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Strategic Commissioning

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Presentation on theme: "Strategic Commissioning"— Presentation transcript:

1 Strategic Commissioning
strategic leisure Strategic Commissioning Why, How and When A Presentation By Rachel Fowler, Strategic Leisure

2 What is Strategic Commissioning?
The strategic activity of: Identifying Need Allocating Resources Procuring a Provider to best meet Identified Need, within available resources Essentially about building relationships – NOT simply about transactions – it therefore has a clear role in any locality agenda Not new – the process has been used for some time in eg the health service, adult social care

3 What is Strategic Commissioning?
Different commissioning levels: Individual Local Community Regional National

4 Context for Strategic Commissioning
Sharper focus on outcomes Sector capacity to influence and add value to strategic developments – this really means making service delivery relevant at locality level Emphasis on places and better outcomes for people, not individual service providers/areas Effectiveness Efficiency (value for £; best value; performance management) To deliver the best possible outcomes within the resources available for local people and communities

5 Why Strategic Commissioning?
Adapting to, and addressing, the changes in public service delivery ie Big Society, Community Asset Transfer, partnership, volunteering Reflects the idea that public authorities and their partners should be focussed on outcomes Reflects focus on ‘well-being’ of communities Achieving the best outcomes for local communities, regardless of whether services are provided in-house, externally, or through some form of partnership To use available resources more effectively To delivery efficiently and demonstrate value for £

6 What does this mean for partners?
Potential partners understanding what is involved eg resources/finance/timescales/risk/delivery Identifying capacity building needs ie skills/experience Understanding what is meant by social return Developing needs assessments Managing contracts – different sizes/scope Developing a different relationship with the public sector 3rd Sector in particular – often close to communities; experience of working with most vulnerable etc

7 The basis of Commissioning
To be commissioned there must be a clear audit trail of/evidence for: Needs Assessment – Big Picture Context, Quantitative Analysis, Qualitative Analysis, Analysis of Existing Provision, Gap Analysis, Priority Setting Options Appraisal – Identify and evaluate the potential ways of delivering services taking into account available resources; develop business case; Procurement – define strategy; soft market test; invite tenders; evaluate; award contract; manage contract; monitor contract Monitoring and Managing Performance – understand the benefits; select appropriate performance measures; collect quality data and set targets; interpret and apply data

8 How to be Commissioned Understand and know at local level where you/your organisation is/could contribute/have or has a bigger and more formal role Drive the opportunity – approach commissioners – they do not have to be in the culture and leisure sector. For example with the new approach to GP funding, there is likely to be commissioning at local level in relation to active and healthy lifestyle outcomes. Make the connections – even if its not been done before Initiate partnership; think about how current ones could change/develop to deliver better outcomes – more efficient and effective Be proactive in identifying need and how it can best be addressed Be realistic about what you can deliver now and what you need to develop even more capability – and how this could deliver more in the future Find out about the risks and responsibilities – don’t be put off by the procurement process Demonstrate your experience and locality knowledge, how and why you can do it better than currently

9 Strategic Commissioning – When is it relevant?
When there is a need/opportunity/case for: Increasing community involvement and engagement Challenging service need Shifting service focus to put user needs at its heart Optimising available resources Increasing involvement of the 3rd sector Demonstrating increased effectiveness and efficiency Assessing different mechanisms for delivery Sharing risk Establishing/Implementing long term contracts which can contribute to sustainability of a service/provision

10 Strategic Commissioning – Other Factors to Consider
Timescales Capacity building Communication Openness and transparency Partnership and joint working Demonstrating the value that culture and sport adds to a community and a place

11 Being Commissioned – Specific Considerations for the 3rd Sector
Change to a formal relationship Expectations and outcomes – community and commissioner Requirement for different skills, experience and understanding Responsibilities – HR/Finance/H and S/Risk etc Financial elements Management rather than supporting/volunteering Timescales Quality and performance monitoring

12 CASE STUDY - THE 11 “CORE COMPETENCIES” OF WORLD CLASS COMMISSIONING, TRANSLATED TO MEET THE NEEDS OF THE LEISURE AND CULTURAL SECTOR (WCLT) Local Leader of Leisure and Culture Work with partners to achieve key outcomes Engage with citizens and the users of services Collaborate with providers Manage knowledge and assess needs Prioritise investment Stimulate the market Promote improvement and innovation Secure good procurement skills Ensure contract compliance Make sound financial investments and ensure value for money

13 Making your vision . . . . Reality strategic leisure 3rd Floor
Rutherford House Warrington Road Birchwood Science Park Warrington WA3 6ZH Tel: Fax: Web:

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