Transcript Adding life to years and years to life

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
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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
2. Work with community partners
8. Promote improvement and innovation
3. Engage with public and patients
9. Secure procurement skills
4. Collaborate with clinicians
10. Manage the local health system
5. Manage knowledge and assess needs
11. Make sound financial investments
6. Prioritise investment
Each competency has 3 key indicators
e.g Competency 5 Knowledge Management
1
Analytical Skills and insights
2
Understanding of health need
trends
3
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
PCT PLANS
Annual operating plan
Organisation development plan
Strategic plan
Five-year financial plan
April
May
June
July
August
Revised strategic plan
September October
Publication of
Next Stages Review
(2008)
November
December
January
Strategic plans
complete
Panel preparation
Panel day
COMMISSIONING ASSURANCE*
March
Ratings published
(2010 onwards)
PCT preparation
Ongoing follow-up
February
Calibration