The National Dementia Strategy joint commissioning framework provides best practice guidance for commissioning dementia services.
It includes a Joint Strategic Needs Assessment template, summary of NICE and SCIE evidence for dementia services, commissioning levers against each of the strategy's objectives, and a summary of South East Coastal Strategic Health Autority dementia metrics.
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Wednesday, 14 July 2010
Making commissioning work
An overview of different types and approaches to commissioning is given on the LG Improvement and Development website (formerly the IDeA).
It refers to the Department for Communities and Local Government definition of commissioning as a role “in which the authority seeks to secure the best outcomes for their local community by making use of all available resources – without regard for whether services are provided in house, externally or through various forms of partnership.”
It also describes the commissioning cycle as:
· gathering and analysing intelligence on need, supply and resources
· establishing priorities and service options
· engaging capacity to deliver and secure services
· monitoring, reviewing, improving and decommissioning.
Read more
It refers to the Department for Communities and Local Government definition of commissioning as a role “in which the authority seeks to secure the best outcomes for their local community by making use of all available resources – without regard for whether services are provided in house, externally or through various forms of partnership.”
It also describes the commissioning cycle as:
· gathering and analysing intelligence on need, supply and resources
· establishing priorities and service options
· engaging capacity to deliver and secure services
· monitoring, reviewing, improving and decommissioning.
Read more
Using JSNAs to improve commissioning
Advice on using joint strategic needs assessments (JSNAs) to inform local commissioning is available on the DH website.
Local authorities and PCTs are legally required to produce JSNAs to build a profile of the state health and well being of people in their local communities.
DH guidance on how to do this describes different stages of the process, including stakeholder involvement, engaging with communities, and gives advice on how to use the JSNA to improve local commissioning.
Read more
Local authorities and PCTs are legally required to produce JSNAs to build a profile of the state health and well being of people in their local communities.
DH guidance on how to do this describes different stages of the process, including stakeholder involvement, engaging with communities, and gives advice on how to use the JSNA to improve local commissioning.
Read more
Framework for commissioning
The commissioning framework for health and well being sets out the eight steps needed to commission health and care services more effectively.
Its purpose is to show commissioners how they can provide personalised services, promote heath and well being, prevent ill health, and work in partnership to reduce health inequalities.
Emphasis is on:
- a shift towards services that are personal and sensitive to the individual’s needs while maintaining independence and dignity
- a strategic shift towards promoting health and well being, investing up front to reduce the cost of future ill health
- a stronger focus on commissioning services and interventions to achieve better health, with the health service and local government working together to promote inclusion and tackle health inequalities.
The eight steps to effective commissioning describe how this can be achieved:
- putting people at the centre of commissioning by giving people greater choice and control over services and treatment, and access to good information and advice
- understanding the needs of populations and individuals by undertaking joint assessments
- sharing information more effectively in order to make the most appropriate decisions when commissioning
- assuring high quality providers for all services by developing strong, effective partnerships with service providers and engaging them in needs assessments
- recognising the interdependence between work, health and well being by improving employee health and well being, and helping people into employment
- developing incentives for commissioning health and well being services for example, encouraging PCTs and practice based commissioners to be more flexible in using NHS funds
- making it happen: local accountability by developing a single, national health and social care vision
- making it happen: capability and leadership by developing commissioning leadership and capability.
Read more
JIP e- bulletin No.14 July 2010
Welcome
In this month’s issue of the bulletin we look at commissioning and the role it plays in transforming health and social care services.
Department of Health guidelines show how smart commissioning can be used to personalise social care by sourcing and providing quality information and advice for service users, helping them to exercise choice and control over the services they use.
Good commissioning isn’t just about procuring goods and services at the best prices and buying in bulk. It’s also about analysing and understanding the needs of organisations and service users, prioritising these needs and identifying resources to meet them, securing the appropriate goods and services, and continuous monitoring and evaluation – read our report on the DH framework for commissioning to find out how this works in practice.
Growing budgetary pressures have moved commissioning to centre stage.
The challenge facing councils is to ensure commissioning strategies reflect the priorities of preventing, reducing or delaying health and social care costs.
The JIP and Improvement Efficiency West Midlands (IEWM) will continue to help local authorities commission more efficiently and effectively by funding and implementing a range of initiatives including training and the Procurement Hub.
Wendy Fabbro
Acting Director of Adult Social Care Herefordshire Council
& NHS Herefordshire PCT
In this month’s issue of the bulletin we look at commissioning and the role it plays in transforming health and social care services.
Department of Health guidelines show how smart commissioning can be used to personalise social care by sourcing and providing quality information and advice for service users, helping them to exercise choice and control over the services they use.
Good commissioning isn’t just about procuring goods and services at the best prices and buying in bulk. It’s also about analysing and understanding the needs of organisations and service users, prioritising these needs and identifying resources to meet them, securing the appropriate goods and services, and continuous monitoring and evaluation – read our report on the DH framework for commissioning to find out how this works in practice.
Growing budgetary pressures have moved commissioning to centre stage.
The challenge facing councils is to ensure commissioning strategies reflect the priorities of preventing, reducing or delaying health and social care costs.
The JIP and Improvement Efficiency West Midlands (IEWM) will continue to help local authorities commission more efficiently and effectively by funding and implementing a range of initiatives including training and the Procurement Hub.
Wendy Fabbro
Acting Director of Adult Social Care Herefordshire Council
& NHS Herefordshire PCT
Monday, 21 June 2010
Playing for independence in Staffs
Staffordshire County Council is using a board game to help service users identify what they need to live independently.Designed by the Joint Commissioning Unit, the game Me, Myself & I* takes a holistic approach to looking at someone’s needs by focussing on six different areas of a person’s life – My Health, My Safety, My Home, My Life, My Money and My Choice.
The format makes it suitable for playing in an informal environment, either in a group or with an individual as part of their support session.
Feedback from service users will be used to influence future commissioning and service design.
The game is available for housing support workers, council colleagues, partners and organisations to use, and was an unqualified success when played at the annual Staffordshire Social Care and Health event held earlier this year.
Contact: Eve Wilson, Joint Commissioning Unit, email: eve.wilson@staffordshire.gov.uk, telephone: 01785 854238,
* © Staffordshire County Council, April 2010.
Mapping the workforce for the future
A number of key issues have been identified during a review of the region’s adult social care workforce planning arrangements, leading to a series of recommendations from the Workforce Mapping project.
DBI Consulting has been commissioned by JIP to deliver the project.
Consultants have carried out extensive research, looking at the state of the social care workforce, the sectors’ needs, the available resources, as well as gaps in the workforce and how they may be filled.
A considerable amount of information has been gathered on local trends and practices, partnership working, learning and development, and the relationship between service commissioning and workforce planning.
Issues that have come to light include:
Leadership - regional and local leadership needs to be proactive in supporting and driving workforce planning.
Recruitment and retention - turnover rates among staff are high (even in a recession) due to a number of factors including lack of clear career progression. Workers need to see there is a worthwhile future in the caring profession
National Minimum Data Set - a number of local authorities have to get to grips with this. Until there is good quality data that can be matched with the transformation agenda local authorities will not be able to plan effectively
Commissioning and workforce planning – these functions are currently separate and need to be co-ordinated. If commissioners do not know what skills are available, and workforce professionals are unaware of commissioners’ plans, the needs of services and organisations may not be adequately met
Training – there is a tendency for duplication, with numerous training courses on the same theme taking place in the region. These could rationalised by joined up planning.
Meetings and networks – the array of meetings and networks (often duplicating each other) can stretch employees’ time and commitment. There is need for taking stock of what exists, plus rationalisation and co-ordination
Safeguarding – ensuring arrangements for direct payment recipients are effective
Mapping care pathways - greater coordination between health, local authorities, private, independent and volunatary sector organisatons, will improve the service users’ experience and efficiency in services.
A full report will be presented with recommendations to the JIP in June 2010.
For more information contact: Jo Potter, Management Consultant, Dbi Consulting, email: http://www.dbiconsulting.co.uk/, telephone: 07957 705079
DBI Consulting has been commissioned by JIP to deliver the project.
Consultants have carried out extensive research, looking at the state of the social care workforce, the sectors’ needs, the available resources, as well as gaps in the workforce and how they may be filled.
A considerable amount of information has been gathered on local trends and practices, partnership working, learning and development, and the relationship between service commissioning and workforce planning.
Issues that have come to light include:
Leadership - regional and local leadership needs to be proactive in supporting and driving workforce planning.
Recruitment and retention - turnover rates among staff are high (even in a recession) due to a number of factors including lack of clear career progression. Workers need to see there is a worthwhile future in the caring profession
National Minimum Data Set - a number of local authorities have to get to grips with this. Until there is good quality data that can be matched with the transformation agenda local authorities will not be able to plan effectively
Commissioning and workforce planning – these functions are currently separate and need to be co-ordinated. If commissioners do not know what skills are available, and workforce professionals are unaware of commissioners’ plans, the needs of services and organisations may not be adequately met
Training – there is a tendency for duplication, with numerous training courses on the same theme taking place in the region. These could rationalised by joined up planning.
Meetings and networks – the array of meetings and networks (often duplicating each other) can stretch employees’ time and commitment. There is need for taking stock of what exists, plus rationalisation and co-ordination
Safeguarding – ensuring arrangements for direct payment recipients are effective
Mapping care pathways - greater coordination between health, local authorities, private, independent and volunatary sector organisatons, will improve the service users’ experience and efficiency in services.
A full report will be presented with recommendations to the JIP in June 2010.
For more information contact: Jo Potter, Management Consultant, Dbi Consulting, email: http://www.dbiconsulting.co.uk/, telephone: 07957 705079
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