SUMMARY OF LEADING PRACTICE ROLES, RESPONSIBILITIES AND SKILLSETS OF A COMMISSIONING PHN Table 7 below provides some leading commissioning practice features, drawn from PwC research and experience. Table 7: Features of leading commissioning practice Outcome setting Outcome Contract set up Contract management Market capacity Organisational measurement capacity Whole of population Outcome framework Co-creation with suppliers Focus on supplier Market Organisational needs assessment includes SMART explored/deployed subject relationships and assessment/reviews recognition of where and gap analysis outcome KPIs to conflicts of interest. partnership health as undertaken commissioning informs outcomes to much as contractual capability needs to sit – be commissioned delivery and embedded as a Evaluation framework Procurement approach is Limited market and core management skill has been prepared and outcome orientated – provider Outcomes defined in agreed reflecting allowing for the Planned, agreed and development an outcomes program logic development of innovative delivered meetings with Outcomes whole is framework solutions/responses to the the supplier(s) on a seen as more Limited capacity delivery of outcomes – monthly basis. important than service Outcomes are user Outcome capture is building undertaken competitive dialogue like parts driven rather than operationalised to help build market approach. provider driven Monitoring supplier capacity performance Commissioning Outcomes measured Outcomes are Multiple suppliers mutually capacity requirements Limited outcome independently / or Barriers to entry defined by all bodies incentivised through (say) clear for different
SUMMARY OF LEADING PRACTICE ROLES, RESPONSIBILITIES AND SKILLSETS OF A COMMISSIONING PHN Table 7 below provides some leading commissioning practice features, drawn from PwC research and experience. Table 7: Features of leading commissioning practice Outcome setting Outcome measurement Contract set up Contract management Market capacity Organisational capacity Whole of population needs assessment and gap analysis informs outcomes to be commissioned Outcomes defined in an outcomes framework Outcomes are user driven rather than provider driven Outcomes are defined by all bodies Outcome framework includes SMART outcome KPIs Evaluation framework has been prepared and agreed reflecting program logic Outcome capture is operationalised Outcomes measured independently / or Co-creation with suppliers explored/deployed subject to conflicts of interest. Procurement approach is outcome orientated – allowing for the development of innovative solutions/responses to the delivery of outcomes – competitive dialogue like approach. Multiple suppliers mutually incentivised through (say) Focus on supplier relationships and partnership health as much as contractual delivery Planned, agreed and delivered meetings with the supplier(s) on a monthly basis. Monitoring supplier performance Limited outcome Market assessment/reviews undertaken Limited market and provider development Limited capacity building undertaken to help build market capacity Barriers to entry Organisational recognition of where commissioning capability needs to sit – and embedded as a core management skill Outcomes whole is seen as more important than service parts Commissioning capacity requirements clear for different
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