BUSINESS PLANNING PROCESS a) Integrated Commissioning Plans that state the strategic objectives and key performance measures for a period of three to five Financial Years, and commissioning intentions for those objectives with timescales for achievement.
b) Contracts that state how performance will be monitored, reported, and reviewed and necessary action taken, including performance indicators.
BUSINESS PLANNING PROCESS. 6.1.1 It is the responsibility of the relevant Host Partner to develop and annually review a Commissioning Plan on a rolling three Financial Year basis for the particular service to be commissioned. Each strategy will be developed by adherence to the ‘commissioning cycle’ and in consultation with service users and carers.
6.1.2 It is the responsibility of the relevant Host Partner to develop an annual Commissioning Plan. This plan will state the outcomes to be achieved, by when, and what the risks are if they are not achieved.
6.1.3 Each outcome in the Commissioning Plan should be aligned to one of the strategic objectives. Any outcome that is not so aligned should be reviewed as to why it is being considered.
6.1.4 The Host Partner should then go through a process of developing, negotiating, and agreeing a contract with each third party provider regarding the outcomes they are to deliver. It will be clear which Services are to be discontinued (e.g. in the advent of a budget reduction).
6.1.5 Contracts with third party providers should: • Take account of the requirements of the Better Care Fund and the agreed Commissioning strategies and annual plans of the Council and the NHS GM; • Include a requirement on the provider to develop a detailed service plan (e.g. stating what, by when, by who and the risk associated with not achieving the outcome) as to how the provider intends achieving the said outcomes. It should also require the provider to regularly measure progress against achieving the outcomes, to report this to the Host Partner in a timely manner to an agreed frequency (e.g. monthly), and to provide a Performance Improvement Plan or Recovery Plan where performance is significantly under par.
6.1.6 Include a process whereby outcomes may be added or removed as a result of changing needs.
BUSINESS PLANNING PROCESS. The Agreement sets out a process for setting an annual business plan and budget. The process is aligned with the local government budget setting process. A draft business plan is circulated of member authorities prior to its recommendation to the Rail North Ltd Board and the RNL Members.
BUSINESS PLANNING PROCESS. 6.1.1 It is the responsibility of the Parties to develop, and annually review, a Commissioning Plan on a rolling three financial year basis for the particular Service to be commissioned. Each strategy will be developed by adherence to the ‘commissioning cycle’ and in consultation with Service Users and carers.
6.1.2 It is the responsibility of the Parties to develop an annual Commissioning Plan. This Commissioning Plan will state the outcomes to be achieved, by when and what the risks are if they are not achieved.
6.1.3 Each outcome in the Commissioning Plan should be aligned to one of the strategic objectives. Any outcome that is not so aligned should be reviewed as to why it is being considered.
6.1.4 The relevant Party (whichever Party is agreed to be the Lead Commissioner for the relevant Services Contract) should then go through a process of developing, negotiating and agreeing a Services Contract with each Provider regarding the outcomes they are to deliver. It will be clear which Services are to be discontinued e.g. in the advent of a budget reduction.
