1. An Introduction to Becoming a Commissioning Organisation 30 April 2012 APACE Commissioning Event Simon Marshall Offender Services Co-Commissioning Group

2. 2 Outline

3. 3 An Introduction to Becoming a Commissioning Organisation  First of four intended guidance documents linked to commissioning cycle  Introduction  Vision & core principles  Skills for commissioning  Collaborative effort with APACE members, LGA and others

4. 4 Commissioning? Transformational & Transactional – business model and set of processes Systems thinking – holistic model for change Dominant Public sector model – supports alignment and collaboration with others User centric Outcome focussed Transparent – rational resource allocation The process of specifying, securing and monitoring services to meet individuals’ needs at a strategic level…

5. Vision for APACE Commissioning To support policing bodies to become commissioning and learning organisations that deliver better outcomes in local policing and ultimately decreased crime and disorder in the community in which they serve Shaping the nature of local services and how the needs of the public are met and the resources effectively utilised. Being a commissioner of services and not being a provider. Being outward focused Interfacing with other commissioners Being strategically placed to work with a range of organisations and stakeholders Encouraging innovation and not stifling it Being open and transparent, with a clear inclusive approach to delivery outcomes Encouraging learning and development and promoting continuous improvement

6. 6 Commissioning Cycle  Understand local outcomes, needs, resources and priorities aligning services in collaboration with stakeholders that take account of provider and service user information and build on others work  Plan how to address needs effectively, efficiently, equitably and in a sustainable way, individually and collaboratively.  Do - Make decisions to secure improved co- commissioning outcomes including alignment and pooling options  Review Monitor service delivery against expected outcomes and report how well it is doing against the plan and recognising that this is not a closed loop but an ongoing cycle The Community we serve Understand

7. 7 Cycle – Core Principles The Community we serve Understand Start with understanding the outcomes that your organisation would like to achieve Embrace the local cycles of other partners and stakeholders, as all cycles can be mapped to each other, it does not matter which is used, just that there is an agreed and common approach The ‘do’ might be something other than a traditional service - be careful not to constrain options Seek to involve service users at each commissioning stage so that they become co- designers and co-producers of the positive outcomes which commissioning strives to achieve. Understand competition can be used to drive quality of service, value for money, innovation and market development and stakeholders (including providers) should be involved at all stages (except where there are commercial considerations)

8. 8 Commissioning Types Strategic commissioning annual cycle of setting out the high level priorities, recognising changes in service need and demand, resources, Government policy and the priorities of other commissioners and funders. Service level commissioning is the process of securing new or revised services (often, though not exclusively, through competition) it may involve the decommissioning a specific service. Co-commissioning or Joint Commissioning is the process of aligning strategies for using resources with one or more external commissioning bodies. Each may retain their separate funding or create a formal pooled budget. The Police and Crime Plan will be a key strategic commissioning vehicle for Police and Crime Commissioners. E.g. traditional goods and services contracts, the new grant giving power, section 23 collaboration agreements. CSPs provide a mechanism for co-commissioning, e.g. for integrated offender management often have aligned budgets, similarly Drug and Alcohol Action Teams and Youth Offending Teams may have aligned or pooled budgets

9. 9 Commissioning Types Personalised commissioning also known as ‘micro’ or ‘individual’ commissioning, operates at the level of the individual service beneficiary and is designed to meet very specific needs. Decommissioning process of planning and managing a reduction in service activity or terminating a contract or Service Level Agreement in line with commissioning objectives. It is an important part of aligning services with needs, outcomes and resources, particularly in times of budget constraint. High cost capital interventions relating to an individual may be referred to the Policing Body by the Constabulary. The recent contract changes for Forensic Service are an example of decommissioning and commissioning.

10. 10 Commissioning Type & Level?  Decision on type and level of commissioning will vary but general principle ‘to commission services as close as possible to the point of delivery’  Prime Provider and consortia models – ‘make’ or ‘buy’  Sub-contracting through local commissioning

11. 11 Commissioning for Outcomes?  Ultimate change people not process or providers  Outcome frameworks eg Public Health Outcomes  Recognise fit – intermediate outcomes, ‘healthy criminals’  Evidence base – likelihood delivery will achieve?  Working together shared language and understanding: shared understanding of the needs of populations & evidence of what works to meet this strategic plans which support complement each other delivery is effective and co-ordinated with minimal duplication review together what has been achieved in order to identify what needs to be changed to increase effectiveness and value for money

12. 12 Have you ever…? 1.Worked directly with people who use the service your organisation is responsible for? 2.Tried to understand what different people want from something you have been asked to do? 3.Used evidence of something that has worked before to develop something new? 4.Started up and/or managed something new? 5.Developed and/or delivered a business plan? 6.Championed and/or managed a change? 7.Worked together with a range of different people to deliver something? 8.Had to demonstrate you are using resources effectively? 9.Managed a project or programme focussed on delivering results?

13. 13 Skills for Commissioning? Consider carrying out a skills audit of personnel involved (the National Occupational Standards for Public Sector Commissioning could be utilised for this). Ensure personnel have a clear understanding of evidenced based commissioning Embrace the need to empower personnel at all levels Have a learning and development strategy for the capacity and capability building of personnel at all levels Ensure investment in the understanding for personnel of what it means to be a member of a commissioning organisation

14. 14 You Are Not Alone… www.academyforjusticecommissioning.org A-Z of Commissioning www.commissioningsupport.org.uk/events--training/csp-events--training/development- programme.aspx LGA Strategic planning and commissioning across partnerships www.local.gov.uk NAO Successful Commissioning Toolkit www.nao.org.uk/guidance__good_practice/third_sector/successful_commissioning/successful_co mmission_toolkit NAO Decommissioning Toolkit www.nao.org.uk/sectors/civil_society/decommissioning_csos/home.aspx

15. 15 Summary… Becoming a commissioning organisation is a journey not an accreditation Ensure systems and processes are not over engineered, be flexible and responsive to change both internally and externally Be outward facing, partnership and stakeholder focused, flexible and responsive to the needs of the community, Invest in your personnel, valuing their skills, developing their capability and empowering them. A true commissioning and learning organisation actively seeks to involve service users at each commissioning stage so that they become co-designers and co- producers of the positive outcomes which commissioning strives to achieve. Encourage innovation and do not stifle it. It is simple – understand, plan, do and review - strive for continuous improvement.

16. Office of the Police and Crime Commissioner Model the behaviours of the organisation you want to become!