1. The developing Leicestershire Together Integrated Commissioning process

2. The Big Idea ‘Integrated Services that put the Community First ’ What's different: A truly place based approach Full sharing of responsibilities with local people – ‘Community First’ Not just Councils - the whole public sector, the voluntary sector and the private sector Not just ‘commissioning’ or ‘enabling’ – about localities as well More savings and better frontline services Leaders 1 11 10

3. A new process with 3 simple steps Partnerships will set out their collective objectives and plans to achieve them: 1.Draft commissioning plans from themes/specialists/ localities by end of December 2.Identify and communicate with (c.5) priority relationships across other LT groups 3.Finalise commissioning plans and supporting action plans by the start of the new financial year in 2012 Health & Wellbeing Safer Communities Local Enterprise Partnerships Children & Young People Environment Health & Wellbeing Staying Healthy Integrated Commissioning Prevention & Early Intervention Substance Misuse Environment Flood Risk Waste & Cleaner, Greener Natural & Historic Environment Climate Change Cross-cutting themes Housing/Planning/Infrastructure Safeguarding Stronger Communities Transport Sport & Physical Activity Voluntary Community Sector Rural Housing Services Community Budget* Families with complex needs Alcohol & Drugs Access to Services Blaby Hinckley & Bosworth North West Leicestershire Harborough Melton Oadby & Wigston Charnwood * *Community Budgets are specific time service projects that demonstrate the Leicestershire Together ways of working

4. Commissioning plans with 5 common features At the heart of the new process is the production of commissioning plans from each of the Leicestershire Together boards. Simple and transparent documents that enable boards to be clear with each other about what they are doing and how they are doing it Not glossy brochures Based on existing organisational planning Each board will want to do this in their own way, to reflect their own needs and relationships to others LT will press for plans to include: 1.Measurable objectives and outcomes, while aiming for longer-term change 2.Highlight priority relationships across Leicestershire Together partnership and an explanation of how this has impacted on plans 3.Clarity about a) what the board will practically do themselves to achieve these objectives, b) what they will commission from external providers, and c) what they will ask other boards within the partnership to tackle on their behalf. 4.Identify areas where more commissioning is possible now and in the future 5.How they will measure performance and learn how to improve in the future.

5. Championing a new way of working Principles underpinning these plans to drive better outcomes and cost-effectiveness: Going the extra mile to tackle the problems of other partners Moving faster towards the collective commissioning of services Tackle the root cause of stubborn problems Use partnerships to make hard decisions Doing right thing at the right level Take ownership to make the process work What it is not Not about rejecting what has come before Not a top-down service reorganisation Not one size fits all Not about the process Not about ‘County Council take-over’ Not about pooling budgets without a specific justification Not about a transfer of accountability We will champion good examples of working in the ‘LT way’ We may challenge where we believe better progress is possible We cannot police this through a tick box exercise

6. Real money and new delivery arrangements Broadband delivery £10m, private sector implementation, some community commissioning Social Impact Bond for FCN - £millions – commissioned by LCC on behalf of LT from third party organisations - savings Local Social Impact Bond for Obesity - £millions – commissioned by LCC on behalf of HWBB from local third sector organisations - savings Health and Well Being Board Commissioning Plan - £100m + non acute commissioning Sport and Physical Activity – single commissioning plan for Leicestershire - £1m+ – targeted spend = savings – opportunity for new delivery partners

7. Suggested self-checklist for Boards (1) 1.Are you developing a commissioning plan in time for the new financial year in 2012?  Have you planned sufficient time into your deadlines to review your draft plan yourselves and seek the views of others?  Are you focussing on the mainstream services run from the organisations within your group, not just ‘additional’ grants? 2.Are you clear about your board’s aims and measurable objectives?  Are you clear how your plan helps meet the outcomes set out in the LT Sustainable Communities Strategy?  Have you identified whether there are any conflicting objectives within the partnership or across to other partnerships? 3.Have you used evidence from different sources to analyse the fundamental problems you are seeking to overcome?  How will you move from providing expensive acute services towards tackling the root cause of the challenges you face? 4.Are you doing the right thing at the right level?  How has your plan changed to embrace views and capabilities exercised at both County and District level?

8. Suggested self-checklist for Boards (2) 5.Have you set out your partnership’s c.5 priority relationships and are you clear where others have identified you in their priority relationships?  How will you engage with these priority partners over the next 6 months in the development of your plans? 6.Are you clear where you will directly commission solutions?  Have you discussed with new potential delivery partners from the voluntary and private sectors what could be possible in designing and commissioning services? 7.How will you know whether you made a difference and how you will improve in future?  Are there critical pieces of research that we can put in place now to better know in the future what difference our efforts really made? 8.How will you communicate your work?  Do you know how to keep others informed about what you are going to do, both within your board, across your priority relationships and staff in your individual organisations?