Working together to deliver world class commissioning in the north east
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Working Together to Deliver World Class Commissioning In The North East. Or…How might NEPHO contribute to WCC locally….or Whither NEPHO? Nonnie Crawford Sunderland Teaching Primary Care Trust and City Council. What I quickly reviewed. Vision for World Class Commissioning

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Working Together to Deliver World Class Commissioning In The North East

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Working Together to Deliver World Class CommissioningIn The North East

Or…How might NEPHO contribute to WCC locally….or

Whither NEPHO?

Nonnie Crawford

Sunderland 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

7. Stimulate the market

8. Promote improvement and innovation

2. Work with community partners

9. Secure procurement skills

3. Engage with public and patients

10. Manage the local health system

4. Collaborate with clinicians

11. Make sound financial investments

5. Manage knowledge and assess needs

6. Prioritise investment


Each competency has 3 key indicators

Analytical Skills and insights

Understanding of health need trends

Use of health needs benchmarks

1

e.g Competency 5 Knowledge Management

2

3


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 2Regular needs assessments, consistent methodology, prioritises current and future major health needs

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

Level 4Predictive 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


Revised strategic plan

PCT PLANS

Annual operating plan

Organisation development plan

Strategic plan

Five-year financial plan

April

May

June

July

August

September

October

November

December

January

February

March

Publication of

Next Stages Review

(2008)

Strategic plans

complete

Ratings published

(2010 onwards)

PCT preparation

Panel preparation

Panel day

Calibration

Ongoing follow-up

COMMISSIONING ASSURANCE*


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