World Class CommissioningDrugs & Alcohol Strategic FrameworkSandy Manuel9 October 2009

Subject: What are the key World Class Commissioning competencies that will deliver improvements in health outcomes for drug and alcohol users and how will you ensure delivery against them?

WCC Competences: themes3) Credibility1) Engagement2) Strategic Planning

establishes an objective view and true baseline of performanceonly through engagement and using the knowledge gained can you work towards a personalised service and outcome focussed care pathwaysWCC Competences: Engagement theme – why?

Service User Engagement StrategyHow will I ensure delivery?Partnership FrameworkKnowledge ManagementWCC Competences: Engagement themeThe Service User Engagement Strategy will amongst others:Measure and act on Service User experience Measure effectiveness of Service User engagement in care and treatmentLook to join wider consultations through Redbridge Council and Partners for efficient use of resourceswork with providers, both primary and secondary, to then review existing services and design new services and care pathways that increases personalisation

Measure and act on Service User experience

Measure effectiveness of Service User engagement in care and treatment

Look to join wider consultations through Redbridge Council and Partners for efficient use of resources

work with providers, both primary and secondary, to then review existing services and design new services and care pathways that increases personalisation

Service User Engagement StrategyHow will I ensure delivery?Partnership FrameworkKnowledge ManagementWCC Competences: Engagement themeThe Service User Engagement Strategy will amongst others:Measure and act on Service User experience Measure effectiveness of Service User engagement in care and treatmentLook to join wider consultations through Redbridge Council and Partners for efficient use of resourceswork with providers, both primary and secondary, to then review existing services and design new services and care pathways that increases personalisationReview the Partnership Framework to:Identify stakeholders and partnerships against a ranking of influence, monitor perceptions and needs Determine baseline performance of providers, both relative and actual Include benefits realisation methodologyLink with Redbridge Safer Communities Partnership, DIP etcEnsure that relationship is deepened at middle management and frontline levelsActively engage the third sector and social enterprise to bridge funding and service gaps

Measure and act on Service User experience

Measure effectiveness of Service User engagement in care and treatment

Look to join wider consultations through Redbridge Council and Partners for efficient use of resources

work with providers, both primary and secondary, to then review existing services and design new services and care pathways that increases personalisation

Identify stakeholders and partnerships against a ranking of influence, monitor perceptions and needs

Determine baseline performance of providers, both relative and actual

Include benefits realisation methodology

Link with Redbridge Safer Communities Partnership, DIP etc

Ensure that relationship is deepened at middle management and frontline levels

Actively engage the third sector and social enterprise to bridge funding and service gaps

Service User Engagement StrategyHow will I ensure delivery?Partnership FrameworkKnowledge ManagementWCC Competences: Engagement themeThe Service User Engagement Strategy will amongst others:Measure and act on Service User experience Measure effectiveness of Service User engagement in care and treatmentLook to join wider consultations through Redbridge Council and Partners for efficient use of resourceswork with providers, both primary and secondary, to then review existing services and design new services and care pathways that increases personalisationReview the Partnership Framework to:Identify stakeholders and partnerships against a ranking of influence, monitor perceptions and needs Determine baseline performance of providers, both relative and actual Include benefits realisation methodologyLink with Redbridge Safer Communities Partnership, DIP etcEnsure that relationship is deepened at middle management and frontline levelsActively engage the third sector and social enterprise to bridge funding and service gapsIntroduce Knowledge Management (KM) to ensure both strategies are effective and efficiently run:Work with the commissioning team to establish a data management function to gather, analyse and make effective use of Service User experienceKM will be used to capture learning from all services Map the existing care pathway clearly showing points of contact with DAAT and PartnersUse feedback to inform the Commissioning Strategy with a view to designing care pathways that increases personalisation

Measure and act on Service User experience

Measure effectiveness of Service User engagement in care and treatment

Look to join wider consultations through Redbridge Council and Partners for efficient use of resources

work with providers, both primary and secondary, to then review existing services and design new services and care pathways that increases personalisation

Identify stakeholders and partnerships against a ranking of influence, monitor perceptions and needs

Determine baseline performance of providers, both relative and actual

Include benefits realisation methodology

Link with Redbridge Safer Communities Partnership, DIP etc

Ensure that relationship is deepened at middle management and frontline levels

Actively engage the third sector and social enterprise to bridge funding and service gaps

Work with the commissioning team to establish a data management function to gather, analyse and make effective use of Service User experience

KM will be used to capture learning from all services

Map the existing care pathway clearly showing points of contact with DAAT and Partners

Use feedback to inform the Commissioning Strategy with a view to designing care pathways that increases personalisation

WCC Competences: Strategic Planning themeComponents of an effective Strategic Plan

Translate strategy into initiatives for CommissioningDesign and agree future Care Pathways inCollaboration with commissionersbased on rigorous analysisDetermine initiatives defining; Partnership roles &responsibilitiesDevelop project plan Prepare budgetfor initiativesPrepare businesscasesIncorporateContinuousImprovement & InnovationDevelop the strategy/ Test & adaptReview the existing Care PathwayInclude PESTLE analysisConduct extensive StakeholderEngagementExtensive needs analysisMap existing Care PathwayJoint Strategic NeedsAssessment (JSNA)ScenarioPlanningAgree baselineon performanceDevelop thestrategy/Test & adaptTranslatestrategyintoinitiatives for CommissioningPrioritise areas for Improvement &InvestmentDevelop plan aroundCapability GapsPlan resource capacityPrepare budgetsWork with partners to agreeprovider requirementsProject plan to be revised accordinglyOrganisational Development and Financial PlanDAATStrategicFrameworkPerformance& Risk FrameworkPM by way ofdashboards,or balancedScorecardsfor service providers and contractual arrangementsPerformance framework thatlinks to LAA, CDRP and national frameworksPerformance used as a forumfor discussion and continuous improvementPerformance & Risk FrameworkOD &FinancialPlan

Design and agree future Care Pathways in

Determine initiatives defining;

Partnership roles &

Develop project plan

Prepare budget

Prepare business

Incorporate

Review the existing Care Pathway

Include PESTLE analysis

Conduct extensive Stakeholder

Extensive needs analysis

Map existing Care Pathway

Joint Strategic Needs

Scenario

Agree baseline

Prioritise areas for

Develop plan around

Plan resource capacity

Prepare budgets

Work with partners to agree

Project plan to be revised accordingly

PM by way of

Performance framework that

Performance used as a forum

Taking DAAT that next step towards improved outcomes