Agenda item

To consider a report from the Head of Scrutiny, presenting introducing Strategic Commissioning as a specific area for discussion at the meeting.

The Scrutiny Board received a report from the Head of Scrutiny setting out a summary of the Scrutiny Board’s consideration of strategic commissioning to date and to help inform a discussion with the Executive Member (Strategy and Resources), the Chief Executive and other senior officers across the Council.

The Chair welcomed members representing other Scrutiny Board’s, as follows:

·  Councillor Paul Truswell – City Development / Adult Social Services, Public Health, NHS

·  Councillor Pauleen Grahame – Housing & Regeneration

·  Councillor Mary Harland – Citizen’s & Communities

It was also noted that Councillor Sue Bentley, a member of the Scrutiny Board (Strategy and Resources) also chaired the Scrutiny Board (Children’s Services).

The following were in attendance for the discussion and to address questions from the Scrutiny Board.

·  Councillor James Lewis – Executive Member for Strategy and Resources

·  Tom Riordan – Chief Executive

·  Alan Gay – Deputy Chief Executive

·  Cath Roff – Director of Adult Social Services

·  Sue Rumbold – Chief Officer (Partnership Development and Business Support), Children’s Services

·  Mick Ward – Interim Chief Officer (Commissioning), Adult Social Services

·  Chris Dickinson – Head of Commissioning, Children’s Services

·  Angela Lawson – Head of Programme, Projects Programmes & Procurement Unit

The Chair gave a brief recap on the work of the Scrutiny Board to date and invited the Chief Executive and Executive Member to address the meeting.

The Chief Executive and Executive Member addressed the meeting and thanked the Scrutiny Board for the opportunity to discuss the Council’s approach to commissioning.  The Chief Executive and Executive Member made a number of comments, including the following:

·  Welcomed the scrutiny inquiry.

·  Strategic commissioning aimed to help the City achieve its objectives and make the best use of public resources and the ‘Leeds £’.

·  Work had commenced to transform commissioning, with over £50M saved in the past 4 years.

·  A structural model (i.e. a single commissioning hub), while seemingly having the benefit of a single responsible officer, such an approach also carried significant risks, including.

o  A potential decrease in control and democratic accountability, should other partners (i.e. NHS) assume overall responsibility for commissioning.

o  A potential loss, or dilution, of specialist commissioning knowledge and skills – particularly around safeguarding for children and adults.

·  Revisions to the proposed ‘peoples commissioning’ approach to reflect previous concerns raised by the Scrutiny Board, included:

o  Greater Member involvement – including the Executive Board member (Strategy and Resources) chairing the Corporate Strategic Commissioning Group.

o  The inclusion of Housing and Jobs and Skills within the scope and remit of ‘peoples commissioning’.

·  The significance of financial cuts – with the Council saving over £90M in the previous three years, with the requirement of a further £60M over the next 12-months.

·  A commitment for greater involvement of ward members and use of local intelligence within commissioning processes.

The Scrutiny Board discussed the matters highlighted during the meeting; making a number of comments, observations and highlighting other areas for discussion, including:

·  Acknowledgement of the concerns previously highlighted by the Scrutiny Board and how these were being addressed.

·  The potential role of Community Committees within the commissioning cycle.

·  The category management approach within the Programme, Projects Programmes & Procurement Unit (PPPU). 

·  Outcome measures and communication.

·  The availability and use of ‘efficiency benchmarks’ as a method of demonstrating progress and performance.

·  Evidence of decommissioning and associated decision-making processes.

·  Maintaining ‘service quality’ particularly during increased levels of independent sector provision.

·  Quality of employment practices within parts of the independent sector.

·  Governance and accountability – in terms of commissioning and service provision.

·  Balancing the need for specialist and generalist commissioning expertise.

·  Current internal staffing costs associated with commissioning.

·  Total ‘place based’ commissioning.

·  The Adult Social Care ‘Use of Resources’ peer review expected in September 2016.

·  The reliance on Neighbourhood Networks to deliver statutory services.

·  Pooled budgets and integrated commissioning.

From the discussion, the Scrutiny Board went on to identify the following as potential areas for improvement:

·  Assurance on the robustness of the commissioning approach.

·  Consistent triangulation of quality across the Council.

·  Communication to help articulate the vision and approach for commissioning.

·  Defining/ confirming the future role of the Third Sector in Leeds.

·  Monitoring and reporting outcomes, including the use of cost benefit analysis.

·  Identifying and discussing decommissioning of services.

·  Involvement of members within the commissioning cycle.

As part of the Board’s ongoing consideration of commissioning, the Scrutiny Board agreed to review the comments made during the discussion alongside additional information highlighted at the meeting. 

On conclusion of the discussion, the Chair thanked all those in attendance for their contributions. 

RESOLVED –

(a)  That the report and details presented at the meeting be noted.

(b)  That the additional information identified at the meeting be provided to members of the Scrutiny Board.

(c)  That further consideration of commissioning be incorporated into the overall work schedule for the Scrutiny Board.

(NB During the discussion, the Scrutiny Board observed a minute’s silence in memory of the victims and families affected by recent events in Nice, France.)