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Keith Burton, Deputy Director (Commissioning and Partnerships)

Director of Children’s Services Unit Short Presentation from Leeds: Example of Promising Practice from Yorkshire and the Humber. Keith Burton, Deputy Director (Commissioning and Partnerships). Some conundrums that set us thinking. Tensions

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Keith Burton, Deputy Director (Commissioning and Partnerships)

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  1. Director of Children’s Services UnitShort Presentation from Leeds: Example of Promising Practice from Yorkshire and the Humber Keith Burton, Deputy Director (Commissioning and Partnerships)

  2. Some conundrums that set us thinking Tensions • “Commissioning” used as term for the “virtual business plan”: - audit - needs analysis • - priorities, etc, etc • Confusion and conflict between ‘market perfecting / market regulating’ (more providers; more competition) and Laming intentions (single controlling mind). • A contract for everything?? • Early lessons from pilot “Children’s Trusts” (Majority of professional business can stay the same). • Most innovation with impact on CYP happening at local level.

  3. Second Evolution - Intelligent or smart commissioning - “a thin DCS Unit” Second evolution • Vision & leadership based on “culture change” (not big organisation change). • Integrated strategic commissioning – (macro management). • Commissioning strategy based on CYPP priorities. • Split “integrated strategic” from “wider commissioning/provider activity” (15% vs 85%). • Partnership and Governance (strategic partnership to look at everything but not everything strategically commissioned). Partnership and engagement • Budget Holding Lead Professional (use / depend on) – locality power.

  4. Children’s Trust ‘arrangements’ • Emphasis on ‘integrated strategic commissioning’ on a needs-led basis • separate commissioning activity from providing services • but some services commissioned by provider • DCS strategically accountable for achieving local and national outcomes (but not operational manager) • Partners have statutory duty to co-operate • DCS to make arrangements: governance and accountability issues • DCS will hold partners accountable for delivering commissioned outcomes

  5. Continuum of assessment and service delivery I = Identification and action T = Transition N = Needs met Assess in consultation with others

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  8. Intelligent or smart commissioning • Tensions • Getting behaviour change throughout whilst only working on % of systems. • Leaving “provider units” intact vs “team around the child”. • Emphasis on Commissioning Strategy and Provider Strategy of DCS (not managing a big operational department). • Understanding the difference between the need for governance arrangements and partnership arrangements.

  9. Commissioning in a nutshell • We procure inputs • Wemanage processes • We Commission outcomes

  10. pimp C o my Post Script We procure inputs Wemanage processes We Commission outcomes

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