Implementing outcome-based commissioning

Paley, Chris; Slasberg, Colin

doi:10.1179/csm.2007.1.4.353

Cited by 8 publications

(5 citation statements)

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“…Despite the policy focus on outcomes, which is proposed as a way of placing people at the centre of care and ensuring that care delivery adaptably and flexibly meets individuals' needs (Department of Health and Social Care, 2021), an 'outcomes focus' by care organisations and providers does not necessarily lead to person-centred care delivery and organisational focus. Implementation issues related to the use of outcomes in commissioning of social care have been identified in other research, especially as it relates to the personalisation agenda, not least how to effectively implement a focus on outcomes in light of inadequate funding and investment in the sector (Paley & Slasberg, 2007;Smith et al, 2017). The findings of this study add to the evidence base by illustrating the perceived tensions between an emphasis on outcomes data collection and their use by social care professionals in their practice.…”

Section: Discussionmentioning

confidence: 75%

Applying Outcomes in Community-Based Social Care Practice in England

Rand¹,

Collins²,

Zhang

et al. 2023

Journal of Long Term Care

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Section: Discussionmentioning

confidence: 75%

Applying Outcomes in Community-Based Social Care Practice in England

Rand¹,

Collins²,

Zhang

et al. 2023

Journal of Long Term Care

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“…A market in ‘impersonal commissioning’ has now developed based on task and volume contracts rooted in assessments that convert unique lived experiences into standardised eligible need (Paley and Slasberg, 2007). Creating a market that is routinely responsive to personal needs and aspirations would mean establishing personal outcomes as the currency of all contracts – a challenge to the dominant modus operandi .…”

Section: Commission Personallymentioning

confidence: 99%

Commissioning for change: A new model for commissioning adult social care in England

Hudson

2018

Critical Social Policy

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Adult social care policy and provision in England has changed from a state to a market model over the past 50 years, yet its future is far from settled. Dissatisfaction with funding, the range and quality of provision, and with workforce conditions is widespread. Some major providers have collapsed or withdrawn from the market. For some the solution is to strengthen the market model, others hark after a return to state controlled provision. This article outlines a further option, a radical new model for commissioning and delivery that challenges the dominant balance of power. It identifies some of the problems associated with the current position but questions the feasibility of a simple ‘renationalisation’ of provision. The key to change is identified as a new approach to commissioning consisting of four dimensions: commissioning small and local; commissioning holistically; commissioning personally; and commissioning ethically. All of these involve significant challenge to the way decisions are currently taken.

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“…This is purported to achieve service change and personcentred care for all service users taking into account service users' shifting needs. It must be driven by the service user's own expression and aspiration, and not something imposed upon them (Paley and Slasberg, 2007). Taunt et al (2015) add to this by stating that outcomes-based commissioning seeks to solve the issue of how financial flows and the commissioning process can best support quality and efficiency across the system.…”

Section: The Contracting Modelmentioning

confidence: 99%

Developing a joint outcomes contracting model for integrated health and social care for older people

Billings

Davis

2016

JICA

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AcknowledgementsThe first author is grateful to South East Commissioning Support Unit (formally Kent and Medway CSU) for funding this project, and to the participants for taking part. AbstractCurrent debates surrounding the NHS contract in England are suggesting that it is in need of change to support an integrated health and social care transformation agenda that meets the needs of an ageing chronically ill population. This paper describes a three phase project in England that sought to develop and validate a whole systems contracting model for integrated health and social care focusing on older people with long term conditions, and based on joint outcomes. A participative 2 mixed-method approach for the development of the contracting model was used; this consisted of 1) a literature review, 2) a design phase drawing on consensus method through stakeholder discussions and 3) an international validation phase. The final contracting model consists of four overarching and interrelated core elements: (i) outcomes; (ii) partnership, collaboration and leadership; (iii) financial: incentives and risk; and (iv) legal criteria. Each core element has a series of more detailed contracting criteria, followed by further specifications attached to each criteria. While the policy environment appears to be conducive to change and encourages the adoption of new ways of thinking, there are difficulties with the implementation of new innovative models that challenge the status quo, and this is discussed. The paper concludes with reflections on the way forward for local development and implementation.

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Implementing outcome-based commissioning

Cited by 8 publications

References 0 publications

Applying Outcomes in Community-Based Social Care Practice in England

Applying Outcomes in Community-Based Social Care Practice in England

Commissioning for change: A new model for commissioning adult social care in England

Developing a joint outcomes contracting model for integrated health and social care for older people

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