Transcript NHS England - Trev Wright

The role and design of
NHS England
A Regional
Perspective
Introduction
Trevor Wright
Head of Strategic Systems and Technology
NHS England (North)
[email protected]
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About us
• The NHS Commissioning Board (NHS CB):
• was established as a special health authority on 31
October 2011 and as an executive non-departmental
public body on 1 October 2012;
• plays a key role in the Government’s vision to modernise
the NHS and secure the best possible outcomes for
patients.
• From 1 April 2013 it will be known as NHS England
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The role of the NHS England
Patient-focused, clinically-led organisation that has the culture, style
and leadership to truly improve outcomes for patients
• To allocate resources to clinical commissioning groups (CCGs)
• To support CCGs to commission services on behalf of their patients
(according to evidence-based quality standards)
• To have direct responsibility for commissioning services:
• primary care;
• military and prison health services;
• high secure psychiatric services; and
• specialised services.
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NHS England structure
• Area teams – commissioning high quality primary care
services, supporting and developing CCGs, assessing
and assuring performance, direct and specialised
commissioning, managing and cultivating local
partnerships and stakeholder relationships, including
representation on health and wellbeing boards
• Four regions - providing clinical and professional
leadership, co-ordinating planning, operational
management and emergency preparedness and
undertaking direct commissioning functions and
processes within a single operating model
• National support centre in Leeds and a presence in
London
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Our ways of working
• A nationwide organisation
• Matrix working at the heart - to provide simplicity, aid efficiency
and ensure singularity of approach
• We intend to ensure that everything that the NHS England does:
• contributes to improving outcomes;
• has been clinically-led;
• promotes equality and supports a reduction in health
inequalities;
• is informed by the needs, views and wishes of patients and the
public; and
• promotes innovation and puts research into practice.
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Key facts and figures
• The overall running costs budget (£527m) represents a reduction
of almost half on costs and staff, compared to the current costs of
functions transferring to the Board
• Around 75% of the budget will be deployed locally:
• reflects that the majority of NHS England’s functions will be
carried out locally, with the vast majority people based up and
down the country in local area teams and regions; and
• provides strong local presence to best manage the transition.
• Eight directorates, with nearly half of the senior posts filled by
clinical staff and a range of clinical professions represented
throughout, plus extensive clinical advice and input from clinical
networks and clinical senates
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NHS England’s Directorates
Chairman
Prof Malcolm Grant
Chief Executive
Sir David Nicholson
National Medical
Director
Sir Bruce Keogh
Chief Operating
Officer and
Deputy Chief
Executive
Ian Dalton
National Director:
Commissioning
Development
Dame Barbara
Hakin
National Director
for Patients &
Information
Tim Kelsey
Chief Nursing
Officer
Jane Cummings
Chief Financial
Officer
Paul Baumann
National
Director: Policy
Bill McCarthy
National
Director: HR
Jo-Anne Wass
Organisation Structure:
Patients & Information Directorate
Version 6.2
March 2013
Core Role and Purpose
• To shape our health service to be open, responsive and
transparent and give patients, carers, public, and those who
serve them, the information and support they need to make
the best decisions and choices they can.
• To ensure that the values enshrined in the NHS Constitution
are central to patients' and citizens' experience.
• To use information and technology to improve outcomes
and patient safety, and to transform the experience of
those using the service.
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Core Role and Purpose
• To transform patient and public participation in the NHS so that we can
develop the insight to help us improve outcomes – and guarantee no
community is left behind or disadvantaged.
• To put patients’ interests first – transforming the service offer of the NHS
so that they can take control and make more informed choices, if they
want to.
• To set policies and standards for data and technology that facilitate
an integrated, coherent and safer NHS;
• To promote leadership and competition in open data and
technology in support of innovation and improved outcomes.
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Overarching Directorate Structure
National Director for
Patients &
Information
Head of Office
Business Manager
Personal Assistant
Director of
Intelligence &
Strategy
Team
x 56 WTE
Director of
Customer Relations
Team
x 28 WTE
Director of
Communications
Team
x 46 WTE
Director of Strategic
Systems &
Technology
Team
x 24 WTE
Director of Patient
& Public Voice &
Information
Team
X 46 WTE
Strategic Systems &
Technology Structure
Director of Strategic
Systems & Technology
Personal
Assistant
Head of Business
Systems
Chief Technology
Officer
Admin
Assistant
Head of
Technology
Strategy
Technology
Innovation Lead
Personal
Assistant
Head of Enterprise
Architecture
Enterprise
Architect
Information
Architect
Head of Strategic
Systems
Head of Delivery
Partner
Management
System
Commissioning
Lead x2
Finance
Manager
System
Commissioning
Manager x2
Commercial
Manager
Systems
Project
Manager x2
Finance &
Commercial
Officer
Admin
Assistant x2
Finance Project
Manager
Programme
Support Officer
The size of the job
Demographics of the North of
England
A population of 14,853,000
Local Organisations in the North of
England Health Economy
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• 9 Area Teams and 68 Clinical
Commissioning Groups (CCGs),
representing over 2536 GP practices
• 75 Local Authorities and 50 Health &
Wellbeing Boards.
• 52 Acute Trusts, 40 of which are NHS
FTs
• 17 Mental Health providers, 14 of
which are NHS FTs
• 4 Community NHS Trust, all aspiring
NHS FTs 3 Ambulance Trusts, 2 of
which are aspiring NHS FTs.
• 6 Commissioning Support Units
delivering local IT to Area Teams and
CCGs
The size of the job
SST: Technology Strategy & Leadership
• To ensure that the technology and information management interests of the
Board and the NHS are realised effectively by delivery partners
• To ensure that information systems and services are commissioned consistently,
efficiently and effectively for the benefit of the patient
• To provide the frameworks within which information and technology are managed
effectively throughout the NHS and more broadly within the care services
• To proactively work with the market to stimulate new technology-based services
of benefit to patients and the public
• To innovate on the use of technology, and to bring new developments in the
market to the attention of the Board
• To deliver a Technology Strategy that meets the ambitions of the NHS England
• To stimulate technology leadership and innovation across the NHS
The size of the job
Regionally : Technology Strategy & Leadership
• To ensure that the technology and information management interests of the
Board and the NHS are realised effectively by delivery partners
• Providing a conduit for the NHS to influence delivery partners and ensure ‘fit
for purpose’ solutions
• To innovate on the use of technology, and to bring new developments in the
market to the attention of the Board
• To help coordinate a cohesive approach to innovation and the sharing of best
practice
• To stimulate technology leadership and innovation across the NHS
• To support local organisations to develop effective leadership which recognises
the potential for technology-enabled innovation.
The size of the job
SST: Delivery Partner Management
• To realise the Board’s information needs through an effective
set of relationships with delivery partners
• To ensure that the financial and commercial interests of the
Board and the NHS are realised effectively by delivery
partners
• To provide the broad commercial and financial frameworks,
and to actively manage them
• To commission delivery partners to deliver the strategic
systems required to achieve the Board’s ambitions
The size of the job
Regionally: Delivery Partner Management
• To realise the Board’s information needs through an effective
set of relationships with delivery partners
• To encourage collaboration and help develop effective
business partnerships
• To commission delivery partners to deliver the strategic
systems required to achieve the Board’s ambitions
• To work closely with Area Teams and CCGs to develop
effective relationships with delivery partners
The size of the job
SST: Nationally-Provided Business
• To ensure information products and services are appropriately established,
Systems
delivered, operated and governed; including the whole portfolio of national systems
and services commissioned by the Board
• To ensure the Board’s business requirements are effectively translated into detailed
requirements for information products and services to be commissioned from the
information systems delivery partners
• To commission all information systems solutions through the delivery partners as
needed, on behalf of the Board and its strategic partners, ensuring effectiveness
and value for money for the Board and for patients and the public in all deliveries
• To commission national business information systems in line with the NHS
information strategy and the technology strategy
• To ensure expert advice on information technology and information systems is
sourced as needed to deliver systems to expected quality and effectiveness
The size of the job
Regionally: Nationally-Provided Business
• To ensure the Board’s business requirements are
Systems
effectively translated into detailed requirements for
information products and services to be commissioned
from the information systems delivery partners
• To act as a conduit to allow the NHS to specify and
influence business requirements resulting in ‘fit for
purpose’ solutions and well-informed delivery partners
• To ensure expert advice on information technology and
information systems is sourced as needed to deliver
systems to expected quality and effectiveness
• To ensure that the right expert advice is sourced based
on the needs of the NHS and to ensure it compliments
local capability
Strategic Programmes
• A Vision and Technology Strategy for NHS
• Technology and Informatics leadership
• Stimulating the market for SMEs
• Cross-cutting strategies
• Role of centre vs local
• Digital Primary Care
• Access to primary care records
• Appointment booking and repeat prescriptions
• Switch GP online
• Secure communications
• NHS E-referrals
• Integrated Digital Care Records
• Electronic Prescribing
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Regional Priorities
• Interpreting and operationalizing national operating models
and guidance
• GP IT Support Operating Guidance: December 2012;
http://www.england.nhs.uk/wp-content/uploads/2012/12/gp-it-opmodel.pdf
• Primary Care Operating Guidance: December 2012;
http://www.england.nhs.uk/wp-content/uploads/2012/12/pc-it-opmodel.pdf
• Child Health Operating Guidance: March 2013;
http://www.england.nhs.uk/wp-content/uploads/2013/03/child-healthit.pdf
• Armed Forces Operating Guidance: March 2013;
http://www.england.nhs.uk/wp-content/uploads/2013/03/armedforces-it.pdf
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Regional Priorities
• Supporting Area Teams to make most effective use
of Primary Care IT allocations
• Developing Service Level Agreement with local
delivery partners
• Establishing new relationships
• Stakeholder engagement
• Developing effective leadership
• Concluding transition
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The Challenges
• Capacity
• Capability
• Understanding the new ways of working:
• When to help and when not to help?
• What functions are mapped to where?
• The ‘levers and incentives’ model
• When to be ‘business-like’ and when to be pragmatic?
• Managing the ‘lull’
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Leadership Challenges
• The need to be ‘Informed Clients’
• The needs to be more ‘business-like’
• The need to develop effective partnerships
• The need for rapid change and exploitation of innovation
Considerations:
• Professional registration?
• Accreditation of delivery partners?
• More effective collaboration?
• Business partners, not suppliers?
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Enough said!
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