Commissioning – update

1. Commissioning – update

2. Early Help – what does it mean? Some families experience difficulties which, if identified and nipped in the bud, can be prevented from escalating. Early Help gives families the opportunity to regain control of their circumstances without state support, or more formal 'interventions' such as Social Care. If 'Early Help’ is not available, this can, in the worst cases, result in children's social and emotional development being irreparably impaired and lead to family breakdown.

3. Early Help Scope Child protection, residential services Critical Needs Specialist Support Services Social Care Services Stronger Families Early Help Provider Young Carers Early Help Services Early Help GP, early years, school, youth services/activities Universal Services Suggested examples for illustration

4. Strategic Vision • Our strategic vision is to have services which are: • Locally responsive • Targeted on clearly identified need • Integrated to ensure a continuum (or pathway) of support for families with children aged 0 to 19 • Empowering families to take responsibility • Focused on clearly demonstrating an impact on outcomes.

5. Developing six 0-19 early help service arrangements Strategic Design: • Pool spend on ‘early help’ into one pot • Allocated to across six district areas using funding formula based on need • Outcomes based commissioning • Market Development – intelligence, structuring, intervention

6. Developing six 0-19 early help service arrangements • Phasing in across six districts – starting with Wyre Forest, then Redditch, Worcester, Wychavon, Malvern and Bromsgrove • Outcome focused commissioning – • Children and young people are protected from harm and neglect and have the opportunity to grow up in stable and secure families • Children and young people fulfil their potential and maximise their contribution to the economy when they become adults • Children and young people take positive lifestyle choices • Promote a community response to local need

7. What could the local arrangements look like?

8. Early Help District Providers

9. Managing contracts - Review • The right contract • Commissioner Vs Provider = partnership? • Open book accounting = trust? • Demonstrating impact / performance monitoring = Be SMART

12. Commissioning of support services

13. Commissioning of Support services (including schools) • Reminder of vision? • Ambition to become an excellent commissioning based authority – only providing services by exception. • Acknowledgement that we cannot stay as we are – financial pressures, the type of organisation we aim to become, what our core services will be • Commitment to seek the right service from the right provider at the right cost for the tax payer – which is likely to involve us working with external providers • Schools provision is part of a wider review of the Council’s support services to identify and design the support services that will be needed, in the future in light of the Council’s current challenges and direction of travel • Our approach is consistent with the additional freedoms and responsibilities that schools now have and the role they are expected to take in the future

14. Commissioning of support services (including schools) • What was the purpose of the school consultation? • Identify the relevance, level, standard and significance of each of the business support services currently provided by the Council to schools • Take into account the risks and opportunities identified by schools in relation to the various options that ate being explored • To understand whether you want our support to do this and what level of commitment your school would offer to an alternative provider

15. Commissioning of support services (including schools) • Progress to date: • School consultation started ran until 20 December 2013 • Consultation open to Head Teachers, School Governors and School Business Managers of all schools (including Academies) in Worcestershire • Trade Unions have also been engaged and are being kept up-to-date • Market engagement has also progressed with significant interest shown • Needs Assessment and Detailed Business Case developed • WCC staff have also been briefed on proposals to cabinet being made on 6 February 2014

16. Schools Consultation Findings • Responses from 125 schools • 51% response rate • 68% of responses from Head teachers/Deputy Head • 28% Business Mgrs/ Finance Officers • 4% Governors

17. Findings Note: Ranges below reflect that responses vary by service • 81-98% of responding schools currently buy services from WCC • 59-80% of responding schools say support would still be needed from the council if they decided to procure services themselves • 65-79% of responding schools want WCC to take a lead in procuring services • 11-21% of responding schools would not sign up to a contract with a third party (so 79-89% would) • Of those that would sign up to a contract with a third party….25-30% would sign up for 1 year, 22-30% would sign up for 2 years, 25-37% would sign up for 3 or more years

18. Opportunities and Risks Opportunities Identified by Schools: • 76% see an opportunity to obtain innovative and targeted solutions • 69% see an opportunity to collaborate more widely within their pyramid/phase • 57% see an opportunity to use more locally based providers • 48% see opportunities to drive efficiencies through working independently Risks Identified by Schools: • Maintaining quality of services • Continuity of service/managing transition • Ensure providers can deliver with proven track record • Retaining school specific knowledge • Knowledge/compliance with legislation and legislative changes • Capacity/expertise – particularly of smaller schools

19. Recommendations to Cabinet 6.2.14 • Secure one provider for HR, Finance and Payroll services for WCC (and schools who want WCC support) • Secure one provider for Occupational Health Services (WCC and schools) • Secure one provider for IBS schools service • Hard and Soft Facilities Management and BEM to be included in scope for JPV (March Cabinet) • WCC to retain Statutory Health and Safety provision (including schools) • WCC to retain the strategic and statutory element of schools finance. • Support schools to transition to the alternative provider for 12 months • Ensure ongoing school engagement as alternative providers sourced.

20. Next Steps (pending cabinet approval) • Agree formalisation of 2014/15 and 2016/17 SLAs and contracts with WCC • Market Testing and Tender development • WCC will continue to provide to schools from 1.4.14 to 31.3.15 • Ongoing school engagement • Open invitations to market from July 2014 • WCC will help schools transition for 12 months from contract award.

21. Find out more about commissioning: • 17 March 10.00am (Worcester Room) • Market Development • Children’s Social Care • Libraries • 14 April 10.00am (Worcester Room) • Highways • New Models of Care (DASH) Commissioning Toolkit: http://sid/cms/ce/futurefit/commissioning.aspx Key email contact: Commissioning@worcestershire.gov.uk

22. [Slideshow Title - edit in Headers & Footers] 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