How To Be A Successful Health Care Provider

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1 North West Specialised Commissioning Team Building the complete picture Who we are What we do Prospectus 2007/2008

2 Contents Page Foreword The purpose of this document Who we are and why we are here What do we believe in? What is our business? The Services Components of Commissioning Partnerships/Stakeholders Final Teams / Portfolios What do we want to achieve? Corporate Aims Conclusion

3 foreword This document sets out the aims and purpose of the newly formed North West Specialised Commissioning Team (NWSCT). It is our Prospectus, setting out who we are, what we do, and how we can make a difference. It is not often in the NHS that we get the opportunity to establish a completely new organisation and to develop its vision and purpose from the beginning, yet this is exactly that opportunity and this is the challenge that we in the NWSCT have been given. This is an exciting prospect but we are realistic. We are aware of the size of the task before us and the challenges we will need to overcome. These will sometimes be difficult, but I firmly believe that we have the right vision and that through our actions, people in the North West will receive safe, effective and accessible specialised and secure services. The Prospectus will be supported by a detailed work plan outlining the intentions of the NWSCT for the forthcoming year. In preparation we have held a number of developmental workshops that highlighted a strong commitment to excellence, raising the standards of commissioning and to becoming an expert resource both locally and nationally. Working on behalf of 24 PCTs this unique strategic position promotes a high degree of expertise, neutrality and autonomy. In this respect we have a passion to be an independent advocate, within the governance framework, for the commissioning of specialised and secure services and we aspire to be a trusted resource with an encouraging, listening and learning organisational culture supported and demonstrated by a commitment to transformational leadership styles. I trust that this is reflected both in the content of this document, and in the way in which we develop and behave with one another, enabling us to both effectively communicate our values and mission to others and also to live and breathe them in the way we go about our roles and responsibilities. Jon Develing Chief Officer, NWSCT 1

4 The purpose of this document The purpose of this document is to introduce you to the newly formed NWSCT who we are, what we do, and what we hope to achieve as an organisation. It will outline the key issues to be addressed by the team, as well as the guiding principles that will underpin our work. Who we are and why we are here The NWSCT is a non-statutory body, formally established on 1st April 2007 and accountable to the North West Specialised Commissioning Group (NWSCG). Its formation harmonises the work plans of the three former Specialised Commissioning Groups within the North West Cheshire and Merseyside, Cumbria and Lancashire, and Greater Manchester. The Review of Commissioning Arrangements for Specialised Services, published in May 2006, recommended organisational change as a means of ensuring greater clarity and accountability in the commissioning of specialised services. We exist as a single team because we believe this is the right model to deliver against the complex set of issues and challenges facing specialised services. In establishing the NWSCT we have grouped together a wealth of experience, authority and expertise, which we believe is second to none. The concentration of such expert knowledge in one organisation ensures that the 24 Primary Care s (PCTs) across the North West have access to a vast range of skills and a team of knowledgeable senior commissioners, offering impartial advice and value for money at a local level. We believe we provide PCTs with an invaluable resource. Our commitment to maintaining and developing our relationships with these PCTs remains at the centre of everything we do. The NWSCT, based at Quayside in Stockton Heath, Cheshire, comprises 59 staff, many of whom are new appointments. There is a team of Directors, headed by the Chief Officer, and three Team Leaders, who are Senior Commissioning Managers, responsible for both team leadership and the production of prioritised work programmes. The Director Team includes Jon Develing, Chief Officer Jenny Scott, Director of Commissioning Phil Heywood, Director of Finance and Information Roy Dudley-Southern, Associate Director Carole Jobbins, Director of Secure Mental Health Services Dr Alison Rylands, Director of Public Health 2

5 What do we believe in? In establishing any new organisation it is fundamental to agree its core business and purpose and to define its objectives. This analysis then forms the bedrock of an organisation and will act as a marker against which to test progress. Alongside this are some aspirations. As a new team we clearly need time to establish ourselves, familiarise ourselves with new roles and responsibilities, new ways of working. There is a real commitment across the organisation to achieving our potential. As commissioning is the principal reason for the existence of the NWSCT our vision is to strive to undertake this responsibility in the best possible way. As such our vision is ambitious, but underpins everything we aspire to: Excellence in Commissioning Our mission statement is more tangible. This is what we do and is something on which we can be measured. Our mission is: We commission safe, effective and accessible specialised and secure patient services on behalf of PCTs Alongside our vision and our mission, we consider it essential to have organisational values and principles as these both reflect the culture of NWSCT and also guide how we behave. We can assure our partner organisations and others of fairness and transparency; we will be challenging, ensuring a systematic and rigorous approach to current planning assumptions and practice; we will be responsive, providing an expert resource, able to react in a timely and effective manner on behalf of PCTs; and we will be respectful, investing time in understanding the needs of individual PCTs and displaying a real commitment to maintaining and developing these key partnerships. Stakeholders will be able to identify that NWSCT is commissioning services which are patient-centred and evidence-based. As experts in our field we are routinely using best practice and offer intelligent, knowledge-based commissioning. We are PCT-driven. While NWSCT has the principal leadership role and accountability for the commissioning of specialised services, we wish to integrate with PCTs and local networks where possible to ensure that we are delivering an effective, appropriate service to meet local needs. We are socially responsible and will be challenging our stakeholders to demonstrate their commitment to inclusion wherever possible. 3

6 What is our business? The Services There are currently 36 services defined and designated as being specialised. Typically, these services are those best planned for a greater population than that of a single PCT; have low volumes of activity at high costs, and cover complex/chronic conditions associated with single spells of treatment over prolonged periods/lifetime. It is our belief that to have sustainable services, these are best commissioned by a single team. In addition, the NWSCT is well placed to offer advice and the strategic co-ordination of other types of services at a North West level. The attached NWSCT portfolio chart demonstrates the wide range of services covered by the three Specialised Services Teams and the team working across Secure Services. Components of Commissioning Developing a consistent and intelligent approach is the bedrock of achieving excellence and is core to NWSCT business. When commissioning services we can assure PCTs that we are using the latest research available, as well as the expert knowledge within the team, to inform our advice. We operate a disciplined process when approaching commissioning decisions and take a number of key factors into account regardless of the service we are dealing with. This ensures consistency across the board and reassures PCTs that we are adopting the same approach irrespective of which organisation(s) we are working with. The patient pathway is at the forefront of our thinking, ensuring that the patients experience remains central, regardless of the point along the pathway at which they access a specialised service(s). When reaching conclusions we take into account a range of factors including latest policy guidance, eligibility criteria, optimum model of care, procurement process, and the needs of the individual stakeholder. The output from this process describes what excellence in commissioning may look like. 1. The Right Patient (health need assessment, referral pathways) 2. The Right Treatment (clinical and cost effectiveness, clinical governance, outcomes) 3. The Right Provider (standards against which we can measure, designation) 4. The Right Place (centres of excellence, unnecessary duplication, local access) 5. The Right Time (early intervention, 18 weeks, patient choice) 6. The Right Price (value for money PbR, local tariffs) 4

7 Partnerships/Stakeholders A crucial element of success is the identification of key stakeholders and the investment in time and effort in building sustainable and credible relationships with them. Each commissioning team will have a portfolio of PCTs and s, as well as services, with which its members will build and maintain relationships. These relationships will of course take time to develop and mature and will principally be the responsibility of individual members of staff working within specific service areas. We hope that this approach will ensure effective partnership working and help to define clear lines of communication between NWSCT and stakeholders. For the purposes of this document a list is provided demonstrating the diversity and breadth of interfaces required to inform commissioning processes. KEY STAKEHOLDERS Primary Care s Other Specialised Commissioning Groups National Specialised Commissioning Group National Commissioning Group Managed Clinical Networks National Oversight Group - Secure Services Isle of Man Strategic Health Authority Public Patient Involvement - PPIs Overview and Scrutiny Committees - OSCs KEY RELATIONSHIPS Commissioning Services in Partnership Criminal Justice Systems Healthcare Commission Monitor Provider Organisations Mental Health Commission Ministry of Justice National Offender Management Services Health Commission Wales Government Office North West Department of Health The above is not an exhaustive list and will require updating. NWSCT is required to communicate with a wide range of varied and complex organisations. It is therefore important that we have an understanding of respective roles and responsibilities in order to be as productive and as effective as possible. It is crucial that lines of dialogue are clear and good communications between us and our stakeholders will be a priority for all. Communications will be two-way. Listening is one of our core values and a mixture of feedback from the NWSCG and internal team reviews will enable us to measure ourselves against some of our more aspirational goals, as well as the givens, such as performance. 5

8 North West Specialised Commissioning Team Final Teams / Portfolios NW Specialised Services NW Secure Services Team 1 Team 2 Team 3 Team 4 Team Leader David Stockdale Simon Banks Claire Jones Alison Cannon Phil Shackell Stephen Brook Commissioners/ Case Managers David Stockdale Fiona Davies Sarala Gunawardena Martin Stanley Simon Banks Roz Jones Sue Mather Claire Jones Steve Hamer Tony Barratt Mick Booth Maddie Copp Sheila Wright Paula Grange Project Managers Jenny Dodd Claire Wildgoose Alison Bali Hannah Pulley (Barbara Murray covering mat leave) Graham Roberts Finance Sue Brinksman Craig Sharples Sue Brinksman Craig Sharples Selena Bealing Andy McGivern Christine Weatherstone Selena Bealing Andy McGivern Christine Weatherstone Information Glenn MacDonald Beth Rhodes James van Sluis Rob Konstant- Hambling Jill Preston Claire Brennan Rob Konstant- Hambling Jill Preston Claire Brennan Glenn MacDonald Beth Rhodes James van Sluis Public Health Dr. Su Sethi Claire O Donnell Helen Stubbs Dr. Jim Higgins Admin Rosemary Ashtonhurst Louise Little Rachel Alexander Carole Davies Carol Jackson Sandra Ventre Services within National Definition Set (defn no.) Neurosciences (8) Tertiary Children s Services (23) Specialised Cardiac (13) Case Management (22) Cheshire & Merseyside Medium and Low Secure Mental Health Services (22) Cumbria & Lancashire Medium and Low Secure Mental Health Services (22) Specialist Rehabilitation for Brain Injury (7) Cleft Lip and Palate (15) Cystic Fibrosis (10) High Secure (22) North West Learning Disabilities (22) Greater Manchester Medium and Low Secure Mental Health Services (22) Equipment for Complex Disability - EATS (5) Respiratory (29) Renal (11) Specialised Spinal (6) Genetics/ Population Screening (20) Endocrinology (27) Specialised Orthopaedic (34) Haemophilia/Blood Disorders (3) Vascular (30) Pain Management (31) Immunology (16) Specialised Mental Health (22) Specialised Cancer (1) Allergy (17) Learning Disabilities (21) Bone Marrow Transplantation (2) Inherited Metabolic Disorders Rheumatology (26) Colorectal (33) Infectious Diseases (18) Hyperbaric (28) 6

9 North West Specialised Commissioning Team Final Teams / Portfolios cont... NW Specialised Services NW Secure Services Team 1 Team 2 Team 3 Team 4 Home Total Parental Nutrition (12) HIV / AIDS (14) Specialised Ear Surgery (32) Hepatology (19) Specialised Pathology (25) Child and Adolescent Mental Health Services (23) Dermatology (24) Women s Specialised Services (4) Morbid Obesity (35) Burn Care (9) Age Related Macular Degeneration PCT Link Cumbria and Lancashire Isle of Man Greater Manchester Cheshire and Merseyside North West Cheshire and Merseyside Greater Manchester & Cumbria and Lancashire Key Links Clatterbridge Centre for Oncology NHS Foundation Liverpool Women s NHS Foundation The Cardiothoracic Centre - Liverpool NHS Mersey Care NHS (Ashworth) 5 Boroughs Partnership NHS Bolton, Salford & Trafford Mental Health NHS Christie Hospital NHS Foundation Royal Liverpool Children s NHS University Hospital of South Manchester NHS Foundation Cheshire and Wirral Partnership NHS Foundation Pennine Care NHS The Walton Centre for Neurology and Neurosurgery NHS Central Manchester and Manchester Children s University Hospitals NHS Blackpool, Fylde and Wyre Hospitals NHS Calderstones NHS Lancashire Care NHS Salford Royal NHS Foundation Pennine Acute NHS Royal Liverpool and Broadgreen University Hospitals NHS Mersey Care NHS Lancashire Teaching Hospitals NHS Foundation University Hospital of North Staffordshire NHS Southport and Ormskirk Hospital NHS Wirral University Teaching Hospitals NHS Foundation Non North West OATS Aintree University Hospitals NHS Foundation London Post Graduate Hospitals 7

10 What do we want to achieve? Corporate Aims As a new organisation, it is crucial that we define our aims and clarify our areas of responsibility. Six corporate aims have been identified. Detailed actions required to achieve these are detailed elsewhere. (NWSCT Work Plan) Corporate Aims 1 To be an organisation that excels in the commissioning of services. 2 To commission services that focus on achieving improved clinical outcomes. 3 To work with strategic partners to develop and improve the quality and design of patient pathways. 4 To provide unbiased but accountable commissioning, leadership and strategic co-ordination. 5 To provide clear governance and assurance regarding the management of risk. 6 To commission services using the most effective and efficient management of resources. Conclusion This Prospectus outlines a way of working we hope will prove beneficial both to ourselves and to our key partners. It is in itself only a plan and will need to be turned into reality, through disciplined thought and action and the nurturing of relationships. We are confident that we have the building blocks here for a successful and productive future. North West Specialised Commissioning Team 8

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12 North West Specialised Commissioning Team North West Specialised Commissioning Team Quayside Wilderspool Park Greenalls Avenue Stockton Heath Warrington WA4 6HL Tel: Fax: Published by North West Specialised Commissioning Team Crown Copyright