This practical text takes you methodically and logically through the challenging task of commissioning and procuring public services across the health and social care sector. Split into four parts, it moves step-by-step through each stage of the commissioning cycle established by the Institute: Plan Do Review Analyse Chapters include key terms which support learning, case studies which help you apply the theory to different contexts and exercises which encourage reflection. The book is essential reading for those taking postgraduate courses in commissioning and those studying management and leadership in health and social care at postgraduate level. It is also valuable reading for professionals working in the health and social care sector.

It is essential that in today's public sector, social care and health managers have a thorough and critical understanding of best practice in commissioning services. This guide has been developed to underpin core aspects of commissioning services in health and social care with tools and strategies that really work. The authors go through the commissioning process step-by-step in order to help the reader better understand the following: · The distinguishing characteristics of commissioning ; · how commissioning is affected by changes in the public sector generally and health and social care in particular; · the significant potential for improved service quality and value for money arising from commissioning; · how good commissioning can engage in productive conversations that can lead to better outcomes for patients, clients and the community. There are sections on specific skills needed for good commissioning, the challenges many face and how to approach them, and what makes a good commissioning manager.

It is essential that in today′s public sector, social care and health managers have a thorough and critical understanding of best practice in commissioning services. This guide has been developed to underpin core aspects of commissioning services in health and social care with tools and strategies that really work. The authors go through the commissioning process step-by-step in order to help the reader better understand the following: · The distinguishing characteristics of commissioning ; · how commissioning is affected by changes in the public sector generally and health and social care in particular; · the significant potential for improved service quality and value for money arising from commissioning; · how good commissioning can engage in productive conversations that can lead to better outcomes for patients, clients and the community. There are sections on specific skills needed for good commissioning, the challenges many face and how to approach them, and what makes a good commissioning manager.

The book, illustrated with case examples, identifies and makes explicit the often diverse values of those involved in healthcare commissioning, whether as commissioners, providers or users of services. It provides a skills base and other support processes for working with differences in values held by those engaged in making decisions.

This book offers a comprehensive introduction to the areas of leadership, management and supervision for line managers, supervisors and senior practitioners Taking a problem-solving approach, the book explores different aspects of leadership and management including personal effectiveness, managing and leading supervision, managing training and development, managing resources and leading and developing a team. A precise review of each project area is linked to a set of audit tools that a manager can mobilise in order to review team and personal effectiveness and develop practice.

Health and social care commissioning is a values-driven as well as evidence-driven enterprise. However, whereas there has been an expectation that the evidence-base of commissioning should be made fully explicit, the corresponding values-base has been left largely implicit. The book addresses this subject through a detailed discussion of values and values-based practice, illustrated with case examples, and by developing a critique of existing commissioning. This approach enables commissioners to identify and make explicit the often diverse values of all those involved, whether as commissioners, providers or users of services. It provides a skills base and other support processes for working with differences in values held by all those engaged in making commissioning decisions. This will be essential reading for doctors, both experienced and in training, commissioning managers, professional staff in NHS Foundation Trusts and the private sector and all 'at the sharp' end of practice.