How We Commission

Deciding what services are needed and reviewing current provision through to contracting for new services and monitoring service quality are all part of an annual cycle known as the Commissioning Cycle.

Starting in April, the cycle begins with analysis of the Joint Strategic Needs Assessment (JSNA) and Joint Health and Wellbeing Strategy (JHWS) undertaken with the Isle of Wight Council and Health and Wellbeing Board. These identify the composition of the Isle of Wight, its demographics and the health services that will need to be provided to keep the population healthy.  Once it is known what services need to be provided, a Gap Analysis is done to find what services are not already provided or where we need to increase capacity. Eventually the outcomes of this analysis will be developed into service specifications that describe what we want services to provide, and eventually incoporated into contracts.

Building on its intentions, during the summer months the IWCCG will undertake a number of engagement activities with members of the public and local patients, stakeholders and partners, testing its commissioning priorities. Responding to the outcomes of public consultation, the IWCCG develops its Commissioning Strategy. Depending on delivery of the current strategy this could be either a refresh of the existing document, or a new one.

Once the strategy is in place, the IWCCG then produces its draft Commissioning Intentions. This explains all the services that will be commissioned and if any are to be decommissioned. These are finalised in December after the publication of the NHS national planning guidance.

Implementing the ambitions of the commissioning strategy and intentions is captured in the IWCCG Operational Plan that is produced between January - March. This outlines practically how the organisation is going to procure and deliver the services it has set out to commission in its plans. Internally this is broken down into delivery plans to support performance management of commissioners and to monitor progress.

Once contracts are implemented for the required healthcare services, the IWCCG then takes responsibility for performance management - holding the providers of services accountable for good quality and standards of care. This is done through data collection and analysis and regular contact.

Throughout the commissioning cycle a number of documents are created that reflect the work done. These include:

  • Commissioning Intentions
  • Commissioning Strategy
  • Operating Plan
  • Delivery Plan(s)
  • Contracts [Service Specifications]

Alongside the commissioning of services there is also a cycle for organisational development, mainly Business Case submissions for new initiatives. Due to the resources needed for commissioning between December – April there are accepted but not decided until after April when work of development can recommence at full capacity. This is factored into planning by commissioners and support staff.