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THE STRATEGIC COUNCIL

THE STRATEGIC COUNCIL. LEADERSHIP TRUST AND ENGAGEMENT NEW FUNDING SOURCES AND NEW DELIVERY VEHICLES Appendix 1 NEW FUNDING SERVOURCES AND NEW DELIVERY VEHICLES. Strategy and Local Governance and Accountability. SuPPLY. DEMAND. Community self sufficiency (New Commissioners).

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THE STRATEGIC COUNCIL

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  1. THE STRATEGIC COUNCIL LEADERSHIP TRUST AND ENGAGEMENT NEW FUNDING SOURCES AND NEW DELIVERY VEHICLES Appendix 1 NEW FUNDING SERVOURCES AND NEW DELIVERY VEHICLES Strategy and Local Governance and Accountability SuPPLY DEMAND Community self sufficiency (New Commissioners) Managed local Market (“Capability Clusters”) SHARED PLATFORM FOR DELIVERY New tools, methods and standards

  2. The Strategic Commissioning Cycle 1. Assessing local public needs Appendix 2 8. Reviewing and learning from the delivery and from user feedback 2. Agreeing the priority needs for action and investment 7. (Contract) managing and monitoring the delivery of the required outcomes 3. Defining the outcomes required to meet those needs 4. Designing the service specification to achieve required outcomes 6. Procuring the services of those providers 5. Sourcing the providers capable of meeting this specification

  3. Why the Members’ role is critical Ground in local experience Amend delivery Identify needs, if necessary wants and aspirations with local communities CRITICAL ROLE OF MEMBERS Sanity check Priorities Delivery of outcomes outcomes With communities Design how services are delivered differently Appendix 3 Choose more capable providers or redesign delivery Brokering consensus over what’s most important How do we give local people what they want in a way that’s sustainable? How does this feel for you? Is it working and, if not, why not?

  4. The New Operating Model DRIVING AND DOING LEADING SUPPORTING Appendix 4 Commissioners (outcome priorisation, service redesign, market making and sourcing, procuring, contract management) Business Intelligence and Research Strategic Leaders (policy development, change management, organisational development, partnership working, communications, democratic decision making) Functional Heads (Co-ordination and Integration) Technical Support Services (HR, Finance, Legal, ICT, Assets) Operational Managers (Delivery of projects, activities, interventions and services)

  5. The Council’s new Corporate “Core” Chief Operating Officer (Monitoring Officer or Section 151 Officer) C Director of Strategic Commissioning Corporate Support Managers Commissioning Experts Monitoring Officer or Section 151 Officer (Finance) • Commercial Strategy, Business Innovation and Performance • Organisational Development • Democratic Services and Governance Director of Children’s Services Director of Adult Social Care Director of Public Health Heads of Service Economic Growth and Prosperity Public Protection and Enforcement Environmental Protection and Enhancement Resilient Local Communities Early Intervention and Prevention Independent Living Safeguarding of Vulnerable Children and Adults Operational Managers (and their delivery teams/units) Appendix 5

  6. Commissioning – setting our priorities COUNCIL STRATEGY Appendix 6 POPULATION OUTCOMES PARTNERSHIP PRIORITIES STRATEGIC COMMISSIONING PLAN (5 year cycle) Priorities and allocation of resources STRATEGIC JOINT COMMISSIONING DRIVING CHANGE SECURING OUTCOMES RISK MANAGEMENT MONITOR & REVIEW COMMISSIONING PRIORITIES SERVICE LEVEL AGREEMENTS/ CONTRACTS IMPACT ASSESSMENTS Operational Business Plans, programmes and projects

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