do we go from here? Terri Walters and Tess Sharp
16:30 Close
what is commissioning?
• ‘Commissioning is the process for deciding how to use the total resource available for children, young people and parents and carers in order to improve outcomes in the most efficient, effective, equitable and sustainable way’
working to achieve “the five rights”
“The right service at the right time in the right place
for the right people with the right outcomes”
our commissioning cycle
Step 1:
Analyse needs using information from all the Trust partners (from all
sectors), users and providers; and identify local and national priorities
Step 2:Compare the needs
analysis to identify gaps in current service delivery
against the identified local and national priorities; and
identify resources (funding, local market,
informal support) to meet the identified gaps
Step 3:Plan how services will be developed and purchased
to meet the identified needs and to improve outcomes using the available resources
Step 4:Purchase and deliver services to meet the identified needs; and support individuals to access services and support directly
Step 5:Review and monitor the quality of the service against quality assurance standards; and the suitability of current services against the needs analysis to
ensure that services are improving outcomes for children
and young people
Analyse needs
Identify gaps, resources and
priorities
Plan service development and
delivery
Purchase and deliver services
Review, monitor and improve
Inform
Consult
Involve
our commissioning framework
A suite of documents that will support the partners of the Trust to commission services
Service specific strategies
Active Involvement
Strategy
Workforce Development
Strategy
Third Sector Development
Strategy
Market Development
Strategy
Commissioning Aims,
Principles and Processes
Our intentions: short-term and
long-term
Children and Young People
Plan
Commissioning StrategyFramework
Commissioning Support Programme
Bromley Children and Young People Trust
8 February 2010
Tess Sharp – CSP Local Lead
Key ideas
• No one organisation or individual can meet all the needs of a child or young person, therefore local partners need to work together to improve outcomes
• The purpose of a Children’s Trust is to improve the well-being of all children: improving their prospects for the future and redressing inequalities between the most disadvantaged children and their peers
• A Children’s Trust is a local area partnership led by the local authority bringing together the key local agencies… to improve children’s well-being through integrated services focused on delivering the five Every Child Matters outcomes.
Strengthening the role of CT’s• Requiring every local area to have a Children’s Trust Board (Statutory
requirement) – April 2010
• Statutory body which provides interagency governance of co-operation arrangements via the CYPP process.
• Giving the CTB (rather than LA), responsibility for producing, publishing, reviewing and revising the CYPP, while leaving the responsibility for implementing and delivery to board partners
• Extending the number of statutory partners to include schools, FE and sixth-form colleges, Job Centre Plus.
• Responsibility for producing a report on the extent to which CT partners deliver on their commitments
• Co-operation arrangements should operate at all levels
Commissioning Support Programme
• Aims to support CTs to deliver improved outcomes for CYP through more effective commissioning
• Sponsored by DoH and DCSF
• 2 year programme
• Includes:– Universal offer– Bespoke support to individual CTs
All of the CSP programme activities are focused on outcomes
Commissioning Support Programmewww.commissioningsupport.org.uk
Explore... Prepare Deliver Sustain
Gate 1 Gate 2 Gate 3
Review 1
Review 2
Review 3
SelfAnalysis and
Planning
facilitated
GA
P
GA
P
We understand where we are now, where we want to be and the need to
act
We can see the best options for closing the gap and a refined /
achievable vision
The SAPE is the starting point for the CSP bespoke intervention in a Children’s Trust
Wider
Engagement
Develop
aspiratio
ns
Dia
gnosis – ‘D
eeper D
ive’
Wei
ghin
g op
tions
/ pr
ioritis
ing
Plan
ning
Initial Engagement
Best practice 1 (aspiration)
Best practice 2 (refined /
achievable)
‘Explore’ Success Criteria
‘Prepare’Success Criteria
Gate 4
‘Deliver’Success Criteria
‘Sustain’Success Criteria
Initi
al
priorit
ies fo
r
chan
ge Outline Change Plan
Support agreement
Change Plan
The Self Analysis and Planning Exercise is based on 12 standards
A. Commissioning governance and framework1. We are clear and agreed about the outcome improvements we need to deliver for children, young
people and families in our area2. We have robust, up to date commissioning arrangements which allow us to improve outcomes for
children, young people and families3. We have the right governance arrangements to improve outcomes through commissioning4. Partners and stakeholders, including children, young people and families, understand and support
the approach we are taking to commissioning
B. Commissioning activity5. We really understand the needs of children, young people and families in our area6. We invest wisely and influence the market effectively to improve outcomes for children, young
people and their families7. We monitor the impact and manage the performance of services in order to improve outcomes8. Our commissioners work effectively to secure improved services and outcomes9. We successfully secure major service reconfiguration and change to improve outcomes through
commissioning
C. Commissioning capacity and competence10. Our leaders understand commissioning and work together to deliver change through best
commissioning practice across the Children’s Trust11. We have the right people with the right skills, knowledge and expertise to deliver change and
improve outcomes through commissioning12. We have a culture of continuous learning and improvement involving all commissioners, providers
and stakeholders
Each standard has a “maturity profile” against it – for example on the first standard this is the maturity profile
Standard
Score 1 - We have no clear agreement about what is needed to move
forward
Score 2 - We do agree what is needed, and have begun to move
forward
Score 3 - We are making progress
towards meeting the standard
Score 4 - We are making very good progress towards
meeting the standard
Score 5 - The standard is fully achieved across
the Children’s Trust
Specific questions to consider further
Section A. Commissioning Governance and Framework
1. We are clear and agreed about the outcome priorities we need to deliver for children, young people and their families in our area.
There is little or no agreement between partners across the Children’s Trust about the outcome priorities for children, young people and families, or about the areas that it particularly needs to focus on.
The Children and Young People's Plan has little influence over the planning priorities of partners.
Partners have agreed that they need to improve practice in this area.
There is agreement about the outcomes the Children’s Trust particularly needs to focus on, but more work is needed to secure the evidence behind them, or to translate them into effective commissioning plans.
The Children’s Trust Board is clear about outcomes needed for some parts of the population, but not clear about others.
There are only a limited number of plans for service improvement and redesign.
The outcome priorities identified by the Children’s Trust are based on good evidence.
Outcome priorities and improvements are clearly defined, agreed by all members.
These priorities consistently drive commissioning and service development agendas for all partners.
Does the Children’s Trust need to be clearer or more rigorous in the Children and Young People's Plan (CYPP) about the outcomes that it is trying to achieve?
Are there particular population groups (e.g. Looked After Children (LAC), 5-11 year olds, or a particular locality) which The Children’s Trust needs to focus on in more detail? Can you show how commissioning has improved outcomes for these groups or localities?
Is the CYPP compliant with recent national guidance?
workshop session 1:analysis of current practice
results
0
1
2
3
4
5S.1
S.2
S.3
S.4
S.5
S.6
S.7
S.8
S.9
S.10
S.11
S.12
Group 1 Group 2
Group 3 Group 4
workshop session 2:
planning for change
where do we go from here?
• Initial report back the Trust Board on 22 February 2010
• Change Plan to be developed
• Implementation of the Change Plan to be programme managed by the Commissioning Strategy Group, with regular feedback to the Trust Board
key contacts
Officer Title E-mail Telephone
Terri Walters (Commissioning Champion)
Assistant Director (Strategy and Performance)
[email protected] 020 8313 4652
Tess Sharp Local Lead [email protected] 07905 487377
Laurence DownesStrategic Commissioning Manager
[email protected] 0208 313 4805
Michael WattsSenior Partnerships and Planning Officer
[email protected] 020 8461 7608
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