Commissioning Member Briefing 17 March 2014

1. Commissioning Member Briefing17 March 2014 • Frances Kelsey (CEU) – Market Development • Siobhan Williams (Chys) – Children’s Social Care • Neil Anderson (BEC) – Libraries and Learning • Pauline Harris (CEU) – Future Opportunities

2. What is market development, and why is it relevant to WCC? • WCC aims to be an “excellent commissioning authority”. • As we step away from a provider role, the “market” will be providing services on our behalf. • The quality of our services will be dependent on the market which is there to deliver them. • Some of WCC’s key external markets: • Adult social care • Highways • Children’s services • Case study – Highways vs Early Help

3. How is WCC ensuring effective market development? • Commercial Approach programme • Commercial team • Expertise in service areas • Commissioning Toolkit

5. Market Development in New Models of Care

6. Market Development in L&A

7. SOURCE RATIONALE FOR REDESIGN-NATIONAL DRIVERS • Munro Review of Child Protection 'A Child-Centred System' (May 2011) • Social Work Task Force 'Building a Safe & Confident Future' (Nov 2009) • new OFSTED Frameworks for the Inspection of Safeguarding & LAC • National Minimum Standards for Children's Homes, Fostering & Adoption RATIONALE FOR REDESIGN-LOCAL • Ofsted Safeguarding Inspection 2012- adequate, but requiring improvement • Pressures of increased demand on safeguarding services especially resources for looked after children

9. KEY DELIVERY PRINCIPLES • Key Delivery Principles • Commissioning: To apply a rigorous and commercially focussed commissioning approach to improving outcomes, monitoring quality and achieving savings. • Consistency: Implement and maintain a common approach to assessing needs for children and families, quality assuring practice, monitoring performance and utilising systems. • Technology: Maximise the use of technology to manage caseloads and demand for services to enable front line staff to work in a flexible and mobile manner and spend more direct time with families.

10. REVIEW • Decision-Making Accountability • Time & Motion study • Staff stakeholder events, workshops & questionnaire • Stakeholder questionnaire & feedback events • Consultation with children & young people • Needs Analysis of LAC & Care Leavers

11. EVALUATION • Too much time taken in admin tasks • Too many transition points • Decision-making-slow and not delegated at right level • Overlap of job roles • Not enough social workers to meet statutory demands • Insufficient local focus • Not aligned to early help strategy

12. SOLUTIONS- REDESIGN • Reduced no. of senior managers- increased no. and authority of team managers • Deleted social work assistant role- increased number of social workers • Re-aligned family support with early help • Redesigned ‘Journey of the Child’ • Increased business support • Developed FAME working • Commissioned evidence-based practice model • Developed LAC Commissioning Strategy

13. DESIRED OUTCOMES • Confident, stable workforce all trained in one evidence-based model • Sufficient qualified workers delivering directly to service users • Sufficient business support inc. admin & IT support • Culture of learning and professional accountability • Effective and good-quality supervision • Streamlined management and decision-making accountability so decisions are taken as close to contact with the service user as possible

15. Libraries and Learning Remodelling – Community CommissioningVision To develop new relationships and partnerships with local communities on the future shape and delivery of library services and avoid the need for straight closures To develop bespoke commissioning outcomes for individual Libraries involving local communities

16. A Library by Library Approach • Bromsgrove • Library to relocate as part of Parkside development • Droitwich • Multiple partners now co-located / using space at library • Evesham • Co-located with Registration Service. Working with Property Services to secure additional partners to share building costs • Kidderminster • Social Care staff now housed on one floor of library. Further work being done to get other partners in to increase income • Malvern • Job Centre plus to move to library April 2014

17. Community Led Libraries • Catshill • Community ran library supported by volunteers relocated to Middle School • Bewdley • Library moving as part of medical centre development longer term and working with town Council on interim solution • Hagley • Working with Parish on exploring taking financial responsibility and management of library building and hope to include in their future vision of developing a wider community HUB • Broadway • Working with a newly formed community group who will take on premises management, including financial responsibility for premises by April 2014 • Upton • Developing options with Town Council and Upton Partnership around community style HUB in town • Wythall • Working with Parish Council to develop a community group to support the library / premises management • Pershore • Town Council brought library in 2012 for £200k 10 year deal lease to Town Council (library now in their building)

20. Questions ?

21. Find out more about commissioning: • 14 April 10.00am (Worcester Room) • Highways • New Models of Care (DASH) • 2 June 10am (Worcester Room) • Planning • Systems and Customer Access • Member training • June 2014 Refreshed Commissioning Toolkit: http://sid/cms/ce/futurefit/commissioning.aspx Key email contact: Commissioning@worcestershire.gov.uk

22. Useful Links and Contacts http://sid/cms/ce/futurefit/commissioning.aspxCommissioning Toolkit Link Commissioning@worcestershire.gov.ukKey email contact point for enquiries Pauline Harris Telephone: 07809 334614