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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


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.


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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