Commissioning Academy

1. Commissioning Academy Overview and Introduction August 2012

2. Commissioning Academy – the challenge UNCLASSIFIED • Demand for public services is going up whilst the resources (£ and people) are going down, which increases the pressure to find greater efficiencies and better productivity • Government has to design different ways to deliver public services which provide better for less, work across boundaries and enable delivery by new models such as mutuals and social enterprises • To do this, commissioners need to have the confidence, skills and know-how to create, shape and manage new markets for service provision and deliver the very best outcomes by building different, more efficient, models of delivery • There is lots of good practice out there, but more needs to be done to join up across sectors and help people learn from each other’s experience.

3. Commissioning Academy – Headlines UNCLASSIFIED 3 year programme aiming at ~ 2,000 commissioners Emphasis on ‘hearts and minds’ rather than process and rules training Pilot run with first Cohort starting June 2012, 2nd Cohort Autumn 2012 20 people in each Cohort made up of 6 or 7 small groups from different sectors at around Director/Assistant Director/SCS1 level or equivalent Leadership (political and executive) community included 8 or 9 ‘Academy days’ spread over circa 6 month period Pilot funded by Cabinet Office; rollout to be funded by small contribution from participating organisations with major contribution from the ‘centre’ (overall target cost per candidate of £2k) Knowledge transfer and peer challenge designed in through on-site visits and problem-solving sessions Success measured initially by the level of engagement by departments and public sector organisations, and ultimately by the impact made by the Alumni in their individual areas

4. Proposed Timeline 2013 June July Apr – Jul May August Sept Oct Nov Dec Jan Feb Mar Phase 1 Prospectus refined Outline Prospectus 1st Pilot Cohort confirmed Phase 2 1st Pilot Cohort graduation 1st Pilot Cohort starts Prospectus refined Phase 2a 2nd Pilot Cohort starts 2nd Pilot Cohort graduation Phase 3 OLYMPICS & PARA LYMPICS Managed operation set up Phase 4 Setup: Two Pilot cohorts of 20 candidates Year 1: target 200 candidates Year 2: target 800 candidates Year 3: target 1000 candidates Future Cohorts ready Academy launch UNCLASSIFIED UNCLASSIFIED 4

5. The ‘ideal commissioner’ The academy will help organisations develop their leaders towards being ‘ideal commissioners’, who: Know how to challenge the status quo in order to find creative alternative solutions, including different funding models Have confidence to go out and discuss potential solutions with suppliers and providers, knows what to look for in outcome-based contracts for service provision. Are able to de-commission existing models that need to change and know how to avoid disproportionate bureaucracy Drive service provision from the perspective of the user, not the provider Have a great network of contacts who can help with knotty problems Understand and can influence how markets are created and shaped by Government Are confident working with a wide range of professionals, single minded to focus on outcome and able to push-back on legal/finance obstacles where it makes sense to do so See the stakeholders as a broad group embracing providers, suppliers, customers, users, policy makers, political leaders UNCLASSIFIED

6. The journey through the Commissioning Academy Alumni Network – input to future cohorts Application of learning “back at base” throughout Learn & Share – mix of masterclasses, roundtables and workshops Graduation Cohorts of up to 20 Director/AD/SCS1 and above, or equivalent, public sector officials (2-3 from each organisation) Peer Challenge – critical review across the Cohort Show & Tell – on-site visits “Knowledge Exchange” – web-based links to wide range of Commissioning L&D resources UNCLASSIFIED

7. The Commissioning Academy – pilot programme 8 or 9 ‘Academy days’ spread over 6 months: Pilot 1 runs June to November 2012, Pilot 2 runs November 2012 to March 2013. A mix of events interspersed across the period ending with Peer Challenge. • Learn & Share days • Masterclass session, then: • Facilitated roundtable/workshop • Invited guest speakers and ‘provocateurs’ • Nomination and selection of pilot Cohort • Invitations to organisations/groups • Service leaders with appetite for change • Senior level sponsors • Graduation and Alumni • Certificate • Feedback to refine future Academy events • Commitment to give 3-5 days to future Cohorts Pre-briefing with Cohort & sponsors Close out and 100 day plans for return to base Boardroom Briefing with sponsors and local leaders • Show & Tell days • On-site visits • Hosted • Peer Challenge day • Planning for culture change • Cohort teams critique Use of Academy content to start to change culture and transform services ‘back at base’ Engagement with Cohort Lead and Cabinet Office Commissioning Academy team

8. Broad make-up of the two pilot cohorts UNCLASSIFIED • Around 20 individuals in each cohort, from around 7 commissioning teams. Made up of: • Director/Assistant Director/SCS1 equivalent, and • 1 or 2 colleagues at this level or top Band A • Covering a mix of commissioning areas: • ‘place-based’ groups • local authority groups (eg Children’s Services, Adult Social Care, etc) • Justice group(s) • Work Programme group • Central Gov group(s) • Police and Crime Commissioner group [tbc] • Health – NHS Commissioning Board/Clinical Commissioning Group [tbc]

9. Pilot Programme content – refined during the programme based on feedback from participants • ‘hearts and minds’ shared learning, rather than process and rules • 8 or 9 development days spread over 6 months, different types of events: • 6 x Learn & Share: mix of masterclass, group work, guest speakers and/or expert panel • 2 x Site Visits: learning from commissioners, providers, users • 1 x Peer Challenge: building 100 day plans, group critique • Learn & Share days cover commissioning cycle:

10. Nomination process for the pilot cohorts UNCLASSIFIED Use the expert knowledge of ‘sector leads’ to identify suitable commissioning teams from their sectors.

11. Candidate organisations will be ... UNCLASSIFIED • Leading commissioning services for the public. Each cohort will have a mix of different sector groups, covering cross-cutting themes such as troubled families, drugs and alcohol etc. • At different stages along the road to good commissioning - some with a good understanding and level of experience and some at early stages. • Able to demonstrate the commitment of at least one senior sponsor to making changes to commissioning practice in response to the Academy - and to list at least 2 or 3 individuals in suitable positions and with the personal attributes necessary to participate. • Able to describe the scale of their commissioning budget/spend, their current commissioning challenges (including what they don’t yet do) and what they want to get out of the Academy.

12. Candidate individuals will be ... UNCLASSIFIED • People with the mindset and aptitude to make the necessary step change in commissioning outcomes, driving culture change and learning from others, keen to make good use of support available to them and willing to commit the time. • Individuals personally recommended and nominated by their sector or organisation heads. • At Director/AD/SCS1/equivalent level, responsible for shaping commissioning outcomes, driving transformational and cultural change across services/projects, together with one or two colleagues. • Able to take back practical input to their own commissioning challenges, develop new ideas and showcase their own great results, plus gain recognition for their organisation, influence the design of the Academy, and input to future Cohorts.

13. The offer and the ask UNCLASSIFIED