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Keith Burton, Deputy Director (Commissioning and Partnerships)

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Director of Children’s Services Unit Short Presentation from Leeds: Example of Promising Practice from Yorkshire and the Humber. Keith Burton, Deputy Director (Commissioning and Partnerships). Some conundrums that set us thinking. Tensions

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Director of Children’s Services UnitShort Presentation from Leeds: Example of Promising Practice from Yorkshire and the Humber

Keith Burton, Deputy Director (Commissioning and Partnerships)

some conundrums that set us thinking
Some conundrums that set us thinking

Tensions

  • “Commissioning” used as term for the “virtual business plan”:

- audit

- needs analysis

  • - priorities, etc, etc
  • Confusion and conflict between ‘market perfecting / market regulating’ (more providers; more competition) and Laming intentions (single controlling mind).
  • A contract for everything??
  • Early lessons from pilot “Children’s Trusts” (Majority of professional business can stay the same).
  • Most innovation with impact on CYP happening at local level.
second evolution intelligent or smart commissioning a thin dcs unit
Second Evolution - Intelligent or smart commissioning - “a thin DCS Unit”

Second evolution

  • Vision & leadership based on “culture change” (not big organisation change).
  • Integrated strategic commissioning – (macro management).
  • Commissioning strategy based on CYPP priorities.
  • Split “integrated strategic” from “wider commissioning/provider activity” (15% vs 85%).
  • Partnership and Governance

(strategic partnership to look at everything

but not everything strategically commissioned). Partnership and engagement

  • Budget Holding Lead Professional (use / depend on)

– locality power.

children s trust arrangements
Children’s Trust ‘arrangements’
  • Emphasis on ‘integrated strategic commissioning’ on a needs-led basis
    • separate commissioning activity from providing services
    • but some services commissioned by provider
  • DCS strategically accountable for achieving local and national outcomes (but not operational manager)
  • Partners have statutory duty to co-operate
  • DCS to make arrangements: governance and accountability issues
  • DCS will hold partners accountable for delivering commissioned outcomes
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Continuum of assessment and service delivery

I = Identification and action T = Transition N = Needs met

Assess in consultation with others

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Intelligent or smart commissioning

  • Tensions
  • Getting behaviour change throughout whilst only working on % of systems.
  • Leaving “provider units” intact vs “team around the child”.
  • Emphasis on Commissioning Strategy and Provider Strategy of DCS (not managing a big operational department).
  • Understanding the difference between the need for governance arrangements and partnership arrangements.
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Commissioning in a nutshell

  • We procure inputs
  • Wemanage processes
  • We Commission outcomes
post script

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Post Script

We procure inputs

Wemanage processes

We Commission outcomes

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