Presentation on theme: "1 A Community budget for Leicestershire CYP Executive."— Presentation transcript:
1 A Community budget for Leicestershire CYP Executive
2 Background Community Budgets for families with complex needs announced in CSR October 2010 Leicestershire one of 16 areas identified Based on Total Place thinking For local areas to identify scope – no template Peter Markham (HO DG Sponsor)
3 People / Families with complex needs – demand model J Bloggs Unemployment Offending Depression Alcoholism Probation / CJS Benefits / JCP M H Substance Misuse Services Housing Support D A Services Housing Services Benefits / JCP School CYP Services YOS Adult Social Care Partner Domestic Abuse Family Breakdown Unemployed Homeless Children Truancy ASB Drugs Low level crime Mother Early stages of dementia Prison Acute Health Youth Justice System Children in Care Residential Care ProblemSeparate Service Response High Cost Service Required £££££
4 Initial Views on Scope Targeted interventions at an early enough stage, individuals and families can be prevented from moving into needing heavy support Move families/individuals to position of responsibility/requiring no or low level support Likelihood of high public service costs should be main criteria Interventions can be undertaken at 3 stages: –Early –Middle –Complex
5 Principles Prevention by early intervention Making best use of resources through targeting interventions Decommissioning when required to focus on what works best Place and citizens before organisation Place shared vision, objectives and delivery Better outcomes at lower cost Ambitious/radical local innovation Pro-active co-design between places & Whitehall Local & national barriers identified to Whitehall
6 Aims 1.To help all families make a positive contribution to society 2.To target support to enable more vulnerable Leicestershire people and families to be successful by: –Helping to improved outcomes for all families leading to reduced demand for public services –Targeting support to families/people at risk of developing complex needs through earlier intervention –Improving outcomes for those that already have complex needs 3.To reduce the number of people/families that need high cost care, support or intervention by helping them be more self sufficient. 4.To change the culture of public services to: seamless/integrated services provided to families with or in danger of having complex needs services designed with citizens and clients. 5.To improve understanding of the need to target services where they can be most effective and deliver these services in the most cost effective way.
7 Outcomes More people and families are independent and making a positive contribution to society. More people and families can access the right services when they need them in a cost effective way. More people and families experience a better quality of life with: –Improved Health and Well Being –Improved life chances and opportunities
8 Initial view on service areas in scope Parenting Relationship and life-skills services (including literacy) Safeguarding children Teenage pregnancy Worklessness/skills Mental Health including emotional well being) Youth and adult offending Youth services Domestic violence Sexual Health Physical activity/obesity Housing/housing support Drug and alcohol misuse Smoking cessation Cultural services Community development Educational attainment Mentoring and counselling Information, advice and access to services (including legal advice) Volunteering, community and faith networks Change safeguarding to preventing children from significant harm/experiencing family breakdown Financial support through debt services and benefits
9 Proposed Budgets for National Pooling (ringfenced) Safer and Stronger Communities Fund (LAs ) Homeless grant Green Deal (Affordable Warmth) Sports Funding (e.g. schools sports partnership) Arts Council Funding Early Intervention Grant (LCC) Health visiting budget DWP/JCP+ (Childrens centre) Drugs Intervention Programme (pooled LLR) Youth Justice Grant Bookstart
10 Locally Pooled or Aligned Resources (in part and indicative) Access to services Probation NHS (acute, primary care and public health) Housing support/homelessness Neighbourhood Policing (Base, PCSO, BCU) ) Sports/recreation CAMHs Dedicated Schools Grant Adult Social care Big Lottery CAB Neighbourhood Management Financial well being Youth Services Anti social behaviour/community safety Cultural Services Skills
11 Other asks of Government Resources/support from –Behavioural Change Unit –Departmental research units –NHS health information service –National Archive and other IM Agencies A more flexible and speedy approach to change –E.g. sharing accommodation Support for evaluation and mapping work To give the place time to vision shape and design and learn to achieve the best solutions not necessarily the quickest.
12 Principles for agencies working together Shared evidenced based problem definition and joint problem solving Identify Core Question to be solved/addressed Service user outcomes at centre of new system/service responses Citizen & Place before agency Citizens, communities & members involved throughout Whole system not silo Insight & evidence essential to inform the right decisions Redesign not just incremental improvement Co-produced not centrally imposed No sacred cows Empowerment of front line key Remove duplication Better for less Challenge & Support culture Capture and retain what we do well and is effective Transfer power and responsibility to individuals and communities Transparency and information sharing
13 Lots of agreement Clarity and certainty High uncertainty High disagreement/ diversity of views Based on work of Ralph Stacey creates minimalist structure effective procedures to support core business processes effective performance management manages the money and risk and cuts costs creates conditions which foster innovation and renewal increase transparent flow of information challenges habits and assumptions fosters connectivity and relationships promotes diversity reduces power differentials is present in the moment LEADING DEEP CHANGE MANAGING AND IMPROVING THE STATUS QUO Recognise that radical change involving wicked issues is difficult and avoid adopting managerial approaches to early
14 Vision & Shaping (Strategy) Phase High Level Design Phase Delivery / Implementation Phase Programme Infrastructure - Resources - Budget - Governance Develop PID Undertake Gateway Check Establish Programme Monitoring (i.e. Prince 2) - Risk Log - Lessons Learned - Reporting Framework - Communication Plan Develop Programme / Project Plans Embed Change / Operationalise Appoint / Select Design Team Citizen & Community involvement key Undertake design phase - Analysis & document current model/customer journey/costs - Review evidence &insight & commission gaps - Identify barriers & address - Design new Operating Model(s) & Option Appraisal Framework -Test smart interventions -Deliver proof of concepts - Develop stakeholder engagement plan - Develop cost/benefit & benefits model Submit Options Appraisal & business case for decision Approval for New Operating Model & budget Develop & Handover Design Blue Print Opportunity definition & high level scope (High Level Business Case) Engage leadership & key stakeholders (map stakeholders power/position) Undertake: - Problem definition } - Core Q } Scoping - Fundamental objectives } Define shared strategic vision Agree strategic outcomes & performance framework Propose governance Propose and coordinate member involvement Propose budgets Recommend Champion and identify key change agents Propose and establish design methodology Define solution principles, culture and key skills Draft V0.2 Strategic Transformation Model Leicestershire Together Executive/Exec Board Mandate for Transformation Key Decisions/Cabinet recommendations Strategic Vision Pooled/Aligned budget agreement Commissioning governance approval Core Transformation Competencies Induction & development programme Transformation group assure design principles within implementation & service delivery via board membership Identify early opportunities Agree Customer Insight Framework
15 Initial views on Governance Needs a dedicated senior project board reporting to LT Executive Needs to link effectively with emerging LT Governance framework (HWBB, CYP, LEP, etc) Need effective locality governance (Steve to revisit recent paper) Use existing groups – e.g. LMAG and SRG Need effective communication plan involving wider group of stakeholders
16 Next Steps Planning –Develop Transformation Model into resource plan –Develop and agree Governance (for sign of by LT Executive 16/2) Developing the bid –Present outline proposals to Peter Makeham ((HO DG) Sponsor) 25 th January 10 – 12 –Consider final draft proposals before submission to Government end January (and signed off by LT Executive 16/2) Initial workstreams –Map existing innovation, improvement and change –Map existing groups working on FCN related issues or able to provide support –Commence Mapping Families with Complex Needs,
Your consent to our cookies if you continue to use this website.