A commissioning co production county council


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A thought project that describes how a two tier authority like Lancashire County Council could work collaboratively with district councils using co-production as a new way of engaging communities.

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  • This is presentation is about whole system change.There are great dangers in not delivering cost savings and efficienciesby taking a simple procurement model of commissioning Commissioning is more about decommissioning and setting the style and methods of delivery as it is about procuring and contracting. The future of local government could be more embedded in communities by using a commissioning co-production approach that reduced the size of bureaucracy and increased the daily interaction with the communities of Lancashire. The change would take several years though very quick wins could come from re-engineering frontline delivery and tackle process, strategy and governance in that order to develop a logical set of structures.
  • Currently the County Council is organisationally configured around thematic directorates. Each has it’s own hierarchy and discrete control over resource and professional priorities. The communities of Lancashire are not organised in this way. This fact makes the County Council the wrong ‘shape’ to do some of it’s tasks efficiently. The actual business of the Council can be ‘chunked’ into People, Place and Process and can be reconfigured in the following way with a clear delineation between commissioners and providers. This way of looking at the shape of the council takes a functional view rather than a thematic approach.
  • Process functions can be clustered in two distinct places.Office of the Chief Executive/strategic partnership: Would retain the traditional legal and governance functions as well as the new Public Health work. Procurement and contracting might sit with the SP. Commissioning- Joint Strategic Planning and Research Unit : this new entity would facilitate needs and priority analysis, specifying and commissioning plus monitoring and evaluation. This diagram is not exhaustive or particularly accurate in showing existing functions. This ‘unit’ would combine existing commissioners and their functions together in one unit.
  • Place functions require specific activity and it’s primary tasks are often strategic and require economies of scale. This is not to say that the interface between these functions and communities do not need managing effectively. This diagram does not describe partners responsibilities for Place type activity such as housing, refuse collection and environmental health.
  • There is a compelling argument for a more radical approach to how the County Council works with the communities and neighbourhoods of Lancashire. The common point between all services that work with people is either a ‘family’ or a neighbourhood. This is the logical point at which to start commissioning activity that will lead to significant outcomes. Professional and Communities working together using co-productive techniques can be efficient and effective. Initiatives such as Total Family, Total Place, Connecting Communities, Big Society all require flexible, responsive and chaordic organisational shapes. 19th Century models of municipality will not meet the new agenda or deliver efficiencies. This ‘people’ model realigns CYP and ACS themes. A sub text of this approach would be a shift of resource away from specialisms to a more generic preventative use of staffing roles.
  • The geography and demography of Lancashire is not dissimilar to a small country and the shape of the organisation must be able to cope with the complexity of neighbourhoods and, at the same time, be strategic. This slide attempts that reshaping. The proposal is to divide the county into 3 discrete areas. This would mean people and place functions in each area and the process functions held centrallyThe people and place functions would relate directly to a district context
  • This path shows the flow that commissioning would take through local partnership and governance arrangements such as LSP’s and Three Tier Forums. A emphasis would be placed on co-located frontline teams gathering intelligence informing the services needed to get co-productions into the neighbourhoods of Lancashire
  • A district level perspectiveEach district can be divided into human scale geographical neighbourhoodsPeople service teams could be based in neighbourhoods developing co-production with the communities being accountable to a local governance arrangement (potentially a similar model based on the three tier forums currently proposed). The commissioning and operational support levels interact with the district level
  • Most people can normally access existing universal services.A smaller number will need swift access to preventative activity before returning back to ‘mainstream’ provision. A relatively smaller number will need specialised help or even protection. By taking a preventative approach as described in the Total Family work it would be expected to have better outcomes and better efficiencies.This could happen if commissioned.
  • A commissioning co production county council

    1. 1. A Commissioning Co-production County Council “Co-production means delivering public services in an equal and reciprocal relationship between professionals, people using services, their families and their neighbours. Where activities are co-produced in this way, both services and neighbourhoods become far more effective agents of change“ nef/NESTA A Thought Piece Bren Cook District Partnership Officer
    2. 2. Co-production Principles •Building on people’s existing capabilities: altering the delivery model of public services from a deficit approach to one that provides opportunities to recognise and grow people’s capabilities and actively support them to put them to use at an individual and community level. •Reciprocity and mutuality: offering people a range of incentives to engage which enable us to work in reciprocal relationships with professionals and with each other, where there are mutual responsibilities and expectations. •Peer support networks: engaging peer and personal networks alongside professionals as the best way of transferring knowledge. •Blurring distinctions: removing the distinction between professionals and recipients, and between producers and consumers of services, by reconfiguring the way services are developed and delivered. •Facilitating rather than delivering: enabling public service agencies to become catalysts and facilitators rather than central providers themselves. •Assets: transforming the perception of people from passive recipients of services and burdens on the system into one where they are equal partners in designing and delivering services. nef/NESTA
    3. 3. Radically re-shaping the County Council to commission for co-production
    4. 4. OCE/Strategic Partnership People Process Place ProviderCommissioning ENV Resources ACSCYPE Current Directorate Configuration A new configuration
    5. 5. Process OCE/Strategic Partnership Dem Services Legal Services County Council, Cabinet, Three Tier Forums, O&S Comms Public Health Joint Strategic Planning and Research Unit- Commissioning JSNA Policy Development Contracting/ procurement Quality and Performance management Workforce Development Strategic Planning Transport and Strategic Highways Finance and Resource Specifying/Commissioning Business Design Organisational Development Policy Development People, Place Cross Cutting Commissioners
    6. 6. Place Commissioned Services What Public Realm, Highways Engineering Maintenance Services, Street lighting and Streetworks, Public Protection services, Waste Management, County Analyst, Country side services, footpaths, sustainable Transport, Winter Maintenance Services, etc How Strategic planning, community planning (including elected members as community champions), partnership working and commissioning.
    7. 7. People Commissioned Services ACS Services CYP Services Total Family/Neighbourhood Commissioning Co-production
    8. 8. People Place People Place People Place Joint Strategic Planning and Research Unit- Commissioning Process Districts Districts Districts Districts Districts Districts Districts Districts Districts Districts Districts Districts
    9. 9. Joint Strategic Planning and Research Unit- Commissioning Process People Place Districts Districts Districts People Place Districts Districts Districts Districts Districts People Place Districts Districts Districts Districts Priorities
    10. 10. District Level Geographic Neighbourhoods Community Based People Teams Community Based People Teams Community Based People Teams Community Based People Teams Local Governance and Accountability County, District and Town/Parish Councillors Neighbourhood Members Partner agencies, voluntary and faith organisations People Place Area Joint Strategic Planning and Research Unit- Commissioning Process
    11. 11. Efficiencies will arise from • Co-production with communities • Early intervention and prevention • Managing whole system flow • Managing demand • Managing easy access • Integrating frontline experts
    12. 12. Universal Services Sorting Assessment Multi Age Agency Co-located Neighbourhood Preventative Teams Additional Need Complex Need Protection Multi Age Agency Specialised/acute Teams Area/District wide Managing Demand Flow
    13. 13. Thank You