Annex C Outcomes Framework and Commissioning Plan
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Annex C – Outcomes Framework and Commissioning Plan
Final version 1.0 Page 1 Foreword
North East Lincolnshire Council’s priorities are clear:- ‘Stronger economy and stronger communities’ To achieve this vision we need to work in new ways with partners in the public and private sectors, the voluntary and community sector, and with individuals, families and communities. We must address the issues we face with creativity and innovation if we are to secure the outcomes we desire. In February 2015, Cabinet approved the implementation of a ‘corporate and democratic core’ delivery model, created to facilitate the council in moving further towards a fully commissioning and enabling organisation. This plan outlines our approach to commissioning in order to achieve the outcomes which we believe will deliver our priorities. We want North East Lincolnshire to be seen as an attractive place to live, work, visit and invest. We know that we have significant and exciting opportunities for investment and growth in North East Lincolnshire. Our location makes us ideally placed as the ‘Gateway to Europe’, enabled through our existing ports infrastructure in Grimsby and Immingham, the latter being the UK’s premier energy port and Britain’s largest port by tonnage. We are driving the growth of the ‘Energy Estuary’ as an international centre for offshore renewable energy. Working with the Humber and Greater Lincolnshire Local Enterprise Partnerships we have secured funding to develop the South Humber Industrial Infrastructure Plan (SHIIP), which is a major 15-year programme of investment that will enable large-scale economic growth. Infrastructure provision supported by Growth Deal will reduce environmental constraints and release the potential of employment land between the Ports of Immingham and Grimsby. The SHIIP project will create a substantial new industrial hinterland to support the ports. The creation of good-quality development land that is supported by infrastructure will provide the opportunity for substantial growth in the area’s key industrial sectors and the supply chains. We recognise that we continue to face significant challenges in order tackle the inequalities which are prevalent in the most deprived areas of the Borough. Our priority must be to focus on prevention, building aspirations and equipping local people with the skills to access the employment opportunities that will be generated in the future if we are to positively change our position. Councils have seen a 40% reduction in direct government funding in the last 5 years, and this trend is set to continue for the foreseeable future. In order to maximise our opportunities for regeneration and growth, and to effectively support our most vulnerable residents, we must work with our partners and residents to review and evaluate everything we do to ensure that we are delivering outcomes that will make a difference to our residents, whilst ensuring financial resilience & sustainability. Annex C – Outcomes Framework and Commissioning Plan
Outcomes Framework The Council has developed an Outcomes Framework which will focus delivery of resources to meet priorities and support a balanced budget for 2017/18 onwards.
The Council's stronger economy / stronger communities priorities are underpinned by a key strategic framework comprising the following:
- health and wellbeing strategy - economic strategy - prevention and early intervention strategy - financial strategy - safeguarding
The outcomes framework is the means by which our strategic framework will be translated into action and delivered , developed and achieved in conjunction , where applicable and necessary, with our partners across sectors. This is intended to drive a culture of evidence based decision making that will enable elected members to take informed key decisions , cognisant of both the risks and the opportunities for citizens, communities and businesses. Our commissioning plan will ensure and foster clear links between the outcomes framework and the resources available to achieve them.
The Framework, which is shown at Appendix A, sets out the five high level outcomes that we and our partners aspire to achieve to ensure prosperity and wellbeing for the residents of North East Lincolnshire. The five outcomes are that all people in North East Lincolnshire will: Enjoy and benefit from a strong economy Feel safe and are safe Enjoy good health and well being Benefit from sustainable communities Fulfil their potential through skills and learning The outcomes are supported by a series of high level indicators, informed by a range of performance measures, which we will use to manage our progress. In future we will move away from the traditional approach of reporting activity (how much, how often) and ensure that we focus on measuring and understanding the impact of what we do (what difference does it make?). The Framework is underpinned by a more detailed set of aspirations (the story behind the outcomes) that we will continue to review and will inform our future decisions. These are set out at Appendix B.
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Annex C – Outcomes Framework and Commissioning Plan
Commissioning Approach Effective commissioning is a process of planning, agreeing and monitoring services based on continual analysis of a community’s needs and designing, specifying and procuring services to meet these needs, within the resources available. The National Audit Office defines successful commissioning as delivering the right outcomes at the right cost. Successful commissioning is, almost by definition, good value for money. Commissioning activities include: • assessing the needs of a population • setting priorities and developing commissioning strategies to meet those needs in line with local and national priorities • securing sustainable solutions from providers (internal and external) to meet those needs and targets • monitoring and evaluating outcomes • stakeholder engagement Successful commissioning leads to good decision making, based on evidence and a thorough understanding of need which together set a path for delivering the right outcomes within a value for money context. It is an on-going, iterative and inclusive process of strategic activities which determine where and how best to deploy the total resources available to the organisation. We have a responsibility to keep on finding ways of making public money deliver better outcomes. Commissioning is the process that we will use to decide how to use the total resources available in order to improve outcomes in the most efficient, effective, equitable and sustainable way.
Commissioning for Outcomes in North East Lincolnshire Why commission? The adoption of a commissioning approach is essential as the council moves towards a narrower but more in-depth focus for its own activities and greater collaboration with its wider group of partners to jointly address broader community issues and aspirations. The commissioning approach will in future deliver the way that we do business. It will enable the council and partners to move away from the traditional default position of service providers focussed on intervention to tackling the root cause of issues and working to a preventative model. The new approach will allow us to work together to fully understand need, the range of options that are available to meet evidenced need, and ensure that we clearly understand and properly manage not just how much or how well we deliver services, but crucially, the difference that those services make to our residents.
Final version 1.0 Page 5 The next 3-5 years will include reviews of all activity and reshaping of our relations with partners across all sectors. Focusing on communities through creating the environment for them to thrive, understanding need, engaging in a meaningful way, building sustainability, taking advantage of opportunities and transferring assets to support service delivery.
The wider adoption of the commissioning style has implications on the types of roles, knowledge, skills and attributes required from leaders, managers and specialist teams to delivery it effectively. It will also mean a greater level of understanding and intelligence around need as we look to re-shape and re-design how the council contributes to the delivery of public services across the borough. In so doing, it is expected that the council will become more efficient and focussed on ensuring that the relationships through which services are provided are properly governed and managed. Basic principles that should support all commissioning decisions will:- Clearly link to the North East Lincolnshire outcomes framework Demonstrate innovation Tackle root cause and enable prevention and early help. Reduce dependency – develop individual’s capacity and resilience to help themselves, commissioning for independence and wellbeing Promote economic sustainability and resilience Look for added value in every penny we spend, so that one activity supports more than one outcome Develop encouragement of social value Look at commissioning across a wider geographical area for some services Be clear on how we prioritise our commissioning activity Jointly commission from public funds with partners ensuring that we maximise the resources available in the Borough.
How will we commission? Key priority commissioning programmes/projects will be determined by the Leadership Team in conjunction with Portfolio Holders. Commissioning will also underpin our approach to other reviews at relevant times, for example, commissioning opportunities afforded to us through our contract renewal procedures. All commissioning activity will originate with the production of a scoping document to be agreed with the Leadership Team and Portfolio Holder(s) detailing the following:- Project/Programme Sponsor What the Project/Programme aims to achieve Top Triggers (why undertake the project/programme?) Annex C – Outcomes Framework and Commissioning Plan
The outcome(s) that the Project/Programme contributes to Current Position Which services are involved What additional support and/or challenge is anticipated? (This may be internal or external) On agreement of the scope the commissioning approach will follow a cycle of analyse, plan, do and review, underpinned with the continuing influences and opportunities relating to communities, partners, political factors, governance, markets, procurement, and on-going learning.
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Annex C – Outcomes Framework and Commissioning Plan
Analysis stage will build on the scoping brief to provide an in-depth assessment of the current position and need. At this stage we will ensure that we gather all relevant data and undertake the analysis required to give us the intelligence required for us to make evidence based recommendations, including opportunities for co-commissioning with partners, in order to move forward. The analysis stage will result in a full project/programme brief for consideration by Leadership Team for agreement to move forward into planning stage. Planning stage will identify the resources required to deliver the programme/projects, responsibilities, milestones, accountabilities and risk. Depending on scale there may be one or a number of workstreams running concurrently or simultaneously, engaging with elected members at appropriate decision points. During this stage decisions as to whether or not to proceed with identified options will be made by elected members based on a clear business case and the programme/project plan will be developed. At all times decision making will made on the basis that the project/programme contributes to the Council’s agreed outcomes and meets evidenced need. The planning stage will culminate with the production of a clear commissioning specification. Doing stage moves the programme/project into mobilisation. At this stage detailed project delivery plans will be agreed and resources allocated to deliver the project. This stage culminates in delivery of the project/programme which may be through various means depending on the nature of the programme/project. Reviewing stage ensures that we have assurance that the programme/project delivers the outcomes required. The arrangements for the frequency and reporting of reviews will vary dependant on the size and scope of the programme/project.
Final version 1.0 Page 9 Financial Resilience The Council has faced significant reductions in funding over the past five years. The total reduction in central Government funding to councils since 2010 is 40% and this trend is set to continue for the foreseeable future. Despite these reductions in funding the Council has continued to deliver a full range of diverse services at a time of increasing demand in a number areas. The Council’s current medium term financial plan is assuming a 23% reduction in funding over the next four financial years, which includes a £19.8m reduction in Revenue Support Grant. Spending is forecast to reduce from £127m to £108.4m over the same period. Twelve months ago the Council made a decision to set a two year balanced budget covering the period 2015/16 – 2016/17. However a number of budget pressures have emerged for 2016/17 which will require additional efficiencies of approximately £5m to be identified. Budget pressures include demand related issues in children’s safeguarding, provisions for business rate appeals, delays in the delivery of certain transformational change programmes and the impact of the living wage. Current financial planning assumptions indicate that the budget gap will be £13.7m in 2017/18, rising to £21.6m in 2018/19. The scale of the current financial challenge makes it all the more important for the Council to take an ambitious approach to securing long term financial sustainability for the Borough through a commissioning and outcome based approach. At the same time earmarked reserves will continue to be utilised to support transformational change. This overall approach will ensure that the best deal is secured for the area and our communities. Looking ahead, continued uncertainty within both the public sector and the wider economy will require the Council to revisit its financial plans on a more regular basis than usual. Financial planning will need to reflect both the risks and opportunities presented by embracing and maximising our economic potential. Future financial stability will be achieved through a combination of transformation and increasing economic returns. Proposed changes to the system of Business Rates, devolution and further service integration will bring both risks and opportunities to the Council. It will be essential that the Council maintains its focus on its key priorities during this period in order to protect its overall financial standing.
Governance and Risk There are significant financial and reputational risks associated with the commissioning programme which are recorded on the strategic risk register. Failure to achieve our intentions will leave the council at risk of failing to deliver the outcomes which are essential to the wellbeing of our residents and the development of North East Lincolnshire, and achieve a balanced budget. The commissioning programmes and projects will be subject to rigorous governance arrangements in order to ensure that:- Decisions are evidence based and clearly meet the outcomes agreed by the council; All opportunities for future delivery models are fully explored, and a robust due diligence exercise undertaken, before recommendations are made as to the most effective future delivery model; Annex C – Outcomes Framework and Commissioning Plan
When a decision is made to reorganise service delivery or decommission a service during the mobilisation period the project sponsor regularly reports progress and issues via the Leadership Team to elected members; When any new model is in place there is a robust reporting framework which ensures that elected members receive assurance regarding the success, challenge and risk of failure of the new arrangements. Scrutiny Panels will facilitate review and challenge throughout the commissioning cycle
Commissioning Priorities 2016-17 Leadership Team and Cabinet have agreed the priority areas to be reviewed using a commissioning approach during 2016/17, with the intention being that savings identified through the commissioning process will be realised in 2017/18. In addition to the priority areas there will be additional areas that will be reviewed via the commissioning arrangements during 2016/17, for example, on-going projects and re-commissioning of existing contracts. The plan will be a live document which is amended as new projects come on stream and existing projects are completed.
Key Commissioning Priorities 2016-17 : Energy, Pre- birth to 19+ provision, Culture Heritage Tourism Leisure and Sport
Below are examples of planned work programmes for 2016-17
All people in NEL enjoy & All people in NEL feel safe & All people in NEL enjoy goodAll people in NEL live in All people in NEL fulfil their benefit from a strong are safe health & well being sustainable communities potential through skills & economy learning
Final version 1.0 Page 11 Development of the Families First 0-2 years system redesign Renewable energy usage Reshaping Schools renewable energy implementation – family engagement industries group conferencing, signs Children’s &Young People’s Reshaping of environment of safety, restorative mental health services Skills strategy SHIIP enterprise zone practice, outcomes based accountability Social prescribing Reshaping relationship with Apprenticeship development Local Plan including intervention Voluntary & Community housing Domestic violence one Sector system approach Establishing a substance Devolution misuse recovery Review of culture, heritage, community tourism, leisure and sport
Appendix A Outcomes Framework a place where people start, develop, live, work and age well Indicators in italics denote data development is required for reporting Annex C – Outcomes Framework and Commissioning Plan
All people in NEL All people in NEL feel All people in NEL All people in NEL All people in NEL enjoy & benefit safe & are safe enjoy good health & benefit from fulfil their potential from a strong well being sustainable through skills & economy communities learning
Over % sustainable Road casualties Smoking Acreage and Educational arching businesses Domestic abuse prevalence accessibility attainment rates (3years +) rates mortality under 75 of parks & (key stages, Tourism figures Crime rates* amenable to open spaces GCSE and VAT ASB rates prevention Dedicated further registrations Hate Crime % of people walking & education) Gross Value All people feel reporting ‘emotional cycling routes . Added safe in their home wellbeing’ Air New homes and outside of Physical inactivity quality/CO2 built their home rates emissions Job growth Fuel poverty % waste Reduce the recycled number of *crime rates will be a % reduction in empty homes. composite measure based on household a range of agreed crime Business rate statistics such as violent crime, waste uplift acquisitive crime etc. % energy Investment generated or secured supplied Improved from housing offer. renewable % of local sources businesses % affordable able to recruit houses suitable developed employees % homes protected
Final version 1.0 Page 13 All people in NEL All people in NEL feel All people in NEL All people in NEL All people in NEL enjoy & benefit safe & are safe enjoy good health & benefit from fulfil their potential from a strong well being sustainable through skills & economy communities learning
from flooding Proportion of people engaging in volunteering activity Number of people active in their communities % of people who feel valued and respected as members of society % of people who feel they are engaged in decision making on issues affecting their lives Quality of local Annex C – Outcomes Framework and Commissioning Plan
All people in NEL All people in NEL feel All people in NEL All people in NEL All people in NEL enjoy & benefit safe & are safe enjoy good health & benefit from fulfil their potential from a strong well being sustainable through skills & economy communities learning
environment Indicator of transience, churn and stability of communities be developed
Final version 1.0 Page 15 All people in NEL All people in NEL feel All people in NEL All people in NEL All people in NEL enjoy & benefit safe & are safe enjoy good health & benefit from fulfil their potential from a strong well being sustainable through skills & economy communities learning
Number of No. of young Smoking in Teenage children in people involved in pregnancy rates pregnancy rates poverty criminal activity Self harm hospital School Apprentice admissions age attendance places *Incidences of 10-24 years NEETS % of families child sexual Perinatal and Infant living in exploitation (CSE). mortality rates temporary (healthy baby) accommodation *Incidences of Childhood Start and abuse obesity/healthy *Proposed by LSCB weight Develop Development Hospital Well Workshop, 23rd September 2015 admissions as a result of drug or No of looked after alcohol misuse children (under 18) % of children who % of children are classified as showing a good ‘in need’ level of development at age 5 Annex C – Outcomes Framework and Commissioning Plan
All people in NEL All people in NEL feel All people in NEL All people in NEL All people in NEL enjoy & benefit safe & are safe enjoy good health & benefit from fulfil their potential from a strong well being sustainable through skills & economy communities learning
Employment Incidences of Sexually Rates of rates abuse transmitted disease literacy and % working age rate of new numeracy people in diagnosis % of people employment number of opiate participating in Live and users aged 15-64 further or years higher Work Gap in employment education Well rate between those with long term condition and overall employment rate 16-64 years
Falls and injuries % of older and Older people in people aged vulnerable people accessing 65+ who want to live learning Safeguarding independently who opportunities referrals (adults) feel they are able Age Well to do so safely
Appendix B - The Stories Behind the Outcomes
Final version 1.0 Page 17 All people in NEL All people in NEL All people in NEL All people in NEL All people in NEL enjoy & benefit from feel safe & are safe enjoy good health & benefit from fulfil their potential a strong economy well being sustainable through skills & communities learning The stories NEL’s businesses will Every child will be We want people to We want North East We want all people in behind the achieve sustainable, brought up by be informed, capable Lincolnshire to be a NEL to benefit from outcomes long-term growth that supportive and of living independent place where all its being in place where benefits all of our nurturing families. All lives, self-supporting citizen, partner they can fulfil their residents by families live in good and resilient in organisations and potential. We providing fulfilling, quality housing which maintaining/improvin visitors have access recognise the well-paid employment is designed to meet a g their own health. By to high quality, well importance of opportunities. We will range of different feeling valued maintained natural enabling children to create the needs, supporting throughout their lives and built start and develop well ‘right’ environment people to be as feel, people will be in environment. A place and how important it to attract and independent as control of their own where we can is to have the best sustain private possible. Living wellbeing, have celebrate our possible start. All investment, by within low crime opportunities to be environmental and communities will providing high communities, people fulfilled and are able natural heritage and have access to good quality business will feel safe and are to actively engage in cultural offer. A place or outstanding infrastructure- able to access life in an environment where economic and nurseries , schools including road and opportunities for that promotes health industrial and further/ higher rail connectivity, work, socialising and and protects people development is education superfast leisure. from avoidable harm. encouraged in establishments. All broadband, high Communities are Access will be made harmony with the children and young quality supportive to and available to safe environment. A place people attend and employment sites value children, quality services that where air, land and achieve at these and premises vulnerable people support and restore water is of high establishments. equip NEL and the elderly. people back to quality. . Where NEL must be a place residents – Where possible optimal health or sustainable energy where we enable particularly young people are support them to a and carbon neutrality children to have people, and those encouraged to make dignified end of life are actively pursued. excellent school living in our most a contribution to the as close to home as A place where people readiness and where Annex C – Outcomes Framework and Commissioning Plan
All people in NEL All people in NEL All people in NEL All people in NEL All people in NEL enjoy & benefit from feel safe & are safe enjoy good health & benefit from fulfil their potential a strong economy well being sustainable through skills & communities learning deprived communities in which safety allows: are supported to live they can reap the communities – they live or work. Services that are part independently. A benefits from high with the skills and of a sustainable place where levels of attendance, confidence to People can access health and social residents and partner in schools where they secure and services, when care system which agencies are can excel. A place sustain well paid needed, that are safe directs resources encouraged and where young people employment in all and individuals and according to need. empowered both can meet develop sectors of our their families are individually and in aspirations and skills economy. confident in the partnership to help and where all young NEL will drive the quality and safety of shape and contribute people who are able, growth of the ‘Energy care provided . to the communities in actively participate in Estuary’ as an which they live, work earning and learning. international centre and play. A place This contributes to for offshore where communities low unemployment renewable energy. support each other rates and high The Port of and engender a aspirations as Immingham and sense of community individuals have good Grimsby has cohesion and civic career opportunities cemented its role as pride. (including the largest port in the volunteering ) and UK, diversifying work within a thriving successfully into new local economy.. This markets. The growth should be a place of NEL’s food sector where all people has been driven by benefit from life-long new export learning and where opportunities. Our regardless of age, visitor economy, people are fulfilling
Final version 1.0 Page 19 All people in NEL All people in NEL All people in NEL All people in NEL All people in NEL enjoy & benefit from feel safe & are safe enjoy good health & benefit from fulfil their potential a strong economy well being sustainable through skills & communities learning services and retail their potential in NEL. sector will continue to NEL is a place where grow through efforts young people’s to change internal aspirations are high and external and where no child perceptions of NEL and family is left as an attractive place behind. to live, work, visit and invest. We want North East Lincolnshire to be a place where the local existing and emerging workforce actively participate in learning and employment levels are high. Annex C – Outcomes Framework and Commissioning Plan
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