One analogy in thinking this through is the delivery of workplace health and safety in Australian companies. Whilst companies may have specialist teams focussing on health and safety, it is the responsibility of all employees and have regard for workplace health and safety needs and requirements. In commissioning terms, PHNs can establish specialist commissioning teams if preferred, but they should also embed a commissioning mindset across the whole organisation, so that all parts of the PHN are familiar with the implications of commissioning and what they can do to support it. Practical tips and skills for organisational capability Table 11 provides some practical tips that PHNs could consider in developing the organisational capacity competency. Table 11: Practical tips and skills for organisational capability System Organisation Individual / team Introduce standard templates Regularly conduct a Build relational skills and agreements that could be skills audit at all levels through training to used as a basis for (including the board) increase the contracting with third parties, against the commissioning to reduce administrative and commissioning capability of the PHN. commercial inefficiencies framework and key Involve contract from reconfirming and commissioning managers in new redrafting what is market competencies to identify procurements and practice. capability gaps and redesigns for similar develop strategic Proactively manage services, to pass on workforce plans for heightened bias that may their experience and to improving capability. occur in markets with limited build on their competition, such as Invest in robust systems relationships and challenging provider opinions and processes for understanding of the from a system lens and contract management, market. involving patients in the risk management and Collaborate and plan discussion, and address quality improvement, tools such as a probity considerations. that enable PHNs to responsibility automate some tasks Regularly review governance assignment matrix (as appropriate), track arrangements to ensure RACI (which defines progress and operate are balanced discussions who is responsible, more strategically. around past performance, accountable, should current activities and future Establish and use be consulted or plans. effective technology that informed) to manage encourages and projects and minimise Regularly review the facilitates overlaps/efficiencies governance composition for communication across across teams. the right mix of skills (clinical, organisational silos. transformational, strategic, risk and professional) and The whole organisation diversity that represent the participates in local population, particularly developing for joint commissioning.
One analogy in thinking this through is the delivery of workplace health and safety in Australian companies. Whilst companies may have specialist teams focussing on health and safety, it is the responsibility of all employees and have regard for workplace health and safety needs and requirements. In commissioning terms, PHNs can establish specialist commissioning teams if preferred, but they should also embed a commissioning mindset across the whole organisation, so that all parts of the PHN are familiar with the implications of commissioning and what they can do to support it. Practical tips and skills for organisational capability Table 11 provides some practical tips that PHNs could consider in developing the organisational capacity competency. Table 11: Practical tips and skills for organisational capability System Organisation Individual / team Introduce standard templates and agreements that could be used as a basis for contracting with third parties, to reduce administrative and commercial inefficiencies from reconfirming and redrafting what is market practice. Proactively manage heightened bias that may occur in markets with limited competition, such as challenging provider opinions from a system lens and involving patients in the discussion, and address probity considerations. Regularly review governance arrangements to ensure are balanced discussions around past performance, current activities and future plans. Regularly review the governance composition for the right mix of skills (clinical, transformational, strategic, risk and professional) and diversity that represent the local population, particularly for joint commissioning. Regularly conduct a skills audit at all levels (including the board) against the commissioning framework and key commissioning competencies to identify capability gaps and develop strategic workforce plans for improving capability. Invest in robust systems and processes for contract management, risk management and quality improvement, that enable PHNs to automate some tasks (as appropriate), track progress and operate more strategically. Establish and use effective technology that encourages and facilitates communication across organisational silos. The whole organisation participates in developing Build relational skills through training to increase the commissioning capability of the PHN. Involve contract managers in new procurements and redesigns for similar services, to pass on their experience and to build on their relationships and understanding of the market. Collaborate and plan tools such as a responsibility assignment matrix RACI (which defines who is responsible, accountable, should be consulted or informed) to manage projects and minimise overlaps/efficiencies across teams.
Change%20Mgt%20&%20Competencies%20Guidance.docx