Transcript Slide 1

Ealing Children’s Trust:
CYPP Priorities
May 2010
Commissioning Support Programme
• DH / DCSF programme for all Children’s Trusts in
England:
– To support a sustainable improvement in strategic
commissioning, as well as building capacity within the
system in order to improve outcomes for children and
young people locally.
– To work in partnership with the sector to bring
about organisational change to improve effectiveness
of commissioning.
– To provide a vehicle to share good practice across
Children’s Trusts.
Purpose of this session
• Recap on findings from previous work with the Board.
• Review priorities and establish a clear vision for each
outcome.
• Identify measures of success, resources, issues which
need to be addressed and any actions which need to be
taken to start to develop the CYPP and deliver against
key priorities.
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But first…
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National picture… there may be Trouble ahead…
10 years of
increased spend
Rising public
expectation
Increase in
demand
10% to 30%
budget cuts
What does this mean?
• Business as usual?
• Some local authorities, PCTs etc have already begun to implement
efficiency agendas.
• Turbulent times will test partnership arrangements and agencies will
need to ensure strong commitment to be able to deliver better
outcomes for children and young people.
• Developing better commissioning practice across Trusts can support
agencies make some of the tough decisions ahead and enable them
to still meet their priorities.
What’s happening in Ealing?
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Complicated by…
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Leaders often set efficiency targets through input-based salami slicing
rather than outcome-based commissioning approaches
Reducing headcount in local services often paralyses an organisation
Capacity and capability across central and local government to achieve
efficiency savings at the same time as improving outcomes is limited
Across government there is a lack of commercial skills, or these are not
drawn into commissioning
Small Children's Trusts must collaborate with others to manage the
market and secure the best deals
Non statutory services such as early intervention and prevention are
often the first target for savings
Children's Trust partners under financial pressure may become insular
Efficiency savings through commissioning require a thorough
understanding of resources, costs, needs and outcomes
Providers are vulnerable to turbulent markets and reduced cash flow
How can we make it work…?
• Strengthen partnership arrangements.
• Define principles on which arrangements will work, services will be
commissioned etc.
• Identify clear strategic priorities.
• Establish frameworks which set out how services will be
commissioned.
• Understand levels of risk across agencies.
• Look at ‘whole system’ resources and embed good practice across
the Trust.
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Commissioning Cycles
How can Commissioning Help?
‘Commissioning is the process for deciding how to use the
total resource available for children, young people and
parents and carers in order to improve outcomes in the
most efficient, effective, equitable and sustainable way.’
Future Efficiencies – Resources
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Understanding the resources available and disaggregating budgets
Making best use of all resources including finance, workforce, providers
and the market place, buildings, the community and co-production with
families
e.g. How many buildings are used to improve children’s outcomes – are
these in the right configuration?
• e.g. Parents deliver more outcomes than any other part of the system –
do we have the right support to maximise this co-production?
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Future Efficiencies – Targeting
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Targeting the right point in a child or young person’s pathway to ensure
that universal and specialist resource is used most efficiently and
effectively, e.g. through early intervention
Targeting the population that is most in need, narrowing the gap, and
ensuring resources are not wasted on those that do not need help
e.g. In one local area 70% of looked after children came from 26 families
over a 10 year period – how could we target and use that resource better?
Developing the CYPP
Making it work in uncertain
times
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Sustainable Community Strategy
Local Strategic Partnership
Effective Children’s Trust Board leadership, governance,
accountability and joint working to drive local CYP priorities
JSNA
aligned with SCS and
feeding into CYPP
needs assessment
Children and Young
People’s Plan
Needs
assessment
using data in JSNA
and engagement of
children, young
people and
families to inform
CYPP and the
design,
commissioning and
delivery of services
linking to partner plans
and driving down to aligned
operational plans developed
within the Children’s Trust
partnership
Commissioning arrangements that build on the
strengths of NHS, education and third sector commissioning and
linking them to joint arrangements through the CYPP
Service delivery through a workforce with the right skills
and capacity, focused on prevention and early intervention to
improve outcomes
Inspection
and assurance
systems to help
drive
improvements
in quality and
outcomes
Strategies and Plans
What do you want to achieve in
the whole local area, for the whole
population?
What do you want to achieve for
Children, Young People and their
Families? What are the priorities?
What are the high-level resources?
How are you going to run the
commissioning function? What is
the overall approach, rules of the
game, process and principles?
How are you going to meet the
intentions and priorities set out in
the Children and Young People’s
Plan, using the Commissioning
Framework?
Children and Young People’s Plan
• The Children and Young People’s Plan (CYPP) is the agreed
joint strategy of partners in the Children’s Trust on how
they will co-operate to improve children’s well-being.
• The CYPP is the master plan for commissioners – it informs
all commissioning strategies.
• Although the scope of the new CYPP includes all services
that affect children and young people’s
well-being, it is not necessary or
desirable for the Plan to include
a list of everything each of the
partners do.
The CYPP
More than just a document…
• It should detail the level of resourcing available across partners to
deliver the desired outcomes.
• Should show how partners on the Board intend to increase the
efficiency and effectiveness through better use of resources.
• It should make clear the arrangements for safeguarding children
and young people and early intervention and prevention.
• It should include a workforce strategy, co-ordinating children and
young people services with adult services, how the Board intends to
reduce and mitigate the effects of child poverty and improve the
behaviour and attendance at school.
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Benefits to using the CYPP
• Alignment of priorities with other partners through the planning
process
• Demonstrate contribution of wide ranging services across the local
authority e.g. adults services, housing, community safety
• Demonstrate contribution of wide ranging services across Children’s
Trust partners
• Supported by a strong governance framework it can help ensure
partners are accountable
• May help to identify efficiencies and encourage commitment to
achieving better outcomes across diverse agencies
Where we’ve got to and next steps…
• Initial workshop (Jan 10) with key stakeholders to support the JSNA
process and identify existing evidence, gaps in evidence and areas
for further development.
• Detailed session with Children’s Trust Board (Feb 10) to look at the
priority areas which Ealing need to focus upon, identify which ones
are most important and work through the implications for
commissioning.
• Today’s session designed to work up detail.
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The vision: Outcomes and priorities
• In groups, review each outcome:
– 10 minutes presentation from ‘outcome-holder’
detailing vision for delivering the priorities.
– 5 minutes for questions of clarity from the group.
– Group discusses the outcome and vision and provides
suggestions for taking this forward and confirming
language.
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Planning for success…
• Consider:
• What would success look like? How will you know
you have achieved it?
• What does current provision look like? What works
well? What needs to change?
• What resources do we have which could be
allocated, reallocated or redesigned to deliver
these outcomes?
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Planning for success (2)…
• What things are hindering us from addressing these
priorities?
• What can we do to address these?
• Where can we achieve better value by working together?
• Will focussing on this/these priorities mean we can
achieve better value for money?
• When do we need to achieve these changes by?
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Next steps
• Report to the CT Board.
• Developing stronger commissioning arrangements.
• Specific actions…?
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