Bromleys Trust Board Self Analysis And Planning Exercise PresentationPresentation Transcript
a joint meeting of the Bromley Children and Young People Trust Board and Commissioning Strategy Group a review of our commissioning arrangements 8 February 2010 Education Development Centre, Church Lane, Princes Plain, Bromley BR2 8LD
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 Tess Sharp Workshop session 1: analysis of current practice 13:45 to 14:45 Tess Sharp Introduction to workshop session 1 13:35 to 14:45 Tess Sharp Introduction to workshop session 2 15:15 to 15:20 Terri Walters and Tess Sharp Where do we go from here? 16:10 to 16:30 Close 16:30 Tess Sharp Workshop session 2: planning for change 15:20 to 15:50 Tess Sharp and groups Feedback from all groups 15:50 to 16:10 Refreshment break 15:00 to 15:15 Tess Sharp and groups Feedback from all groups 14:45 to 15:00 Terri Walters and Laurence Downes Welcome and introductions 13:30 to 13:35 Networking lunch 13:00 to 13:30 Lead Item Time
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 Strategy Framework
Commissioning Support Programme Bromley Children and Young People Trust 8 February 2010 Tess Sharp – CSP Local Lead
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
Bespoke support to individual CTs
All of the CSP programme activities are focused on outcomes
Commissioning Support Programme
Explore. .. Prepare Deliver Sustain Gate 1 Gate 2 Gate 3 Review 1 Review 2 Review 3 Self Analysis and Planning facilitated GAP GAP 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 aspirations Diagnosis – ‘Deeper Dive’ Weighing options / prioritising Planning 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 Initial priorities for change Outline Change Plan Support agreement Change Plan
The Self Analysis and Planning Exercise is based on 12 standards
A. Commissioning governance and framework
We are clear and agreed about the outcome improvements we need to deliver for children, young people and families in our area
We have robust, up to date commissioning arrangements which allow us to improve outcomes for children, young people and families
We have the right governance arrangements to improve outcomes through commissioning
Partners and stakeholders, including children, young people and families, understand and support the approach we are taking to commissioning
B. Commissioning activity
5. We really understand the needs of children, young people and families in our area
6. We invest wisely and influence the market effectively to improve outcomes for children, young people and their families
7. We monitor the impact and manage the performance of services in order to improve outcomes
8. Our commissioners work effectively to secure improved services and outcomes
9. We successfully secure major service reconfiguration and change to improve outcomes through commissioning
C. Commissioning capacity and competence
10. Our leaders understand commissioning and work together to deliver change through best commissioning practice across the Children’s Trust
11. We have the right people with the right skills, knowledge and expertise to deliver change and improve outcomes through commissioning
12. 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
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 07905 487377 [email_address] Local Lead Tess Sharp Senior Partnerships and Planning Officer Strategic Commissioning Manager Assistant Director (Strategy and Performance) Title 020 8461 7608 [email_address] Michael Watts 0208 313 4805 [email_address] Laurence Downes 020 8313 4652 [email_address] Terri Walters (Commissioning Champion) Telephone E-mail Officer