Strategic Commissioning Committee
Purpose of committee
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PURPOSE OF COMMITTEE
1. To approve all external commissioning activity by the Council outwith the annual budget meeting, including the approval of service specifications, service standards, grants and associated conditions, performance frameworks, outcomes and intentions. This includes where the Council commissions from its Arm’s Length External Organisations (ALEOs).
2. To approve all internal commissioning activity of Council outwith the annual budget meeting, including the approval of service specifications, service standards, performance frameworks and outcomes and intentions.
3. When approving commissioning activity:
i. to promote investment in the prevention, early intervention and reduction in the demand for services; and
ii. to identify potential efficiencies and improvements in quality and outcomes, including across the public sector.
4. 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.
5. To identify potential efficiencies and improvements in quality and outcomes, including across partner organisations and public services.
6. To promote the strategic allocation of resources to outcomes through commissioning activity.
REMIT OF COMMITTEE
1. Engaging with Customers and Citizens
1.1 Following consultation with appropriate forums:
i. to consider the experience of customers; and
ii. to take such action to ensure to ensure that services to be commissioned are co-designed to meet customers’ needs.
2.1 to consider a Population Needs Assessment every two years to understand the needs which public bodies must address;
2.2 to consider an in-depth analysis of key groups, priorities and challenges across public services to identify and action potential efficiencies and improvements to help ensure that the needs of customers and citizens are met and commissioning intentions are delivered; and
2.3 to consider sufficiency and market analyses to understand existing and potential provider strengths and weaknesses, and identify and take action in respect of any opportunities for improvement or change in providers.
3.1 to consider the refresh of and recommend any necessary changes to the Local Outcome Improvement Plan (LOIP); and
3.2 to approve service specifications and service standards, reflecting the Council’s commissioning intentions/outcomes, the LOIP, the views of customers and citizens, and the best evidence of effective interventions to ensure a preventative focus on demand reduction.
4.1 to take such action 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;
4.2 to review annual workplans and approve business cases to be submitted by Directors and Chief Officers in accordance with Procurement Regulations, for procurement with an estimated expenditure of £50,000 or more (supplies / services) or £250,000 or more (works) except for procurement relating to the Capital Programme;
4.3 to approve commissioning activity, including approval of commissioning intentions/outcomes which aligns to and supports the delivery of the outcomes contained in the LOIP, and other relevant Strategic Plans;
4.4 to approve the establishment of ALEOs or determine that services should remain in house;
4.5 to undertake an annual review of ALEOs; and
4.6 to decommission services that do not meet the Council’s commissioning intentions and outcomes.
5.1 to consider annual reports on the LOIP and Locality Partnership Plans;
5.2 to approve a Performance Management Framework reflecting the Council’s commissioning intentions/outcomes, the LOIP, the views of customers and citizens, and the best evidence of effective interventions;
5.3 to review information, in line with the Council’s Performance Management Framework, in order to monitor the impact of services and the extent to which they have achieved the purpose and outcomes intended;
5.4 to consider an analysis of any changes in legislative requirements, policy and population needs, and to:
i. review the overall impact of services to identify and implement revisions needed to commissioning intentions/outcomes; and/or
ii. identify and facilitate opportunities to work differently to improve outcomes; and
5.5 to monitor service delivery against expected outcomes and plans.
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 and attending other committees as observers. Specifically:
1. the Strategic Commissioning and the City Growth and Resources Committees will cooperate to ensure that resources are allocated strategically to support outcomes; and
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 funding is available to deliver the service specification.
JOINT WORKING WITH NON COUNCIL BODIES
This Committee is outward facing and will engage, through appropriate forums, 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 firstname.lastname@example.org.