It is essential that in today′s public sector, social care and health managers have a thorough and critical understanding of best practice in commissioning services. This guide has been developed to underpin core aspects of commissioning services in health and social care with tools and strategies that really work. The authors go through the commissioning process step-by-step in order to help the reader better understand the following:
· The distinguishing characteristics of commissioning ;
· how commissioning is affected by changes in the public sector generally and health and social care in particular;
· the significant potential for improved service quality and value for money arising from commissioning;
· how good commissioning can engage in productive conversations that can lead to better outcomes for patients, clients and the community.
There are sections on specific skills needed for good commissioning, the challenges many face and how to approach them, and what makes a good commissioning manager.
Table of Content
Introduction
Introduction to commissioning
What is commissioning?
Key roles
Benefits from commissioning
Commissioning compared with other management processes
Where does commissioning come from?
Successful commissioning – collaboration
The commissioning process – a model
Commissioning – a new model
What skills are needed?
Commissioning in the NHS
The development of commissioning in the NHS
The new health environment
The journey to authorisation
The challenges of commissioning in this sector
Commissioning in adult social care
The development of commissioning in adult social care
Government actions
A developing view of adult social care
The role of local authorities
The challenges of commissioning in this sector
Key challenges for health and social care
Comparison between the NHS and social care systems
The specific challenges facing the NHS and social care
What questions do we need to answer?
Conclusion
About the author
Judy Oliver is a qualified barrister, executive coach and facilitator specialising in strategic thinking, management of change and transition and the development of teams and partnerships. Judy started her career with BP where she worked in a variety of roles from industrial relations , legal, HR policy and management development of high potential managers. Since 1998, Judy has designed and delivered a wide range of bespoke leadership development programmes and workshops for leaders across all sectors but, particularly, for clinical leaders in the NHS.
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