GCPHN Commissioning

Commissioning is core business for PHNs and is guided by a national PHN Commissioning Framework. The Framework describes commissioning as a cycle starting with the assessment of health needs and annual planning; the co-design of solutions to address those needs; the procurement of services and implementation of co-designed solutions; and finally, the monitoring of performance and evaluation of impact – which in turn informs subsequent assessment and planning processes.

• Gold Coast PHN Commissioning Framework

For GCPHN, commissioning provides a strategic approach to planning, and supporting the allocation of limited resources to programs and services that will best meet the needs of our local community.

“Commissioning is a continual and iterative cycle involving the development and implementation of services based on planning, procurement, monitoring and evaluation. Commissioning describes a broad set of linked activities, including needs assessment, priority setting, service design and procurement through contracts, monitoring of service delivery, and review and evaluation.” PHN Planning in a Commissioning Environment – A Guide

Commissioning Principles

1. Understand the needs of the community by analysing data, engaging and consulting with consumers, clinicians, carers and providers, peak bodies, community organisations and funders.
2. Engage with potential service providers well in advance of commissioning new services.
3. Consider cultural appropriateness and stakeholder engagement at all stages of the commissioning process i.e. strategic planning, procuring services, monitoring and evaluation.
4. Putting outcomes for users at the heart of the strategic planning process.
5. Adopt a whole of system approach to meeting health needs and delivering improved health outcomes.
6. Understand the fullest practical range of providers including the contribution they could make to delivering outcomes and addressing market failure and gaps, and encourage diversity in the market.
7. Co-design solutions by engaging with stakeholders, including consumer representatives, peak bodies, community organisations, potential providers and other funders, to develop evidence-based, outcome-focused and culturally appropriate solutions.
8. Consider investing in the capacity of providers and consumers, particularly in relation to hard-to-reach groups and Aboriginal and Torres Strait Islander health and wellbeing sector.
9. Ensure procurement and contracting processes are transparent and fair, facilitating the involvement of the broadest range of suppliers, including alternative arrangements such as consortia building where appropriate.
10. Manage through relationships; work in partnership, building connections at multiple levels of partner organisations and facilitate links between stakeholders.
11. Develop environments high in trust through collaborative governance, shared decision-making and collective performance management.
12. Ensure efficiency, value for money, and service enhancement.
13. Monitor and evaluate through regular performance reports; consumer, clinician, community and provider feedback and independent evaluation.