Assessing needs
There are many models of the commissioning cycle but all
share some common features and all include, in some form or
another, a stage where the needs of the population you serve are
assessed. Assessing needs may form part of a higher-level
process called ‘analyse’ or ‘strategic planning’ (for example, in
the NHS
commissioning cycle). There are other elements that
can be covered in this ‘arc’ of the commissioning cycle, such as
analysing the gap between needs and existing service provision, and
identifying and agreeing local priorities.
The assessment of needs may be carried out in
conjunction with other commissioners. For example, since
April 2008 local authorities and primary care trusts (PCTs) have
been required to produce joint strategic needs assessments (JSNA)
of the health and wellbeing of their local community. [Note]
Assessing needs is a crucial step in the
commissioning process. If your understanding of people’s
needs is poor then your design and delivery of services is unlikely
to meet their needs and achieve the outcomes required. This
represents poor value for money. A good understanding of the
current and likely future needs of your local population is crucial
if a suitable strategy to meet those needs is to be produced and
put into practice economically, efficiently and effectively.
Engaging with TSOs
However, assessing the needs of your
population may be difficult: their needs may be many and varied;
some people and their needs may not be apparent to you; some people
may not be able to express or communicate their needs; or your
understanding of their needs may be based on mistaken
assumptions. Engaging with stakeholders, especially service
users, will be necessary but this too can be difficult and costly
(in time and/or money). Engaging with TSOs (among others) can
help you overcome these difficulties. TSOs can be important
intermediaries and, besides helping you assess needs, may also be
able to help you identify how you might best meet those
needs. See Engaging with TSOs
for further guidance.
Clarifying your ability to intervene
Besides understanding what needs to be done,
you should be clear that you have the ability to act to address
those needs. Clarifying your
ability to intervene requires you to consider three elements
to ensure that you are able to act:
-
You need to have sufficient and appropriate
legal powers;
-
You need to have sufficient and appropriate
money; and
-
You need to have sufficient and appropriate
authority vested in or delegated to
you.
This link leads to further guidance.
Key questions to answer
Do I really know how the third sector could help
me?
Is the third sector aware of me and my role in
commissioning services?
Do I have the legal power or duty to
commission the services I envisage?
Is there money available to fund these
services?
Is it the right kind of money?
Do I have the authority to decide?
Notes
Note:
Section 116 of the Local Government and Public Involvement in
Health Act 2007. [Back]