Children’s Wellbeing: The Future in Herefordshire

1. Children’s Wellbeing: The Future in Herefordshire

2. WELCOME Councillor Jeremy Millar Cabinet Member Children’s Wellbeing

3. Introduction • Opportunity to network and talk to others here today • Commissioners and support services in the room • Slides will be available on council website • Please provide feedback

4. Council Priorities • Protecting children and young people and give them a great start in life • Enable residents to live safe, healthy and independent lives • Invest in projects to improve roads, create jobs and build more homes

5. Financial context • Council faces unprecedented cuts in government grants • £33m savings over next 3 years • £34m savings already made since 2011/12 • Budget consultation currently live – we want to hear your views

6. To meet our priorities we need to • Encourage individuals, communities and organisations to do more for themselves and their local area • Radically reduce the costs, breadth and level of services that the council provide • Ensure the services that we do provide are cost effective

7. Today’s event • Start of conversations about what the council will and won’t do in future – and what you can do • Highlight commissioning activity over next 2 years • Achieve better value for money • Accelerate personalisation • Market Development

8. Children’s Wellbeing: Priorities & Principles Jo Davidson Director of Children’s Wellbeing

9. Our mission • Protecting children and giving them a great start in life • Children and young people are at the core of the council as our future in Herefordshire

10. Our three priorities • Safeguarding services are judged good by 2016 • Education and health outcomes in top quartile by 2016 • Significant spend is moved from highly specialised safeguarding and complex needs models to more cost effective family and community based models

11. Council’s role • Advocate for children • Protecting the most vulnerable • Securing good educational outcomes • Strategic planner enabling access

12. Financial Context for Children’s Wellbeing • Already reduced council budget by £3.5m since 2011/12 • A 20% reduction in spend is needed over the next three years - £4.9m • £2.5m of this to be realised in 2014/15 BUT – there are other sources of funding available for services in Herefordshire

13. Financial Context for Children’s Wellbeing

14. Council focus is on: • Quality and impact of safeguarding services • Improving educational outcomes for vulnerable children • Reducing numbers of young people not in education, employment or training (NEETs) • Children and young people with disabilities & special educational needs (SEN) • Children who are in care/leaving care

15. We need to solve problems together • Our financial position means the council can only work with the most vulnerable children • Use the strengths and assets families and communities have – because they are the ones who bring up children and protect them • Use the strengths and assets early years providers, education and training providers, businesses and the voluntary sector have

16. Future options: doing things differently Chris Baird Assistant Director of Children’s Wellbeing

17. How to do things differently • Managing demand and resource • Better information, advice and guidance - so people can help themselves • Sector led improvement – sector helps themselves • Proactive use of data and intelligence to target resource - focused on need • Council focussing on targeted and specialised services - others will provide universal services • Focus on self-reliance, personalisation, choice and control

18. How to do things differently • Reshaping services to address needs, quality, national agenda and reduce cost • Children’s Centres • Safeguarding and early help • New service models for meeting the needs of Looked After Children and those with complex needs • Renegotiating contracts • Move to payment by results • Joining with other partners to reduce cost and increase resilience, specialisms and quality

19. How to do things differently • Maximising income sources • Benefits and grants take up • Commercial and charitable models opportunities for others • Social impact bonds/sponsorship • Charging

20. Commissioning The Council’s vision is to be an “innovative, agile commissioning organisation that secures better outcomes by commissioning the right services from the right provider, at the right time and at the right price.” Commissioning is the strategic planning process to decide how to use and prioritise the total resources available to deliver better outcomes in the most efficient, effective, equitable and sustainable way.

21. Commissioning Intentions 2013-15 Implementation of the Children and Families Bill: • joint commissioning arrangements • single education, health and care plan • personal budgets Mental Health Services: • Therapeutic services to prevent residential placements • Support local Looked After Children (LAC) and Special Educational Needs (SEN) arrangements

22. Commissioning Intentions 2013-15 Disability Strategy: • Short breaks • Integrated service models i.e. 0-25 year olds service for children and young people with disabilities, including paediatric therapies Systems to ensure appropriate funding for LAC placements from other Local Authority areas Healthy Child Programme

23. Commissioning Intentions 2013-15 Getting to Good – safeguarding: • Effective services that meet needs, reduce demand at different thresholds of need e.g. • Early help • Support for foster carers • Therapeutic support • Support for the Multi Agency Safeguarding Hub

24. Commissioning Plan 2013-15 Plan for Universal Needs (typically developing children) What we will be commissioning: Healthy Child Programme 0-5 years including health visitors and children’s centres Healthy Child Programme 5-19 years What we want to develop with others to provide: Wide range of universal services that offer choice and support for families Information and advice for families

25. Commissioning Plan 2013-15 Plan for Children with Additional Needs What we will be commissioning: Short breaks and respite care services for children with disabilities Integrated Equipment Store (jointly with adults services) Mental health services Services that support “troubled families” Services to address alcohol and substance misuse What we want to develop with others to provide: Wide range of universal services that offer choice and support for families who have a personal budget / direct payment Family support services

26. Commissioning Plan 2013-15 Plan for Children with Complex Needs What we will be commissioning: Locally based specialist services for more challenging looked after children and children with complex needs; Targeted support for children who are “open” to social care What we want to develop with others to provide: Local arrangements with regional and local partners to provide specialist services

27. Commissioning principles • Commissioning for outcomes, rather than commissioning of services • Involvement of children, young people and families • Work in collaboration with residents, service users, volunteers and voluntary groups, community bodies, businesses and other partners to help people be more self-reliant, devolve services and build stronger communities • Ensure safeguarding and quality is prioritised • Provide flexible services allowing choice and control • Support local delivery, diversity of suppliers, partnership and consortium approaches and support the local economy where we can • Ensure commissioning decisions are based on evidence of local need, best practice and innovation, effective services that provide value for money • Utilise flexible contracting approaches with proportionate tendering exercises

28. Market Development Challenges: • Recent procurement exercises show lack of responsiveness • Breadth of services not available • Need to accelerate options of personal budgets for families • Communities doing more as Council funds less

29. Business opportunities Will be advertised on Council’s e-tendering portal General commissioning and procurement advice available on: www.herefordshire.gov.uk/commissioning-and-procurement-doing-business-with-the-council

30. Short Breaks and Respite Services: How we did it and what we learnt Bridget Cameron, Lead Commissioner Maria Munday, Parent Julian Reeves, HVOSS

31. Background Children with disabilities review 2011 • Services did not meet the needs of the children, young people and their families • Services did not offer choice • Services did not offer flexibility • There was only one overnight option Short breaks/respite care provision • Grants model – where organisations submit ideas for a project or service rather than tender focusing on outcomes. • Contracts were for multiple aspects of service delivery e.g. buddying and playschemes

32. Historic service delivery model • Commissioners - specify what the services will look like, work with service specialists and service users to assess need, procure them and then monitor the services using targets • Providers – are allocated service users, ration resources and deliver services to recipients • Service users and communities - are defined by what they lack and receive care based on how needy they are perceived to be

33. Co-production model • Commissioners, providers and service users have a role in: • assessing needs, • mapping the current service and its assets, • agreeing outcome targets, • planning allocation of resources, designing services, and • monitoring and evaluating impact • Professional and experiential knowledge are valued and combined

34. Co-production model Commissioner Existing model Provider Service user

35. Co-production model Co-production model Commissioner Provider Service user

36. What we learned Involving parents and carers throughout the process • Service users designing the outcomes produces a closer match between the service itself and the needs of those who use the service • Having parents and carers on the panel brings a real insight into the service from the service user perspective • Service users understand the legal requirements and restrictions which apply to the commissioning process

37. What we learned Social Value Act Having a question focusing on social value causes confusion to many providers. • Social value • Social capital • Added value • Value for money • Social return on investment

38. Were we successful? • Award a number of contracts as a result of the process. • We will be able to offer more choice for our children and their families. The process • Outcomes-based contracts can be designed effectively with the service users. • Co-production models can better meet the needs of service user. • More support needs to be offered to providers around social value.

39. Julian Reeves Policy and Support Services Manager Hereford Voluntary Organisations Support Service (HVOSS) 01432 343932 julian.reeves@hvoss.org.uk

40. The Tender Panel Consensus Anonymised No Prior Knowledge Moderated Scoring 0 Inadequate 1 Limited 3 Acceptable 5 Superior

41. Key Points Make the word count count RTQ/ATQ What difference does it make? Evidence-evidence-evidence Non-transferable Another pair of eyes

42. Maria Munday • Parent Carer • Why did I get involved? • Future tenders • Commissioners • Providers

43. Question and Answer Session

44. Speed Dating and Networking • Herefordshire Clinical Commissioning Group • HVOSS – third sector support service (including funding information) • Healthwatch Herefordshire • Social Enterprise West Midlands • Council reps: • children’s wellbeing • public health • economic development • communications and social media - join our Facebook page!

45. Please give feedback • Use the notice boards available in the room • Feedback on the budget consultation • Evaluation questionnaire will go out shortly – please respond • Future events ideas: • How to tender events • Sustainability and business models • Personalisation • Feedback on budget consultation results • Please let us know your ideas too Date for your diary - 10January 2014

46. Thank you for coming