Annex A
WORLD CLASS COMMISSIONING—COMPETENCY
11
The world class commissioning (WCC) competencies
describe the commissioning processes and capabilities that, when
developed to a high level, will deliver improvements in health
outcomes over time. Achievement of the competencies is not an
end in itself, but a part of the process that drives towards transforming
people's health and well-being at a local level.
For year two of WCC assurance, in addition to
taking into account feedback from year one, all competencies have
been revised to increase clarity, and ensure relevance to the
current context and what is required of PCTs to deliver in these
challenging times.
Competency 11, focusing on efficiency and effectiveness,
is now being assessed as part of the core competencies. Competency
6 has been revised in the light of this and also requires
PCTs to prioritise investment under different financial scenarios.
COMPETENCY 11
A core purpose of commissioners is to make sustainable
trade off decisions and sound investments to deliver the highest
level of health outcome for a given level of spend along each
care pathway. Robust analysis of spend and its impact on health
outcomes enables PCTs to make well informed investment decisions.
By identifying and unlocking efficiency and productivity improvements
across all commissioned activity, PCTs will deliver both better
health outcomes and greater value for money.
The sub competencies for competency 11 are:
(a) Measuring and understanding efficiency and
effectiveness of spend;
(b) Identifying opportunities to maximise efficiency
and effectiveness of spend;
(c) Delivering sustainable efficiency and effectiveness
of spend.
COMPETENCY 6
By having a clear understanding of the needs
of different sections of the local population, PCTs with their
partners, will set strategic priorities and make investment and
disinvestment decisions, focused on the achievement of key clinical
and other outcomes. This will include investment and disinvestment
plans to achieve health gains and address areas of greatest health
inequality. Three financial scenarios are considered and their
impact reflected in the investment and disinvestment decisions
proposed.
The sub competencies for competency 6 are:
(a) Predictive modelling skills and insights
to understand impact of changing needs on demand;
(b) Prioritisation of investment and disinvestment
to improve population's health;
(c) Incorporation of priorities into strategic
investment plan to reflect different financial scenarios.
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