Strategic Commissioning Committee
Purpose of committee
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PURPOSE OF COMMITTEE
1. To approve all external commissioning activity by the Council, including the approval of service specifications, performance frameworks and outcomes. This includes where the Council commissions from its Arm’s Length External Organisations (ALEOs).
2. To approve all internal commissioning activity of Council, including the approval of grants and associated conditions, service specifications, performance frameworks and outcomes.
3. To review annual workplans to be submitted by Directors and Chief Officers in accordance with the Procurement Regulations, which will specify every contract expected to be procured over the year ahead with estimated expenditure of £50,000 or more (supplies/ services) or £250,000 or more (works), and to approve business cases submitted along with the workplans, and any new business case submitted to Committee from time to time over the course of the year in the event of any new procurements being added to the workplan.
4. review the impact of all commissioned services and the extent to which they have achieved the outcomes intended and to approve improvement actions.
5. To approve a strategic commitment to invest in the prevention and reduction of the demand for services.
6. To approve the Council’s strategic approach to joint and integrated commissioning across the public and private sectors to ensure that the needs of customers and citizens are met.
7. To identify potential efficiencies and improvements in quality and outcomes, including across partner organisations and public services.
8. To develop a role in the strategic allocation of resources to outcomes in consultation with the City Growth and Resources Committee.
REMIT OF COMMITTEE
The following authority is delegated to the Committee under the four headings of the Commissioning Cycle:-
1.1 to commission a regular Population Needs Assessment to understand the needs which public bodies must address.
1.2 to receive in-depth analysis of key groups, priorities and challenges across public services.
1.3 to receive a service review, sufficiency and market analysis to understand existing and potential provider strengths and weaknesses, and opportunities for improvement or change in providers will be identified.
1.4 through appropriate forums, to consider the experience of customers and citizens.
1.5 to identify resources needed and risks involved in implementing change and/or continuing with the status quo.
The Council’s Business Intelligence function will support the Analysis stage of the Commissioning Cycle.
2.1 to review a Gap Analysis following the Public Needs Assessment which will identify which services are needed and which are available currently, and will provide guidance on how the gaps will be addressed within existing resources.
2.2 to approve commissioning intentions, outcomes and priorities as part of the annual business planning cycles.
2.3 to commission the development of a Strategic Outcomes Framework reflecting the Local Outcome Improvement Plan (LOIP), the views of customers and citizens, and the best evidence of effective interventions.
2.4 through appropriate forums, to ensure that services to be commissioned are co-designed to meet customers’ needs.
2.5 to approve a Commissioning Strategy/Prospectus which identifies clear service development priorities and specific targets for efficient, effective, equitable and sustainable achievement.
The Council’s Business Intelligence function and the Commissioning function will support the Planning stage of the Commissioning Cycle.
3.1 to ensure that appropriate supply management and capacity building (market facilitation) is in place to ensure a good mix of resilient service providers, that offer customers an element of choice in how their needs are met;
3.2 through appropriate forums, to ensure that relationships with existing and potential providers are maintained and draw on partner expertise;
3.3 to ensure that the co-design of service specifications is based on the delivery of positive outcomes with a preventative focus on demand reduction; and
3.4 to approve procurement strategies to meet agreed outcomes to enable officers to purchase and contract services and to decommission services that do not meet the needs of the population group.
The Council’s Commissioning function will support the Doing stage of the Commissioning Cycle.
4.1 to review information from individual contracts, specifications or service level agreements (including partners) in order to monitor the impact of services and the extent to which they have achieved the purpose and outcomes intended;
4.2 to commission reviews of agreed priority services and make recommendations to service providers, both in house and external, to further improve outcomes;
4.3 to receive an analysis of any changes in legislative requirements, population need and reviewing the overall impact of services to identify revisions needed to the strategic priorities and targets;
4.4 to monitor service delivery against expected outcomes and plans; and
4.5 to monitor the changing policy and strategic context to identify opportunities to work differently to improve outcomes.
The Business Intelligence function and the Commissioning function will support the Reviewing stage of the Commissioning Cycle.
JOINT WORKING WITH OTHER COUNCIL COMMITTEES:
The Committee will maintain an awareness of key issues arising through the work of other committees of the Council, through lead officers, conveners and vice conveners working together. Specifically:
1. the Strategic Commissioning and the City Growth and Resources Committees will cooperate to ensure that resources are allocated strategically to support outcomes.
2. the Strategic Commissioning and the Operational Delivery Committees will cooperate to ensure that the internally commissioned services have clear service specifications which identify contributions to the LOIP outcomes and that sufficient funding is available to deliver the service specification.
JOINT WORKING WITH NON COUNCIL BODIES:
This Committee is outward facing and will engage with appropriate forums to engage with partners, the third sector and communities in order to ensure a joint and integrated commissioning approach.
Executive Lead: Director of Commissioning
- Councillor Jenny Laing (Convener)
- Councillor Freddie John (Vice Convener)
- Councillor David Cameron
- Councillor Alan Donnelly
- Councillor Jackie Dunbar
- Councillor Sarah Duncan
- Councillor Stephen Flynn
- Councillor John Wheeler
- Councillor Ian Yuill
- Allison Swanson (Clerk)
Support officer: Allison Swanson, tel 01224 522822 or email email@example.com.