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PEER INTO SUCCESS Children & Young People’s Commissioning

PEER INTO SUCCESS Children & Young People’s Commissioning. alex sporidou business manager young people’s support foundation 30th September 2019. INTRODUCTION. The Cycles of Procurement and Commissioning: A practice to make an organisation fit for purpose

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PEER INTO SUCCESS Children & Young People’s Commissioning

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  1. PEER INTO SUCCESSChildren & Young People’s Commissioning alex sporidou business manager young people’s support foundation 30th September 2019

  2. INTRODUCTION • The Cycles of Procurement and Commissioning: A practice to make an organisation fit for purpose • Children & Young People: Manchester’s Children and Young People’s Strategic Plan and other key documents • Recession and 3rd Sector Strategies to manage the Impact: Compact, Partnerships and Influencing

  3. The Cycles of Procurement & Commissioning • The fact is that just about everyone engages in the act of procurement. In its most basic form, procurement is nothing more than the steps that are used in the acquisition of goods and services. From this perspective, all consumers participate in the process of procurement. Whether for business or for the home, there are progressive steps that we all follow as we work toward procuring those items that we desire and how they ultimately lead us to the satisfaction of our needs and desires. • Public Procurement Is Prescribed by The Legal Framework of EU Procurement Directives Http://www.ogc.gov.uk/procurement_the_bigger_picture_policy_and_standards_framework.asp

  4. The Cycles of Procurement & Commissioning

  5. The Cycles of Procurement & Commissioning

  6. The Cycles of Procurement & Commissioning

  7. The Cycles of Procurement & Commissioning • Tender evaluation – objectives: The purpose of tender evaluation is to appoint organisations capable of: • Achieving the objectives as set out in the tender documentation • Enabling continuous service improvement for end user • Having a clear and well-documented process that is rigorous, open and auditable • Demonstrating best ‘value for money’ • Tenderers will also be asked to supply References and may be invited to give a presentation or attend an interview as part of their submission

  8. The Cycles of Procurement & Commissioning • Details of proposed service • Partnership working to achieve effective outcomes for client group/service users • Skills, knowledge and experience of working with specific client group and providing housing related support • Assessment of needs and risks and support planning • Engagement of service users in the design and continuous improvement of the service (nb Supplementary QAF) • Management and operation of the service • Legal Status; Insurances; Strategic relevance; Financial Information; Policies: H&S, EO

  9. Children & Young People’s Strategic Plan • National and local drivers ECM; Protection; Improving Health; Prevention and early intervention; Think Family; A neighbourhood focus providing easily accessible services; Closing the gap to national outcomes and reducing inequalities; Safeguarding children; and Improving engagement and participation of children and young people. • prevention and early intervention strategy Strand 1 - continuing the re-design of services and practice to ensure we can effectively identify and respond to children and their families - Strand 2 – Long term strategic investment in early intervention and prevention • Engagement Children and Young People’s view from previous research; Identify Gaps; survey their views now through Focus Groups on Gaps • improvement plan • Delivering greater integration and systems change Objective 1: Providing strategic leadership to all providers of children and young people and their families, including strengthening children’s trust arrangements Objective 2: Commissioning, providing and quality assuring services that focus on prevention and early identification and intervention for all children and young people who need additional helpObjective 3: Deliver a highly skilled, committed and effective workforce with a common culture and values to deliver integrated services to children and young people Objective 4: Delivering value for money and providing measurable returns on our investment people and their families Objective 5: Improve the way we manage change • Commissioning intentions Service redesigns to increase value for money and achieve efficiencies Commissioning for early intervention and prevention

  10. Children & Young People’s Strategic Plan • Priority One: Improve the health of children and young people by strengthening emotional health and well-being, building resilience and reducing obesity, teenage conceptions and the incidence of sexually transmitted infections. • Priority 2: Ensure children and young people are safeguarded • Priority 3: Ensure children and young people become looked after only where this improves their life chances, continue to improve outcomes for LAC and improve care planning and local placement stability

  11. Children & Young People’s Strategic Plan • Priority 4: Raise attainment by improving school attendance, narrowing the outcome gap at foundation stage, build on improvements at KS2 and 4, and target interventions in under performing schools and groups • Priority 5: Prevent young people becoming involved in risky activities and so promote positive behaviour and reduce anti-social behaviour and reduce the rate of reoffending • Priority 6: Maximise economic wellbeing by tackling child poverty and continuing to increase the number of young people, including young offenders, who are in education, employment or training, and improve the rate of course completion where this is low

  12. Recession & 3rd Sector Strategies • Commissioning journey changes: Register with the Chest the North West's Local Authority Procurement Portal; Efficiency savings through commissioning require a thorough understanding of resources, costs, needs and desired outcomes; • Implications Of The Comprehensive Spending Review: 25%-40% Cuts; “More for Less”; Non Statutory Services such as early interventions & prevention 1st Target For Savings; Providers are vulnerable to turbulent markets and reduced cash flow • Approaches To Joint Working: Local partners under financial pressure often become insular; Small local areas/agencies often fail to collaborate with others to manage the market and secure the best deals; Form Consortia; Merger; Use The Compact; Follow The Big Society Agenda

  13. Useful Resources • http://www.commissioningsupport.org.uk/ Outcomes & Efficiency, Accelerating the delivery of better outcomes & efficiency through commissioning, July 2010 • http://www.manchester.gov.uk/info/500002/council_policies_and_strategies/1360/manchesters_children_and_young_peoples_strategic_plan/1Manchester Children & Young People’s Plan 2010-12 • http://www.manchesterpartnership.org.uk/page/23/State of the City reports 2009/2010; State of the City Communities of Interest • http://www.macc.org.uk/macc/childrensworkforcetoolkit.phpThe Workforce Partners Children & Young People - toolkit • https://www.thechest.nwce.gov.uk/cms/cms.nsf/vHomePage/fSection?OpenDocumentThe Chest, the North West's Local Authority Procurement Portal.

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