Strategic Commissioning, Decision-making and Priority Setting, and Procurement and Market Management
Module Lead(s): Mark Exworthy; Yvonne Sawbridge
This module examines the origins and impact of the commissioning agenda – in health care and in other sectors. It explores prior experience of and existing research about the outcomes of clinical commissioning, before moving to explore different elements of the commissioning cycle: assessing need and demand for services; making decisions and setting priorities; ensuring quality; and involving the public in commissioning activities.
Decision-making and Priority-setting
Module Lead(s): Iestyn Williams; Catherine Needham; Jenny Harlock
A key element of commissioning is the ability to assess needs, understand competing priorities and make decisions about how financial resources should be invested to best improve health outcomes. In addition to technical skills, this also requires an awareness of the principles of public value, of political and negotiation skills and of how national policy is made, disseminated and implemented. Against this background, key topics in this module include: methods of needs assessment and outcome measurement; quality of life measurement and economic evaluation; multi-criteria decision analysis; the policy process and political/organisational influences on decisions; clinical leadership and decisionmaking; and evidence-based policy and practice.
Procurement and Market Management
Module Lead(s): Russell Mannion; Robin Miller
In the current context, health care commissioners are increasingly being asked to stimulate and manage a market, working with a much more mixed economy of service providers. Although this has long been a requirement in some public services (for example, some areas of local government), it is a relatively new challenge in the NHS. Such issues are also acquiring much greater significance in the midst of a very challenging financial context. In addition, commissioning organisations are being tasked with securing greater procurement skills and demonstrating greater understanding of the principles of supply chain management, with many looking towards private sector sources of expertise. Against this background, this module draws on the health care experience of HSMC and the broader procurement and supply chain management literature in order to respond to this agenda.
The optional modules are drawn from HSMC's programmes and include:
The dissertation is awarded the final 60 credits. The dissertation is a 10,000 word research project. This can be based on literature, or a primary research study. Dissertation study days are held each year, and all students are allocated a supervisor to support them through the self-directed piece of work.
The optional modules listed on the website for this programme may unfortunately occasionally be subject to change. As you will appreciate key members of staff may leave the University and this necessitates a review of the modules that are offered. Where the module is no longer available we will let you know as soon as we can help you make other choices.