THE STRATEGIC COUNCIL LEADERSHIP TRUST AND ENGAGEMENT NEW FUNDING SOURCES AND NEW DELIVERY VEHICLES Appendix 1 NEW FUNDING SERVOURCES AND NEW DELIVERY.

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Presentation transcript:

THE STRATEGIC COUNCIL LEADERSHIP TRUST AND ENGAGEMENT NEW FUNDING SOURCES AND NEW DELIVERY VEHICLES Appendix 1 NEW FUNDING SERVOURCES AND NEW DELIVERY VEHICLES SHARED PLATFORM FOR DELIVERY SHARED PLATFORM FOR DELIVERY Strategy and Local Governance and Accountability New tools, methods and standards Managed local Market (“Capability Clusters”) Managed local Market (“Capability Clusters”) Community self sufficiency (New Commissioners) Community self sufficiency (New Commissioners) DEMANDDEMAND SuPPLYSuPPLY

The Strategic Commissioning Cycle Appendix 2 1. Assessing local public needs 2. Agreeing the priority needs for action and investment 3. Defining the outcomes required to meet those needs 4. Designing the service specification to achieve required outcomes 5. Sourcing the providers capable of meeting this specification 6. Procuring the services of those providers 7. (Contract) managing and monitoring the delivery of the required outcomes 8. Reviewing and learning from the delivery and from user feedback

Why the Members’ role is critical Amend delivery Identify needs, if necessary wants and aspirations with local communities CRITICAL ROLE OF MEMBERS Sanity check Priorities Delivery of outcomes outcomes With communities Design how services are delivered differently Appendix 3 How does this feel for you? Is it working and, if not, why not? How do we give local people what they want in a way that’s sustainable? Brokering consensus over what’s most important Ground in local experience Choose more capable providers or redesign delivery

The New Operating Model DRIVING AND DOINGLEADING SUPPORTING Appendix 4 Strategic Leaders (policy development, change management, organisational development, partnership working, communications, democratic decision making) Commissioners (outcome priorisation, service redesign, market making and sourcing, procuring, contract management) Operational Managers (Delivery of projects, activities, interventions and services) Business Intelligence and Research Technical Support Services (HR, Finance, Legal, ICT, Assets) Functional Heads (Co-ordination and Integration)

The Council’s new Corporate “Core” C Monitoring Officer or Section 151 Officer (Finance) -Commercial Strategy, Business Innovation and Performance -Organisational Development -Democratic Services and Governance Chief Operating Officer (Monitoring Officer or Section 151 Officer) Director of Strategic Commissioning Director of Children’s Services Director of Adult Social Care Director of Public Health Commissioning Experts Heads of Service Economic Growth and Prosperity Public Protection and Enforcement Environmental Protection and Enhancement Resilient Local Communities Early Intervention and Prevention Independent Living Safeguarding of Vulnerable Children and Adults Corporate Support Managers Operational Managers (and their delivery teams/units) Appendix 5

Commissioning – setting our priorities Appendix 6 COUNCIL STRATEGY STRATEGIC COMMISSIONING PLAN (5 year cycle) Priorities and allocation of resources POPULATION OUTCOMES Operational Business Plans, programmes and projects MONITOR & REVIEW DRIVING CHANGE COMMISSIONING PRIORITIES SERVICE LEVEL AGREEMENTS/ CONTRACTS SECURING OUTCOMES PARTNERSHIP PRIORITIES STRATEGIC JOINT COMMISSIONING IMPACT ASSESSMENTS RISK MANAGEMENT