commissioning, performance and improvement...service commissioning, performance and improvement,...

Commissioning,

Performance and Improvement

Service Plan 2015/16

Date 06.01.15 v5

Directorate:

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1. Introduction

Vision

(All age vision required)

All children, young people, their families and vulnerable adults in Cornwall are safe and are provided with high quality care when they require it, have good opportunities to achieve and improve themselves and maintain healthy, independent lives.

We will close the gap between those who are doing well and those who are doing less well by effective work with those with greater needs.

Overview of the service

The Education, Health and Social Care (EHSC) Commissioning, Performance and Improvement (CPI) service is a newly identified and formed service area.

Therefore the overview of the service will encapsulate elements of the services that have been brought together under this umbrella and an overview of what the area

needs to look and feel like by the end of 2015. The Plan will further develop and be updated at quarterly intervals throughout 2015/16

The Commissioning, Performance and Improvement (CPI) service consists of the

following teams, roles and functions;

Commissioning

Will commission: a range of need-based services ranging from pre-birth through to older people

Services for people who meet the Social Care Eligibility Criteria, have unmet care

needs and are owed a statutory duty

Preventative services to reduce or delay the need for higher cost, long term interventions

Lead on key strategic and commissioning developments, including the

integration with health partners, public health and market development

The Commissioning, Performance and Improvement service area will support and enable the developing approach to strategic commissioning and

improvement and will continue to develop the technical lead on the EHSC commissioning and contract management processes, utilising the IPC model,

including: needs assessment market development and stakeholder consultation

Co-production Quality assurance

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procurement processes which require significant lead in time for stakeholder consultation

specification development, tendering activity and contract award processes

Contract management Performance management

The CPI service will work with public health on the integration of the public health commissioning functions and the transfer of commissioning

responsibilities from NHS England to EHSC in 2015

The CPI service will seek to improve and maximise opportunities to align and

pool collective resources across the Council, Health Partners and develop the EHSC strategic approach to the post 2013 ESF program and the Growth Deal

Performance

Will develop and enable performance monitoring across the directorate (and partner agencies) including corporate PIs

Risk management and quality assurance

Data and statistical analysis across the directorate (including statutory returns)

Development of the specific and prioritised adult joint strategic needs analysis which includes CIPFA benchmarking

Business planning, including directorate wide forward planning (and budget monitoring for the purposes of corporate reporting)

Improvement

Develop and implement the business support and administration for the whole directorate

Management and co-ordination of partnership arrangements and their effectiveness in achieving improved health and wellbeing outcomes for people

Management and co-ordination of partnership arrangements and their effectiveness in achieving improved health and wellbeing outcomes for people

Personal Assistant officer support for the Director of Children’s Services, Head of Service Commissioning, Performance and Improvement, Head of Service

Learning & Achievement, Head of Children’s Early Help, Psychology and Social Care service, Head of Adults Social Care and Director for Public Health.

Strategic programme/project management including the Brighter Cornwall

Higher Education (HE) scholarship, Cornwall Bursary, Together for Families and Headstart Kernow as current examples

Directorate wide business support and interface with corporate initiatives

including system development and support, financial processing and transactional functions

Directorate wide communications and inspection coordination and support

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Monitor and lead on complaints and information governance (Freedom of Infomration, Data Protection and Caldicott Guardian)

Directorate lead for Equality and Diversity and Health, Safety and Wellbeing

Development and implementation of proactive quality assurance of commissioned services

Development of the Children and Young People Joint Strategic Needs Assessment (JSNA), which includes CIPFA benchmarking and the child poverty

needs analysis

Development of relevant Joint Strategic Needs Assessment and wider needs assessment to support the business and development of commissioning

strategies.Directorate workforce planning (including Commissioning, Performance and Improvement and Schools and Achievement learning and

development planning). This includes vacancy management, agency usage monitoring, recruitment control, development and commissioning of training to build resilience and create career pathways and development of apprenticeship

opportunities.

2. Purpose of the service plan

The plan outlines the actions to be taken by the services that sit within Commissioning Performance and Improvement Service for 2015/16 and takes full account of the demands brought about by significant budget reductions.

Over the next 12 month our key priority from the business plan will be:

Corporate Business Plan EHSC Outcome 4: We will have created a new organisation

that integrates both the commissioning and the provision of services across health and social care.

The below table details links to the Council Strategy:

CPI Key Priorities for 15/16

Ambitious Cornwall (hyperlink)

Review of all Section 75 Agreements to ensure that they are fit for purpose and value for money

Long Term Accommodation Strategy to develop a range of housing options for service users.

Engaging with our Communities

(hyperlink)

Aligning & Integrating Commissioning with NHS Kernow and NHS England

Review of Children and Young People’s Commissioning

Engagement of individuals and relevant organisations in asset based approaches to health and wellbeing using co-production methodology

Partners working together (hyperlink)

Improve and embed robust strategic governance, partnership arrangements and to support effective joint delivery

Aligning & Integrating Commissioning with NHS Kernow and NHS England

Implementation of Better Care Fund action plan

Review of all Section 75 Agreements to

http://www.cornwall.gov.uk/media/9924949/CC-Strategy-121214.pdf#page=8



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3. Overall approach to how we will deliver

There are a number of key drivers in relation to CPI, both internal and external to

Cornwall Council, including:

ensure that they are fit for purpose and value for money

Long Term Accommodation Strategy to develop a range of housing options for service users.

Greater access to essentials for living (hyperlink)

Children’s Health and Well Being Services Commissioning Programme Implementation

Delivery of 11+ commissioning strategy and

commissioning activity to support RAASLong Term Accommodation to increase the number of people living in their own accommodation in the community

Driving the economy (hyperlink)

Prevention and Community Inclusion to increase the number of people with disabilities in paid work

Maximising funding opportunities though partnership to enable sector development in health and wellbeing e.g. e-wellbeing; telehealth/telecare

Work with partners to enable support for children and young people to aspire and achieve in spite of adversity

Enabling LEP, LNP, HWB to identify common priorities to maximise economic, environmental and wellbeing opportunities

Stewardship of Cornwall’s assets (hyperlink)

Prevention and Community Inclusion that recognise the people of Cornwall as assets

Promoting and working in partnership to utilise assets to improve health and wellbeing

Healthier and safe Communities (hyperlink)

Improve and embed robust strategic governance, partnership arrangements and to support effective joint delivery

Review of all Section 75 Agreements to ensure that vulnerable people are protecxted

Review and develop Cornwall’s Long term Care and Support Arrangements

Development of Advocacy and Information and Advice Service

Proactive Quality Assurance of commissioned services

Developing resilience in young people, families and adults and reducing the effects of health inequalities

Develop and deliver Together for Families phase 2

Deliver stage 2 and prepare stage 3 funding for Headstart Kernow

Being efficient, effective, innovative (hyperlink)

Maintain the current level of financial control Aligning & Integrating Commissioning with

NHS Kernow and NHS England Children’s Health and Well Being Services

Commissioning Programme Impementation Strengthen the performance monitoring and

management across EHSC Development of Advocacy and Information

and Advice Service Strengthening partnership working and

identifying opportunities for more efficient ways of delivering joint working






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- statutory requirements

- budget reductions - value for money

- Effective, high quality support - Children and Young People’s Plan priorities - OFSTED

- Integration with Health - Strengthening service user involvement and coproduction of services

- Analysis of needs, service user voice, interventions and contract performance to inform improvement

- Improve the quality of commissioned services

- Whole system pressures

General

Within 12 months the Commissioning, Performance and Improvement service area will have completed and implemented the reviews of business support and administration,

commissioning and social care learning and development. Appropriate inductions in to the EHSC directorate and new ways of working will have been designed and delivered

to all staff, this will include the development of a clear vision for the service area and how the service contributes to the EHSC priorities and Council and partner priorities. Over the coming year the CPI service will explore further avenues and possibilities of

income generation, including maximising grant funding opportunities (ESF investment, Growth Fund, HeadStart etc.), working on either a full cost recovery or partial subsidy

method without compromising quality or neglecting statutory duties. Commissioning

The CPI service will have developed, with partners, the Joint Commissioning

Framework that is required both for core business but also the regulatory framework in light of the legislative changes (the Children and Families Bill and the Care Act 2014).

The CPI service will have developed and implemented a coordinated approach to the directorate’s commissioning intentions which maximise the opportunities for

integrating, aligning and pooling commissioning activity and investment and delivering more for less. This will include effective market analysis and development across the sector but with a primary focus on the residential care homes, day services and respite

provision, , care at home, advocacy services and development of a range of housing options with the provider market for vulnerable adults..

Performance

The CPI service will provide high quality business support and administration across the whole of EHSC.

The CPI service will further improve performance monitoring across EHSC business including ensuring the timely and validated statutory national returns, with proactive

engagement of the regional bodies both within the children and adult service areas of performance information.

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The CPI service will continue the development of the appropriate systems (in particular Mosaic and EMS) as the primary systems that provide the performance data.

Where appropriate the CPI service will work with Public Health and partner agencies

regarding performance monitoring and management and will provide where appropriate the support and the tools for both challenge and support to improve performance.

Improvement

The CPI service will enable continuous improvement across EHSC by identifying, analysing, challenging, supporting and advocating for;

Excellent information governance Improved health safety and wellbeing for our workforce

Improved practice, behaviours and cultures regarding Equality and Diversity Safeguarding (children and adults) Improving and embedding governance structures of partnership requirements in

particular the Health And Wellbeing Board, Children’s Trust Board, Learning Disability Partnership Board, Autism Partnership Board and addressing gaps suc

as the OPPD partnership Board Strengthening and improving service user involvement in commissioning

activities and services Improved analysis of needs, service user voice, interventions and contract

performance

Identifying additional resources such as new funding opportunities e.g. EU programme, Big Lottery etc

Financial information and data The following financial information is an indicative budget position that is reflected

within the November 2014 corporate budget report. There is now a need to review and realign the detailed budgets to the new directorate service areas, this will follow the

initial Service Plan.

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Revised

2014/15

£m

Growth

Areas

£m

Savings

Plan for

15/16

£m

In Year

Changes

£m

2015/16

£m

Supporting Families SLT 0.217 (0.025) 0.192

Youth Service 3.637 (1.161) 2.476

0-12 Comissioning 0.396 (0.162) 0.234

Supporting Families - Co Location 0.070 0.000 0.070

Early Years Support Services 0.524 0.000 0.524

Supporting Families Training 0.050 0.000 0.050

Strategy Support Team 2.127 (1.060) 1.067

Director Costs Strategy Support Team 0.207 0.207

Strategic Core DLT 0.572 (0.057) 0.515

Service of Other Departments 1.190 1.190

HEFC / FEFC Pensions 0.154 0.154

Pan Service Childrens, Schools & Families (0.911) 0.020 (0.301) 1.689 0.497

Mental Health 6.027 6.027

Other Adults 1.279 1.279

Management & Support Services 5.369 (0.022) 5.347

Prevention 7.911 (0.070) 7.841

Carers Pooled Fund 0.000 0.000

Strategic Management 0.214 0.214

Complaints Unit 0.076 0.076

ACS Whole of Service 3.295 3.295

Service Strategy 0.028 0.028

32.432 0.020 (2.858) 1.689 31.283

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4. What are we going to do?

Outcome: Maintain the current level of Financial Control

Aim: To bring together Commissioning Performance and Improvement Service (adult and children) areas to identify potential savings and to ensure these services are lean and efficient.

Council Strategy / Business Plan or other

priority?

Council Strategy:

Ambitious Cornwall

Being efficient, effective, innovative

Corporate Business Plan:

Council wide outcomes 4 & 5 –Our services will be less reliant on the central government grant

We will have an efficient and effective workforce

Comprehensive Impact Assessment (CIA)?

Yes – each element of the service has a CIA as required in particular where reconfiguration is planned/implemented

Actions / Milestones: Bring together the numerous budget codes and lines in to one budget code

Transfer the appropriate commissioning budgets in to the CPI service

Maintain vacancy management processes

Complete a review of system requirements across the EHSC directorate

Complete a spending review across CPI to identify opportunities to drive efficiencies, align commissioning

activity and improve value for money

Identify and implement income generation opportunities

Review commissioning and contract arrangements as appropriate ensuring the IPC model of commissioning is embedded as standard practice. Ensuring outcomes based commissioning is enabled and delivered requiring a value for money approach within the commissioning and decommissioning cycle

Risks: Overspend against the budget

Recruitment and retention during redesign and renew processes

Failure to identify and implement income generation opportunities impacting on already strained resources

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Measures CPI remains within budget and identified savings are achieved

Budget codes and lines are under one budget code for CPI

Robust recruitment and vacancy control process

Income generation

Commissioning and contracts arrangements reviewed

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Outcome: Completion and implementation of core service reviews

Aim: To develop the new CPI service ensuring the core business offer (including business, commissioning, strategic partnership and adult L&D support) to EHSC and where appropriate corporate and partner service

areas is of high quality, lean, efficient and well understood by CPI staff and the other service areas.

Council Strategy /

Business Plan or other priority?

Council Strategy:



Council wide outcome 5 -



Completed for all reviews

Actions / Milestones: Complete BS&A review go live 1/5/15

Develop L&D programme to support the change including revised induction programme for all staff

Develop and implement a 3 month knowledge and skills transfer programme to complete by 30/4/15 Formalise and communicate the “service offer” to service areas by 30/4/15

Develop practice standards for BS&A staff

Complete Commissioning review 1/6/15 (details as above)

Develop L&D programme to support the change including revised induction programme for all staff

Develop and implement a 3 month knowledge and skills transfer programme to complete by 31/7/15

Complete L&D review go live 1/9/15 (details as above)

Develop L&D approach and function to support and deliver the needs of internal workforce and

external partners including revised induction programme for all staff

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Risks: Loss of organisational knowledge

Delayed implementation of projects resulting in a loss of savingsTransition risks for significant pieces of work within restructure

Measures Successful implementation of service area reviews, operating as one directorate

Amalgamate of processes and procedures

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4.

Outcome: Strengthen the performance monitoring capability and management

across EHSC.

Aim: To ensure compliance with national and regional requirements, corporate and EHSC Directorate requirements within the improvement plan and ICB work programmes


priority?

Council Strategy:


Partners working together


Council wide outcome 5 -



N/A

Actions / Milestones: Development of Mosaic capability for adult service requirements (attach mosaic work programme)

Development of performance dashboards which capture KPI’s for service areas.

Integrated Commissioning Board dashboard DLT dashboard CTB dashboard CPI dashboard Assessment and Care Management Dashboard Learning & Achievement Dashboard Children’s Early Help, Psychology and Social Care QAPM

Sparnet.- review of sparnet for EHSC

Risk Register – reviewed and updated

Risks: Fragmented performance collection

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Poor performance is not dealt with potentially resulting in poor practice impacting on the outcomes fo

service users

Directorate and Council reputational damage

Measures Service Area performance to be reviewed at SMT level, feeding in to DLT and the Corporate Basket

Outcome: Improve and embed robust strategic partnership governance

arrangements and support effective partnership activity

Aim: To ensure the HAWB board is central to partnership governance arrangements with a robust governance infrastructure to support and deliver partnership strategic priorities and commissioning intentions

Council Strategy / Business Plan or other priority?

Council Strategy:

Partners working Together Healthier Communities


Council wide outcomes 2, 3 & 4 -

We will have moved closer to a joined up public sector for Cornwall by 2016 We will be safeguarding vital services through commissioning the voluntary sector in a new, more

efficient manner

Our services will be less reliant on the central government grant

EHSC outcomes 3 & 4 -

We will, through our Children’s Social Work and Psychology service, have maximised opportunity for all children and will be protecting and keeping safe vulnerable children

We will have created a new organisation that integrates both the commissioning and the provision of

services across health and social care (EHSC commissioning)


TBC

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Actions / Milestones: Consult with key partners to produce governance structure that is fit for purpose, supports effective

decision making and is lean/efficient

Review HWB terms of reference to take account of new responsibilities e.g. Better Care Fund and inform the Council’s Constitutional Review Panel

Review relationships of other partnerships relevant to the responsibilities of the HWB to align strategic priorities and enable joined up delivery

Review partnership strategies to identify opportunities for integration/rationalisation

Produce and co-ordinate delivery plan for the HWB and identify key decisions requiring partner approval

Identify resources required for the delivery of the HWB delivery plan for agreement with partners

Agree partnership performance monitoring arrangements and report quarterly by exception to the HWB

Develop effective communication & engagement strategy to support partnership activity with stakeholders

and service users

Identify relevant programmes/funding/resources that will support delivery of partnership priorities and secure partner agreement e.g. Together for Families and HeadStart Cornwall

Maximise opportunities from the Transformation Challenge Award to develop voluntary, community and social enterprise

Risks: Maintaining strategic leadership in partnerships and programmes

Revised governance arrangements not supported by Council

Revised governance arrangements not supported by partners

Insufficient resources to support partnership working as re-structuring takes effect

Impact of General Election resulting in risk of further changes to legislation relevant to statutory and

strategic partnerships

Partner engagement in strategic and statutory boards not sustained

Reputational impact of changes resulting from multi-agency activity e.g. integration not understood in public domain

Lack of understanding across partnership workforce may inhibit pace in delivering change

Measures Changes to HWB terms of reference agreed by Council – 30 April 2015

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HWB delivery plan produced and agreed by September 2015

Partnership improvement programme produced by end of 30 June 2015

Communications Strategy & Engagement Plan produced by end of June

Together for Families Phase 1 targets delivered by May 2015

Together for Families Phase 2 model agreed by Health and Wellbeing Board May 2015

Headstart Kernow Stage 2 project successfully implemented by December 2015

Headstart Kernow Stage 3 bid co-produced with young people for consultation by December 2015

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What are we going to do?

Outcome: Review of all S75 agreements

Aim: To renew and revise all Section 75 and pooled budget agreements/arrangements


Council Strategy:



EHSC Outcome 4 –




Each S75 will have a CIA completed during the review process

Actions / Milestones: S75 Learning Disability; KPI’s developed and agreed with the Council and Kernow Clinical Commissioning Group; Agreement reviewed and signed by both the Council and KCCG

S75 Mental Health (MH); MH deed of variation signed off; S75 comprehensively reviewed in light of the

recent national policy changes and lack of review since 2003, review resource required and team identified, governance to be provided by the Integrated Commissioning Board, programme plan developed, review

complete and revised S75 proposal for organisational sign off by September 2015

S75 Carers; reviewed and developed as part of the Better Care Fund (BCF) process in accordance with BCF timeframes (tbc)

S75 ICELS; implementation of actions to bring budget under control by 30/3/15, governance to be provided by the Integrated Commissioning Board (ICB), review of the S75

Develop and sign off the S75 for the Better Care Fund

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Risks: Ineffective arrangements in place to support the implementation of S75 arrangements

Measures Clearly defined and agreed S75 Agreements in place and supported by the ICB

Clear and measurable KPI’s are developed and monitored by the ICB

Improved lived experiences for service users, monitored via service providers as part of S75 agreements

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Outcome: Children’s Health and Well Being Services Commissioning Programme

Implementation

Aim: To implement the revised commissioning arrangements for school nursing, health visiting Family Nurse Partnership (FNP) and Specialist Speech and Language Therapy (SALT) in addition to other identified

services

Council Strategy /


Council Strategy:

Being efficient, effective, innovative Greater access to essentials for living

Healthier Communities


Council wide Outcomes 2& 3 –

We will have moved closer to a joined up public sector for Cornwall by 2016 We will be safeguarding vital services through commissioning the voluntary sector in a new, more

efficient manner

EHSC Outcome 4 –




Yes – Completed

Actions / Milestones: October 2015 – Health Visiting and Family Nurse Partnership commissioning responsibility transfers to Cornwall Council from NHS England.

January 2015 – Agree procurement route February 2015 – PAS Panel to approve procurement route March 2015 – Service Specifications completed

March – May 2015 – Publish contract notice* October 2015 - Contract award*

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April 2016 – Contract start*

* dates may vary depending upon procurement route and if new UK Public Contracts Regulations are introduced prior to the contract notice being published

Risks: A risk register is maintained by the Project Group and reviewed, updated and actioned at each of its

fortnightly meetings.

The key risks identified are:

• The contract does not deliver what we want to children, young people and families in Cornwall. This is mitigated through the specification development, alignment and pathway development with NHS Kernow, NHS England and the Council for the Isles of Scilly.

• Contract values for Health Visiting and Family Nurse Partnerships, transferring in from NHS England in October 2015, are for 15/16 on a “Lift and Shift” principle to support contracts in place and enable

stability. However, for 16/17 it is proposed this will be based on a population needs “fair share” formula. At this stage it is unknown what the financial implications of moving to a formula may mean for the Council and these services and it is unlikely there will be clarity before the procurement process starts. This will

have to be mitigated by factoring it into the procurement process.

• Work is required to understand the full costs of delivering the services, currently commissioned by

NHSE, as there are likely to be associated costs with property and other assets such as IT embedded within the contract values that transfer in October 2015. This risk will be mitigated through a working group of representatives from the partner organisations to identify the impact of such costs.

Measures Successful contract in place by 1st April 2016.

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Outcome: Aligning and Integrating Commissioning with NHS Kernow and NHS

England

Aim: To work with, align and integrate commissioning arrangements and activity with partners, in particular NHS Kernow and NHSE


priority?

Council Strategy:

Partners working Together

Healthier communities


Council wide outcomes 2&3 –

We will have moved closer to a joined up public sector for Cornwall by 2016

We will be safeguarding vital services through commissioning the voluntary sector in a new, more efficient manner

EHSC outcome 4 –

We will have created a new organisation that integrates both the commissioning and the

provision of services across health and social care (EHSC commissioning)

Comprehensive Impact

Assessment (CIA)?

Tbc

Actions / Milestones: To agree a framework to be used by Cornwall Council and the KCCG for all commissioning and

decommissioning.

To identify via the ICB action plan, adult improvement plan and children’s commissioning plans

opportunities to align commissioning arrangement and both jointly commission and integrate commissioning as appropriate.

Develop and initiate with KCCG and NHS England (NHSE) joint CPD programme to develop a multiagency

team approach to commissioning methodology, behaviours and approaches

To embed the Integrated Commissioning Board and implement its work programme

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Risks: Fragmented approach to integrated commissioning, resulting in missed opportunities to improve the lived

experiences of the children, young peoples and adults of Cornwall.

Measures Framework agreement from Cornwall Council, NHS Kernow and NHS England for commissioning and decommissioning

Delivery of activity against the ICB Action Plan, Adult’s Improvement Plan and Children’s Commissioning

Plan

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Outcome: Review and develop Cornwall’s Long term Care and Support

Arrangements

Aim: To review and further develop Cornwall’s approach to Care at Home.


Council Strategy:

Partners working Together Healthier Communities


Council wide Outcome 3&4 –

We will be safeguarding vital services through commissioning the voluntary sector in a new, more

efficient manner

Our services will be less reliant on the central government grant

EHSC Outcome 2 –

We will be achieving public health aims through a personalised care system in Adult Social Care


Assessment (CIA)?

tbc

Actions / Milestones: 1. Review current arrangements, processes and framework agreement for Care at Home services

Evaluate outcomes of Care at Home review and develop/embed the future approaches to care at home

Develop a spine provider programme team to develop a provider from the Cornwall Family of

Businesses Continue to develop the delivery of the existing arrangements working with the provider market

Analyse the provider market, develop a market position statement, and initiate a provider market development strategy

negotiated advocacy contracts for 2015/16 to meet the Council’s duties in relation to the Care Act

2014. Establish an Advocacy Project Team to develop a tender for a Framework of advocacy services for

the whole system.

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1. Review and develop;

Transition arrangements; Joint brokerage opportunities; Joint carers Strategy;

Approach to jointly funded/high cost clients; Approach to joint residential and nursing home contracts and fees

whole system advocacy services whole system Information, advice and Guidance services Day services and short breaks

Prevention and community Inclusion

Risks: The delivery of a spinal provider

Insufficient market to meet the demands of an aging population

Increasing demands on the Brokerage service missing the opportunities for joint brokerage

Measures Sound transition arrangements in place

Services delivered via a spinal provider

Agreed approach implemented in respect of jointly funded/high cost clients

What are we going to do?

Outcome: Delivery of the Better Care Fund working in partnership with KCCG

Aim: To improve the ways health services and social care services work together


priority?

Council Strategy:

Partners working Together

Council wide outcomes 2 –


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Assessment (CIA)?

tbc

Actions / Milestones: Review current arrangements, processes and framework agreement

Evaluate outcomes of review and develop/embed the future approaches to care at home

Develop a spine provider programme team to develop a provider from the Cornwall Family of Businesses

Continue to develop the delivery of the existing arrangements working with the provider market

Analyse the provider market and initiate a provider market development strategy

Risks: The capacity of partners to progress at the necessary scale and pace to ensure delivery of the programme. Workforce capability and availability.

Potential duplication where secondary care services are unable to be decommissioned because of existing contractual arrangements.

Measures Supporting individuals to live within their communities.

Review of all contractual arrangements to reduce any duplication of commissioned provision.

Financial sustainability to sustain initial care arrangements.

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Outcome: Implementation of the Long term Accommodation Strategy

Aim: To implement the action plan developed to deliver revised models of Long Term Accommodation

(LTA) across the LD and OPPD service user groups. Cornwall wide position for accommodation for people with care and support needs of CC, KCCG and other key stakeholders. The strategy sets

out the strategic direction for, and will help to enable the delivery of, suitable housing and care home provision


Council Strategy:

Partners working Together Being efficient, effective, innovative


Council wide outcome 3 –


EHSC outcome 4 –

We will have created a new organisation that integrates both the commissioning and the provision of services across health and social care (EHSC commissioning)

Comprehensive Impact Assessment

(CIA)?

tbc

Actions / Milestones: LTA strategy and the action plan contain all detail

Risks: The revised model fails to provide sufficient quality and/or capacity of services for people with care and support needs.

Measures Number of service users in suitable housing and care home provision.

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Outcome: Review of Children & Young People Commissioning Arrangements

Aim: To review all commissioning activity within Children and Young People Service areas to ensure a

clear and consistent approach to all commissioned services

Council Strategy /


Council Strategy:

Partners working Together Being Efficient, effective, innovative Engaging with our Communities


Council wide outcomes 2 & 3 –



EHSC outcome 4 –

We will have created a new organisation that integrates both the commissioning and the provision

of services across health and social care (EHSC commissioning)

Comprehensive

Impact Assessment (CIA)?

tbc

Actions / Milestones: 6 month update of CHS review

A commissioning forward plan will help the service prioritise activity and allocate resource to projects more effectively. Alignment of commissioning and procurement forward plans through a

closer working relationship with the procurement team will improve the way that services are commissioned. Additionally, it will ensure commissioning and procurement resource is identified

with sufficient time to run appropriate procurement processes that will deliver the best possible service quality for service users, within budget and will provide value for money for the Council.

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This closer working relationship will also encourage compliance with the Council’s Contract Procedure Rules and UK and EU procurement legislation which will reduce financial and reputational risk.

In 2014 more focus was placed on understanding and improving areas of children’s expenditure

which have been commissioned without procurement input. There are potentially serious consequences of not following procurement processes including risks that:

Basic checks on Providers such as safeguarding, health and safety and Providers financial

stability are not performed.

Inappropriate terms and conditions are entered into that don’t adequately protect the Council and its service users

Residential Care and SEN placements in “Out of County” residential schools were identified in 2014 as a key area for further review given the number and value of “off framework” placements

made by the Council and processes have started to improve the rigour of the commissioning process. Placement processes including contract management of Placements will be a continued

area of focus in 2015 in addition to focus on other areas of spend incurred outside of robust commissioning and procurement processes.

The Service will work closely with the Commercial Services (procurement and contract management) team who will provide support to introduce better governance processes and more

commerciality across its commissioning and contract management processes. Youth Service reconfiguration to a service that delivers universal youth service through the

voluntary sector supported by grants from the Council and council provision is targeted on the most vulnerable individuals by the end of September 2015

Work in partnership with the Together for Families programme to identify synergies by the end of December 16

Risks: The Council is unable to implement effective contract management processes to ensure

that the best possible service is delivered to its service users The Council does not select and work with the Provider who offers the best service both in

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terms of service value and quality

Measures The implementation of recommendations from the 2014 Children and Young People Contract Review, a joint project between commissioning, procurement and the change team, will help improve the quality and effectiveness of the commissioning process and information gathered

during the review will be used to develop the commissioning forward plan. Strong voluntary sector delivery of universal youth provision

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Commissioning, Performance &

Improvement

Revised

2014/15

£m

Savings

2014/15

£m

Growth

Areas

£m

Savings

Plan

for

15/16

£m

2015/16

£m

Supporting Families SLT 0.217

(0.025) 0.192

Youth Service 3.637

(1.161) 2.476

0-12 Commissioning 0.396

(0.162) 0.234

Supporting Families - Co Location 0.070

0.000 0.070

Early Years Support Services 0.524

0.000 0.524

Supporting Families Training 0.050

0.000 0.050

Strategy Support Team 2.127

(1.060) 1.067

Director Costs Strategy Support Team 0.207

0.207

Strategic Core DLT 0.572

(0.057) 0.515

Service of Other Departments 1.190

1.190

HEFC / FEFC Pensions 0.154

0.154

Corporate Savings (0.911)

(0.911)

Pan Service Childrens, Schools & Families

(0.250) (0.250)

Unknown PAN Service/Prior budget

setting

0.020 (0.051) (0.031)

Mental Health 6.027

6.027

Other Adults 1.279

1.279

Management & Support Services 5.369

(0.022) 5.347

Prevention 7.911

(0.070) 7.841

Carers Pooled Fund 0.000

0.000

Strategic Management 0.214

0.214

Complaints Unit 0.076

0.076

ACS Whole of Service 3.295

3.295

Service Strategy 0.028

0.028

32.432 0.000 0.020 (2.858) 29.594

The overall position for CSF reported in the budget book is reflected over the Service Plans for

Commissioning, Performance & Improvement, Learning & Achievement and Early Help, Psychology

& Social Care. There is small variances between this Service Plan and the budget book due to the

in year transfer of the Business Support budget from Learning & Achievement to C,P&I.

*EHPSC Business Support & Administration Services is currently reported under Early Help,

Psychology and Social Care in the Budget book, however this section is now part of the

Commissioning Performance and Improvement Service.

31

Prepared by: Anna Mankee-Williams

Head of Service

Commissioning Performance and Improvement

11 June 2015

If you would like this information in another format please contact:

Cornwall Council County Hall

Treyew Road Truro TR1 3AY

Telephone: 0300 1234 100

Email: [email protected]

www.cornwall.gov.uk

mailto:[email protected]

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