Notes

General Medical Practice - GP Commissioning

Challenges with GP- led commissioning from the strategic HR perspective target whether emerging clinical commissioning groups can have the adequate capacity and capacity to effectively lead and manage end to finish commissioning in fair, equitable and transparent commissioning processes. Also, whether decision-making is going to be made in ways that will generate quality and value for financial outcomes? Has there been check out here and growth and development of the clinical commissioning target operating model, including appropriate leadership and management structures, strategies, systems, culture, staffing mix and numbers, skills and competencies?

Clinical Commissioning Groups should try to learn from previous knowledge about GP commissioning where there were general weak capabilities in most key areas including:



Exposure to and example of comprehensive best practice Commissioning process


Leadership and Management talent and competence


HR/Management best practice


Collaborative Decision-making


Governance Structures


Corporate Identity


Strategic thinking, orientation and strategy formulation


Strategic workforce planning


Performance Management and monitoring


Risk Monitoring and Management


Project management


Contract negotiation and management


Commercial acumen and financial management



Other key challenges and threats to recently formed clinical groups could include:



Striking the best balance between clinical provision and commissioning responsibilities


Inadequate capability to effectively handle and deliver quality outcomes in remits


Poor planning and resource allocation


Inadequate Leadership Capacity and Capability


Inadequate investment in training, development and coaching for brand spanking new responsibilities


Mismanagement of resources


Mismanagement of risks


Patient Choice


Patient dissatisfaction


Poor performance target-setting and monitoring of results and outcomes


Competition


Collegiate culture


Status Quo mentality and push back


Union pressure


A deficiency of transparency and fairness


Poor integration between individual GP practices within Consortia


Inadequate stakeholder engagement


Inadequate conflict management


Change in political players or climate



Clinical Commissioning Groups will need to demonstrate they have use of the entire selection of expertise and skills required and the capacity to build relationships with all relevant stakeholders in order to effectively manage all risks also to ensure appropriate and joined up value for money commissioning decisions and quality outcomes.

Creating and sustaining high performing teams is vital for continued organisational development and for health service quality, innovation and improvement. The models of leadership will draw heavily on relational and partnership models. More than ever before staff and directors should put money into effective coaching to enhance effectiveness and manage complex change. Previous change efforts, despite best intentions, had made the pace of difference in the NHS during the past often seem below dynamic. The belief is always that there's no longer the luxurious of your energy, if your English NHS will likely be competitive being a leader in World Class Commissioning and Healthcare delivery nowadays. Innovation is therefore indispensable and effective leadership is critical.

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