Cumberland Council was established in April 2023 following Local Government Reform. At this time, contracts and services were either split or hosted by one of the sovereign authorities. Whilst many of the frameworks we utilise for the sourcing of homes for our cared for and care experienced young people were not impacted upon by Local Government Reform, we aim to undertake a full review of commissioning intentions. This will reflect the needs/ actions identified in this strategy, therefore, ensuring we continue to deliver services enable us to strengthen our position in the delivery of our statutory duties, and wider reform agendas, whilst building in learning from the Independent Review of Childrens Social Care and the “Stable Homes: Build on love” report.
When assessing “sufficiency,” Cumberland Council considers the condition of the local market (which will include the level of demand for the specific types of provision locally) and the amount and type of supply that currently exists. We also consider the capacity, quality and suitability of all providers and unique challenges to Cumberland both in relation to its demographic and location.
Sufficiency covers a wide range of areas within children services, and it is important that key partners, carers, children, young people, and providers are all invested into improving systems and services and ultimately, positive outcomes for the families, children and young people in Cumberland. Regular market engagement events will therefore remain key in the successful delivery of this strategy.
Cumberland Council is a member of Placements Northwest (PNW), a consortium of local authorities in the northwest undertaking collaborative commissioning work. Commissioners from the council ensure we fully utilise membership and the opportunities this affords. This includes:
- receiving regular updates about the provider market
- meetings with other Northwest local authorities individually or as part of working groups to tackle the key areas impacting upon sufficiency/quality
- attendance at regular commissioning managers meetings and regional fostering, residential, education and supported accommodation meetings or forums
- working with PNW to commission Flexible Purchasing Systems (FPS) for Children’s Residential Care, Foster Care, Leaving Care and SEND Education placements
- making placements using the above systems. All providers must reach and maintain minimum standards to remain on these systems
Our Commissioning process is adapted from a model produced by the Institute of Public Care (IPC) and is relevant across health, education, social care and housing services (Please see figure 1).
This work will be based on the key commissioning principles set out below:
- ensure the voices of our cared for, care experienced and separated young people are considered and coproduce the offers outlined the sufficiency plan
- work closely with internal and external partners, and the wider market to delivery our sufficiency agenda through targeted and open market engagement activities, increasing our options for homes for children across the Cumberland footprint
- review our current commissioning arrangements for residential care
- be a strong leader with the market, sharing intelligence on existing and emerging trends and co-producing new innovative models
- develop a ‘Cumberland First’ offer for providers
- support providers, with registration, growth and sustainability to meet need, ambition and high-quality, sustainable services by ensuring a culture of high support and high challenge is in place to measure outcomes in line with contracts and in the spirt of partnership working
- capitalise on collaborations with other regional and likeminded Local Authority Partners, Providers and Health providers to address specific gaps in provision seeking opportunities for joint funding, and pathfinding.
- ensure value for money principles are achieved to enable the Cumberland pound to stretch further as part of the wider offer for cared for, care experienced and separated young people
Through our attendance and engagement with the transformation Board and Corporate Parenting Board, we will establish a working group of key officers from commissioning, children services and wider key stakeholders, who will monitor the intentions, actions, and priorities set out in the sufficiency plan. This group will develop innovative new concepts to meet our sufficiency duties in response to emerging needs, trends, and legislation as aforementioned. The sufficiency action plan will be reviewed annually.