Transcript Highways Service Efficiency Board 8th June 2007

The developing Leicestershire Together
Integrated Commissioning process
Leaders 1 11 10
The Big Idea
‘Integrated Services that put the Community First ’
What's different:
• A truly place based approach
• Full sharing of responsibilities with local people –
‘Community First’
• Not just Councils - the whole public sector, the voluntary
sector and the private sector
• Not just ‘commissioning’ or ‘enabling’ – about localities as
well
• More savings and better frontline services
A new process with 3 simple steps
*
Theme Commissioning Boards
Health &
Wellbeing
Commissioning Board - Executive
Partnerships will set out
their collective objectives
and plans to achieve
them:
1.Draft commissioning
plans from
themes/specialists/
localities by end of
December
2.Identify and
communicate with
(c.5) priority
relationships across
other LT groups
3.Finalise
commissioning plans
and supporting action
plans by the start of
the new financial year
in 2012
Community
Safer
Communities
Safety
Local Enterprise
Partnerships
Children &
Young People
Environment
Specialist Groups
Health & Wellbeing
Staying Healthy
Integrated Commissioning
Prevention & Early Intervention
Substance Misuse
Cross-cutting themes
Housing/Planning/Infrastructure Community Budget*
•
Families with complex
Safeguarding
needs
Stronger Communities
•
Alcohol & Drugs
Transport
•
Access to Services
Sport & Physical Activity
Voluntary Community Sector
Rural
Housing Services
Environment
Flood Risk
Waste & Cleaner, Greener
Natural & Historic Environment
Climate Change
Localities
Blaby
Charnwood
Harborough
Hinckley &
Bosworth
Melton
North West
Leicestershire
Oadby &
Wigston
*Community Budgets are specific time service projects that
demonstrate the Leicestershire Together ways of working
Commissioning plans with 5 common features
At the heart of the new process is the
production of commissioning plans from
each of the Leicestershire Together
boards.
Simple and transparent documents that
enable boards to be clear with each other
about what they are doing and how they
are doing it
• Not glossy brochures
• Based on existing organisational
planning
Each board will want to do this in their own
way, to reflect their own needs and
relationships to others
LT will press for plans to include:
1. Measurable objectives and outcomes, while
aiming for longer-term change
2. Highlight priority relationships across
Leicestershire Together partnership and an
explanation of how this has impacted on plans
3. Clarity about a) what the board will practically
do themselves to achieve these objectives, b)
what they will commission from external
providers, and c) what they will ask other
boards within the partnership to tackle on their
behalf.
4. Identify areas where more commissioning is
possible now and in the future
5. How they will measure performance and learn
how to improve in the future.
Championing a new way of working
Principles underpinning these plans to drive
better outcomes and cost-effectiveness:
• Going the extra mile to tackle the problems
of other partners
• Moving faster towards the collective
commissioning of services
• Tackle the root cause of stubborn problems
• Use partnerships to make hard decisions
• Doing right thing at the right level
• Take ownership to make the process work
What it is not
• Not about rejecting what has come
before
• Not a top-down service reorganisation
• Not one size fits all
• Not about the process
• Not about ‘County Council take-over’
• Not about pooling budgets without a
specific justification
• Not about a transfer of accountability
We will champion good examples of working in the ‘LT way’
We may challenge where we believe better progress is possible
We cannot police this through a tick box exercise
Real money and new delivery arrangements
•
•
•
•
•
Broadband delivery £10m, private sector implementation,
some community commissioning
Social Impact Bond for FCN - £millions – commissioned by
LCC on behalf of LT from third party organisations - savings
Local Social Impact Bond for Obesity - £millions –
commissioned by LCC on behalf of HWBB from local third
sector organisations - savings
Health and Well Being Board Commissioning Plan £100m + non acute commissioning
Sport and Physical Activity – single commissioning plan
for Leicestershire - £1m+ – targeted spend = savings –
opportunity for new delivery partners
Suggested self-checklist for Boards (1)
1. Are you developing a commissioning plan in time for the new financial year in 2012?
 Have you planned sufficient time into your deadlines to review your draft plan yourselves
and seek the views of others?
 Are you focussing on the mainstream services run from the organisations within your
group, not just ‘additional’ grants?
2. Are you clear about your board’s aims and measurable objectives?
 Are you clear how your plan helps meet the outcomes set out in the LT Sustainable
Communities Strategy?
 Have you identified whether there are any conflicting objectives within the partnership or
across to other partnerships?
3. Have you used evidence from different sources to analyse the fundamental problems you are
seeking to overcome?
 How will you move from providing expensive acute services towards tackling the root
cause of the challenges you face?
4. Are you doing the right thing at the right level?
 How has your plan changed to embrace views and capabilities exercised at both County
and District level?
Suggested self-checklist for Boards (2)
5. Have you set out your partnership’s c.5 priority relationships and are you clear where others
have identified you in their priority relationships?
 How will you engage with these priority partners over the next 6 months in the
development of your plans?
6. Are you clear where you will directly commission solutions?
 Have you discussed with new potential delivery partners from the voluntary and private
sectors what could be possible in designing and commissioning services?
7. How will you know whether you made a difference and how you will improve in future?
 Are there critical pieces of research that we can put in place now to better know in the
future what difference our efforts really made?
8. How will you communicate your work?
 Do you know how to keep others informed about what you are going to do, both within
your board, across your priority relationships and staff in your individual organisations?