Tees Valley Pilot Workshop 3 Commissioning Lisa Williams, BOND Consortium member and Independent Consultant

Commissioning is about ensuring the right people and services are in the right place at the right time for all children, young people and families. It is the overall process by which services are planned, investment decisions are made, delivery is ensured and effectiveness is reviewed. DfE Commissioning is simply the process used to decide how we spend available funds to achieve particular outcomes. Commissioning requires a number of separate but interlinked activities

Every Child Matters – Children’s Act 2004 Joint Planning and Commissioning Framework for CYP and Maternity Services 2006 Patient/ public Petitions Published prospectu s Review service provision Assessing needs Seeking public and patient views Managing performance (quality, performance, outcomes) Referrals, individual needs assessment; advice on choices; treatment/ activity Managing demand Shaping the structure of supply Designing services Deciding priorities National targets Look at outcomes for children and young people Look at particular groups of children and young people Commission – including use of pooled resources Identify resources and set priorities Decide how to commission services efficiently Monitor and review services and process Develop needs assessment with user and staff views Plan pattern of services and focus on prevention Plan for workforce and market development Phase 1 Needs assessment and strategic planning Phase 2 Shaping and managing the market Phase 3 Improving performance, monitoring and evaluating

NHS - Building on ‘World Class Commissioning’ DH

Identify needs Outcomes? Plan and design pattern of services Look to the market - Does it provide what we need? Tender & Procure Disinvest? Develop market? how well is the service delivering outcomes? What have we learnt about needs? Resources? Priorities? Strategic process for allocating resources

National and regional – low volume, specialist, complex Strategic local e.g. on the basis of the whole population needs Community or partnerships e.g. school clusters, local services etc Large organisation – sub-contracting Individual schools (individual departments) Personal budgets for individual cases/needs

Outcomes focused – decisions Evidence based - decisions Transparent and fair – processes Contestability – where appropriate to drive innovation and select the best in-house or external provider Challenge – to in-house and external practitioners Value for money – of all services Performance management – for all services Commissioning Principles may include…

Weak Commissioning  Historically and provider led  Little effective challenge Adequate Commissioning (status quo)  Good control over existing contracts  Narrow approach to commissioning around procurement and purchasing Effective Commissioning  Commissioners engaging with communities on the pattern of services required  Commissioners shaping structure of delivery  Active redesign of services  Personalisation  Decommissioning Intelligent Commissioning Maximise value from total local public sector budget Outcome driven Empowering users and local communities Widespread embracing of behavioural change Some community led commissioning Semi-autonomous personalisation Driven by customer experience Aiming to be here…. Many organisations operate here REACTIVE COMMISSIONING

‘Understand’ –have you involved VCSOs? –VCS access to local knowledge –VCS access to ‘harder to reach’ groups ‘Plan’ –do you know about existing VCSO services and what they provide and to who? –What do you want the local ‘market’ to look like? Gaps? Areas for strengthening?

‘Do’ –Can you help develop services through procurement processes e.g. can small specialist services compete with large? –Have you allowed time and support for VCSO tendering? ‘Review’ –Have you specified appropriate service delivery outcomes? –Are you acting on the information you have to take remedial action where it is needed before critical?

Better services - driven by feedback from people who use them Not wasting money – CYP know what works and what doesn’t Making services CYP friendly and accessible Gaining expert insight about diverse needs and the barriers faced by marginalised and vulnerable groups. Improved accountability to CYP as stakeholders Direct benefits to CYP themselves – including increased knowledge of services, confidence, skills and networks

Understand –Are you clearly articulating unmet needs in an accessible and understandable format? –Do you know what works (evidence)? Plan –Do you provide clear, accessible and persuasive information on what your service does now? –Can you articulate and evidence the outcomes you achieve?

Do –Do you prioritise tendering – time, skills and activity? –Have you built relationships that matter to future tendering? –Collaborate rather than compete? Review –Do you collect and analyse process and outcome data and information? –Are you acting on the information you have to take remedial action where it is needed before critical?

–Volunteer capacity (how cost effective is this?) –Organisationally held knowledge and expertise –Non-profit making – will this demonstrably make it cheaper than the competitor’s? –Local brand (how strong is your brand? What is the perception locally?) –Accessibility and less stigma - how do you demonstrate the benefit? –Attract other funding – have you promoted your track record?

Leaders who understand the agenda Providers who are clear about what they can deliver to whom, and the outcomes Relationships based on knowledge and trust The routine engagement of statutory providers, commissioners, VCS and CYP, parents and carers VCS organisations which understand the commissioning world BOND Learning from Practice. 2012, to be published

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