COMMISSIONING – A PRACTICAL GUIDE

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					COMMISSIONING – A
 PRACTICAL GUIDE
 Laura Townson, Commissioning Manager,
  Children and Young People’s Services,
 Rotherham Metropolitan Borough Council

Paul Robinson, Voluntary Sector Development
    Worker, Voluntary Action Rotherham
  Objective of Commissioning
“The primary purpose of
      Children’s Trust
   [Arrangements] is to
      secure integrated
commissioning leading to
  more integrated service
     delivery and better
          outcomes
 for children and young
           people”
           (Dfes 2004)
      Drivers to Commissioning
• The primary driver for the effective
  commissioning of services is the embedding of
  outcomes for children into the services
• In execution of the primary driver it is essential
  that children and young people’s needs are at the
  forefront of planning and service delivery. The
  most effective and efficient way of ensuring this
  objective is by involving them in all stages of the
  commissioning process.
• Movement of resources to preventative and early
  intervention services from specialist services.
   Drivers to Commissioning
Local Area Agreement   Community Strategy


                       Corporate Plan


                       Single Plan

Procurement Strategy   Commissioning
                       Strategy

Compact/SME
guidance
     Third Sector Involvement
• 3rd sector organisations in position to have
  considerable impact
• Quality of services will increase through
  use of the specialist knowledge, expertise,
  skills and capacity of the 3rd sector
             Collaboration
• Commissioning need not be considered at a
  borough wide level alone. Many of the
  issues faced within Rotherham may be
  echoed by our counterparts on a regional or
  sub-regional level.
• Exploring consortium approaches and other
  forms of collaboration
          Commissioning Process
Commissioning Process as defined by Dfes

                  Analyse          Commissioning                     Plan

                     Purpose       Strategy
                                               Spec/
                                                           Gap analysis
                     Pop Needs     Providers
                                               Contract
                                   resources               Design
                     Resources
                                   Service
                     Market
                                   users
                     analysis
                                   needs


                                  Contract      Contract
                                                              Budget &
                      Strategy    review        Mgt
                                                              market mgt
                      monitor &
                      review          Purchasing

                  Review                                                   Do
Model of Macro-Commissioning
          (Strategic)
The model selected for use in Rotherham’s Children and
Young People’s Services is that proposed by DfES
Yorkshire and Humberside. The component parts of the
model are:
1. Project set-up
2. Analysis of need
3. Mapping of current services and resources
4. Strategic direction and plans
5. Procurement activity and market management
6. Monitoring and review of the commissioning strategy
             Project Set-Up
• Identify all stakeholders in the service to be
  commissioned
• Have a shared vision, priorities, hypotheses,
  client group/boundaries, methodology and
  potential barriers to successful
  implementation
             Analysis of Need
• Design/redevelopment of services to be based on
  strong evidence gathered through consultation and
  research
• 3 strands to an analysis of need:
  1. review and collation of national evidence and
  research
  2. collation and interpretation of local/sub-regional
  statistical data
  3. consultations with children and young people,
  their families/carers
Mapping of Providers and Resources
Includes the following elements:
  - a breakdown of current available services
  - analysis of alternative/potential service providers
  - regional and/or national benchmarking
  comparisons on service delivery/providers
  - a breakdown of expenditure on similar/identical
  services across all public purchasers of the service
  for identified group
  - identification of availability of future funding
  - identification of committed resources
  Strategic Directions and Plans
• Analysis off need and mapping of
  resources/Providers = baseline information
  for a gap analysis
• A commissioning strategy/document may
  be written in which all the evidence is
  contained and the service design is
  addressed
                Procurement
• Procurement must be completed in accordance
  with the Council's local Standing Orders and UK
  legislative requirements
• The priority in undertaking procurement is the
  outcome and quality of the service, not who
  delivers it.
• Procurement activity should allow for a “level
  playing field” for all Providers whether they are
  private or 3rd sector
      Monitoring and Review of
          Commissioning
• The commissioning activity does not cease
  once the service has been
  procured/implemented
• Failure to undertake timely reviews will
  cause the service to stagnate and may result
  in a provision for outdated needs
THE END