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)

terri.walters@bromley.gov.uk 020 8313 4652

Tess Sharp Local Lead tess.sharp@commissioningsupport.org.uk 07905 487377

Laurence DownesStrategic Commissioning Manager

laurence.downes@bromley.gov.uk 0208 313 4805

Michael WattsSenior Partnerships and Planning Officer

michael.watts@bromley.gov.uk 020 8461 7608