Working Together to Deliver World Class Commissioning

In The North East

Or…How might NEPHO contribute to WCC locally….orWhither NEPHO?

Nonnie CrawfordSunderland Teaching Primary Care Trust and City Council

What I quickly reviewed

• Vision for World Class Commissioning• Commissioning Assurance Framework• Health Needs and Local Area Maps (WCC)• Our Vision, Our Future, Our North East NHS• Better Health, Fairer Health • Health Inequalities: Progress and Next Steps• Sunderland Joint Strategic Needs Assessment• 500 of the Most influential People In The North East• Ph.com (newsletter of the Faculty of Public Health)

What will be covered

• The vision for world class commissioning• Outcomes, competencies, governance• Questions and random thoughts

Vision

• Better health and wellbeing for all• Healthier longer lives, dramatically reduce health inequalities

• Better care for all• Evidence based services, best quality, personalised

• Better value for all• Informed considered investment decisions, optimised integrated care

Adding life to years

and years to life

“The aim of world class commissioning,

and therefore the ultimate test of its success,

will be an improvement in health outcomes

and a reduction in health inequalities”

3 Key elements: outcomes,competencies and governance

Improvement based on ‘relative’ outcomes

11 Competencies

1. Locally lead the NHS

2. Work with community partners

3. Engage with public and patients

4. Collaborate with clinicians

5. Manage knowledge and assess needs

6. Prioritise investment

7. Stimulate the market

8. Promote improvement and innovation

9. Secure procurement skills

10. Manage the local health system

11. Make sound financial investments

Each competency has 3 key indicators

e.g Competency 5 Knowledge Management

1

2

3

Analytical Skills and insights

Understanding of health need trends

Use of health needs benchmarks

And each indicator has 4 levels of rating

1

2

3

Level 1 Level 2 Level 3 Level 4

Competency 5 – Manage knowledge and undertake robust and regular needs assessment that establish a full understanding of current and future local health needs and requirements

Level 2 Regular needs assessments, consistent methodology, prioritises current and

future major health needs

Level 3 View of unmet needs and an disaggregate to locality/ward level

Level 4 Predictive modelling and analytical tools to discuss and describe trends in

needs, create future projects and identify variants from expectations

Governance

• Reflects the ‘grip’ a Board and organisation has on its core business

• Good governance is at the core of a robust organisation

Random thoughts

• Will NEPHO be part of commissioning or providing?• How does NEPHO match against the competencies itself?• Has NEPHO taken ownership of and developed a meaningful strategy….how does

this align with WCC?• Does NEPHO have grip?• Is it reactive or proactive?

How might NEPHO contribute locally

• Team North East• Third sector organisations-engagement and capacity/capability building in specific areas• How engagement might work with local authorities • Equality/inequality work-

• Predictive modelling/prevalence modelling cf Bridging the Gap• Comprehensive targeting models (neighbourhoods/streets/conditions)• Systematic application of Health Impact Assessment• Work with Regional Improvement and Efficiency Partnerships• ….explain how Health England fits in

PCT preparation

Panel preparation

Panel day

Calibration

Follow-up

April May June July August September October November December January February March

Calibration

PCT PLANS

COMMISSIONING ASSURANCE*

Publication of Next Stages Review(2008)

PCT preparation

Ongoing follow-up

Ratings published(2010 onwards)

Annual operating plan

Five-year financial plan

Strategic plan

Revised strategic plan

Organisation development plan

Panel day

Panel preparation

Strategic planscomplete