5. Linking Strategic Commissioning and Procurement
5.1 This chapter describes the links between strategic commissioning and procurement. That is, once a public body has chosen to procure a care and support service, in accordance with the key considerations described at chapter 4, the procurement of those services should be placed within the wider context of strategic commissioning. This is reflected in the diagram below adapted from a model produced by the Institute of Public Care (IPC). The commissioning cycle (the outer circle in the diagram) should drive procurement activity (the inner circle) and should, in turn, inform the ongoing development of strategic commissioning.
5.2 A public body should be linking strategic and financial planning with assessment and care management and making decisions about how to use resources most effectively to achieve desired outcomes for people. In doing so, a public body may adopt a long-term view which considers the needs of the whole community. Although there is a legal requirement for Integration Joint Boards to develop plans that will be reviewed at least every three years, commissioners should be planning at least 10-15 years ahead and considering a mix of services that will best meet predicted needs, SDS choices and best value.