Effective Commissioning in Health and Social Care

Richard Field is a qualified accountant, executive coach and a visiting fellow at Bournemouth University. Richard has worked for the Office for Public Management on a number of highly successful leadership programmes and for Bournemouth University he teaches strategic management and commissioning. Currently Richard is a freelance development specialist working with individual leaders, leadership teams, Clinical Commissioning Groups and Health and Wellbeing Boards. 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.

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