2

3

LA, PCT
S31,
Health Act 1999
Districts, SHA, LSC, Probation,
YJB, Police, Connexions
S10 Duty to Cooperate,
Children Act 2004
Other partners including Providers, Children and Young People, Parents, Community
“Other partners or persons”
10i(c) Children Act 2004
4

Apprenticeships, Skills, Children and Learning
(ASCL) Act 2009
ASCL Act 2009 builds on Children Act 2004 by: requiring every area to have Children's Trust Board giving the Board responsibility for preparing and monitoring the implementation of the CYPP extending range of statutory Children’s Trust partners to include schools, colleges and Jobcentre Plus

What do we mean by…
The Children’s Trust: the sum total of co-operation arrangements and partnerships between organisations from governance to front line delivery
Children’s Trust Board: a statutory body with responsibility for developing the Children and Young People’s Plan and monitoring its implementation
The Children and Young People’s Plan (CYPP): the agreed joint strategy of the partners in the Children’s Trust on how they will cooperate to improve children’s well-being (the five outcomes)
Commissioning : the overall process by which all relevant services should be planned, investment decisions agreed , delivery ensured and effectiveness reviewed.

Statutory Children’s Trust partners
Existing statutory partners
• Strategic Health Authority
• Primary Care Trusts
• District councils
• Local police
• Youth Offending Team
• Local probation board
• Learning & Skills Council for
England & Connexions (functions soon to be transferred to local authorities)
New statutory partners
• Maintained schools
• Academies
• City technology colleges etc
• Non-maintained special schools
• Pupil Referral Units (Short Stay
Schools)
• Further education institutions
• Jobcentre Plus

The Children’s Trust Board will have a specific role:
• develop the CYPP
• monitor the implementation of the CYPP
• prepare an annual progress report on implementation
The Board PREPARES and MONITORS the Plan but does not deliver it – this is the responsibility of partners individually and together

The Children’s Trust Board and commissioning
The Children’s Trust Board has a distinctive role within the commissioning cycle and will:
• provide a high level strategic framework for commissioning through the CYPP
• agree a common vision, principles and standards which will inform local commissioning
• agree and establish across the partnership an understanding of the commissioning process between the partners

2009
Nov
2010
Jan
Royal Assent
Children’s
Trust consultation begun (13
Nov)
Children’s Trust
March
New
Children’s
Trust guidance published and CYPP regulations laid (March
2010)
April
Statutory
Children’s Trust
Board in place
(April 2010) consultation closed (29 Jan)
2011
April
2012
Jointly owned
Children and Young
People’s Plans published (April
2011)

Overarching aims:
● To support a step change in commissioning capacity and capability in order to improve outcomes for children and young people locally
● To work in partnership with Children’s Trusts to bring about required organisational change to improve effectiveness of commissioning at all levels
● To provide support and challenge for Children’s Trusts (all people working within and for Children’s Trusts)
● To provide a vehicle to share great practice across Children’s
Trusts; thereby accelerating the pace of change nationally
11

Completion of Self Analysis and Planning Exercise
UNIVERSAL OFFER OF SUPPORT – OPEN TO ALL THROUGHOUT THE PROGRAMME
Capability building: Commissioning training; professional development – from Spring 09
Communities of practice and special interest groups– immediate/as required
Leadership development – from Spring 09
On – line community of practice – from February 09
Regional/sub-regional conferences e.g Market Development/Provider conferences – from April 09
INTENSIVE BESPOKE SUPPORT – OPEN TO ALL DURING THE PROGRAMME
Support
Agreement
Developed
Explore Prepare Deliver Sustain
Adhoc support required to address specific local issues will be woven into the overall support plan for each
Children’s Trust.
.
12

● Across government, commissioning is seen as an important process for securing better outcomes and meeting budget pressures.
● The challenge now is to mainstream commissioning,
professionalise our workforce, and ensure that services are fundamentally redesigned around children and young people.
● The commissioning support programme has worked closely with hundreds of commissioners to develop
Achieving Better Outcomes: Commissioning in
Children’s Services. It is designed for everyone who needs to know about commissioning – from Members and chief execs to team managers and providers.

● What is Commissioning?
● Achieving Better Outcomes
● A. Commissioning Governance and Frameworks
● B. Commissioning Activity
● C. Commissioning Capacity and Competencies

● Commissioning is the process for deciding how to use the total resource available for children, young people and parents in order to improve outcomes in the most efficient, effective, equitable and sustainable way.

1.
The commissioning process
2.
Commissioning principles
3.
Strategies and plans
4.
Relationships between levels of commissioning
5.
Governance

Note – governance arrangements are different in all local areas

What do you want to achieve in the whole local area, for the whole population?
What do you want to achieve for
Children, Young People and their
Families? What are the priorities?
What are the high-level resources?
How are you going to run the commissioning function? What is the overall approach, rules of the game, process and principles?
How are you going to meet the intentions and priorities set out in the Children and Young People’s
Plan, using the Commissioning
Framework?

National
Regional
Sub-regional
Local area or strategic
Service or practice
Individual

1.
Commissioning mechanisms
2.
Optimising resources
3.
Whole system design
4.
Targeting
5.
Data and intelligence
6.
Performance management

1.
Commissioning team
2.
Base all decisions on improving outcomes
3.
Leadership
4.
Innovation
5.
Managing change
6.
The culture supports organisational learning and partnership working
7.
Senior-level commitment and support

● Engaging and drawing on the experience of local community leaders and community partners
● Engaging and drawing on the experience of local leaders from schools, hospitals and other locally based agencies
● Engaging with children, young people and their families
● Collaborating with providers
● Mapping resources
● Specifying and measuring outcomes

● Managing knowledge and assessing needs
● Prioritising investment
● Shaping and managing the markets
● Promoting improvement and innovation
● Securing procurement skills
● Project and change management
● Managing and leading the children’s services system
● Making sound financial investments