Supporting information pack

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1 Supporting information pack

2 The new commissioning system As part of the modernisation of the NHS, a number of changes to how health services are managed came into effect from April Primary Care Trusts (PCTs) were abolished and their functions transferred to a number of organisations: Clinical commissioning groups (CCGs) GPs, as leaders and constituent members of CCGs, are responsible for ensuring local health services meet local needs. Commissioning support units (CSU) 18 CSUs provide advice and support to help CCGs to make commissioning decisions about local health services. NHS England An independent and accountable NHS England lead on the achievement of health results and improvements in quality Public health Local government have new responsibilities for public health functions. Public Health England was established from 1 April 2013 to help improve people s health and wellbeing and protect them from threats to health. NHS Property Services Ltd (also known as PropCo) is a government owned limited company to take ownership and manage that part of the PCT estate not transferring to NHS community care provider trusts.

3 About us The North and East London Commissioning Support Unit (CSU) provides expert support and advice to help customers to deliver improved health services to local populations. We deliver an extensive range of services from contracting and analytics to finance and communications. We are one of the leading CSUs in the country, with agreements to provide commissioning support to 12 Clinical Commissioning Groups (CCGs) across north central and north east London, representing 3.3 million people and NHS England. We also offer our services to customers including local authorities and other CSUs or CCGs. The North and East London CSU has been hosted by NHS England since 1 April The NHS Business Services Authority is the legal employer for CSU staff. Commissioning in the NHS is the process of ensuring that the health and social care services provided effectively meet the needs of the population. It is a complex process and includes assessing population needs, prioritising health outcomes, buying products and services to improve health, and managing service providers. Clinical commissioning means doctors and nurses leading commissioning decision-making in the NHS and is at the heart of the new NHS Health and Social Care Act 2012.

4 About our business We have a stable core business providing end-to-end services to foundation CCG customers We have won new business - expanding our services to CCGs, NHS England and Local Authorities, in and outside of London. We are currently delivering core services across 13 London Boroughs which have a total population of 3.3m people and a healthcare commissioning spend of over 4 billion We have 677 whole time posts within our structure and our own operating budget is in excess of 50m

5 How the NEL CSU developed The North and East London CSU was co-designed by PCT clusters and CCGs in north central and north east London. Staff and local authorities were also closely involved in the work to shape the CSU. Following initial engagement with CCGs and staff, a draft prospectus was published in January 2012 setting out our vision for commissioning support. Between January and March 2012, extensive engagement with CCGs, staff and local authorities helped to refine our service offer and develop our thinking for how delivering commissioning support services to customers. An Outline Business Plan was submitted in March On-going engagement supported the development of the Full Business Plan which was submitted in August The CSU began operating in shadow form from 1 October The North and East London CSU successfully passed checkpoints one to four of the national authorisation process and went live as part of the new system from 1 April 2013

6 Our footprint Foundation customers New at scale business across London New business in East Anglia, Essex, Hertfordshire and South Midlands

7 Our driving values, purpose and ambition Our ambition To become a trusted advisor and indispensable partner for our customers. We want to create an organisation that: is thought of positively by people who work for us and with us has a clear set of ethics and values that underpins everything we do

8 Our leadership Our leadership team has overall responsibility for how we operate and grow. We ensure we are developing a responsive and financially secure business that meets the needs of our customers. The Leadership Team

9 A new way of working Key principles for how we work: Customer focused Matrix style of working Work as one team Working in partnership. Commissioning support will be: Professional and highly-skilled Responsive and flexible to customer (CCG) needs Built on strong relationships of respect and mutual trust Supportive of innovation and new ideas Collaborative and inclusive support.

10 Our commitment to staff Staff feedback has helped us shape this commitment Robust talent and performance management systems - Succession planning - Timely and creative career / development opportunities Growth and continuous improvement - Recognition for innovation/service improvement - Greater management support and guidance - Learning environment Autonomy and accountability - Staff are empowered to make a difference - Far greater ability to grow depth and breadth within roles - Flexibility to work from other locations and home Employee wellbeing and support - Dynamic, energising work environment - Resilience programmes Clearly defined objectives and goals - Regular feedback and review - Management development programme Customer service-led culture - Commercial, professional services organisation - Customer service standards and training - Transferrable skills

11 NEL CSU CSU directorates and services Joint executive office Customer services Contracting and quality Finance Analytics Transformational change HR and corporate services

12 Joint executive office Andrew Ridley, Managing Director (designate), leads and directs the continuing development of CSU into a viable and customer-focused organisation. He has overall responsibility for the success of the CSU. The joint executive office provides flexible organisational and management support to Andrew and Helen Pettersen, Chief Operating Officer and Director of Customer Services, allowing them to deliver these functions effectively.

13 Customer services directorate Responsible for ensuring customer focus is at the forefront of our organisation. Three main teams, each with internal and customer-facing responsibilities: Delivery improvement unit drives continual improvement, best practice and strategic planning Business development unit supports internal business processes, ensures our products and services are performing, and is responsible for new business creation. The team works across the business to monitor and improve our processes, products and services (new or existing) Commissioning support directors (CSDs) are named customer relationship managers who provide a crucial link between us and CCGs. They are also responsible for products and services relating to CSP and QIPP, working alongside POD teams from across the business What we offer customers Strategic analysis on business challenges. Clinical or service redesign facilitation Benefits realisation advice Care pathway assessment Planning and co-ordination advice. CSP/ QIPP preparation, delivery and delivery monitoring Helen Pettersen

14 Contracting and quality directorate Technical contracting team: Individual Funding Request (IFR) management; clinical procurement and market management; claims management; continuing care; and cancer commissioning Performance management: ensuring providers meet national and local requirements; performance improvement planning and implementation Clinical and quality: advice on specialist clinical expertise (such as maternity, children and mental health); patient experience and effectiveness; safety; secondary care medicines management; and cancer commissioning team Contracting PODs: local delivery of provider-facing direct contracting capabilities. What we offer customers Translation of commissioning outcomes into Contracts Procurement services Provider quality and performance monitoring Strategic provider relationship management De-commissioning management Contract management Will Huxter

15 Finance directorate Financial accounts and governance: ensures that financial information and accounts are produced and maintained. Provides financial services such as handling accounts payable/receivable Finance PODs lead the provision of financial and management accountancy services in their designated areas. Project support provides financial expertise into the planning, delivery and implementation of service redesign, development, QIPPs and business cases, and support for our customer s financial turnaround Corporate finance provides internal advice to the CSU on its operational costs and longer term financial strategy, and to provide external assurance of its future business viability The team also ensures CSU operates within budget, performs cost/benefit analysis for potential new business opportunities and informs the development of our financial strategy. What we offer customers Accounts payable, Accounts receivable Cash management Financial governance Monthly finance reporting Financial accounting QIPP/business case financial analysis Harry Turner QIPP/CSP financial planning and support to annual contract negotiations

16 Analytics directorate Provides data and intelligence to inform our customers commissioning decisions. Central business intelligence team provides benchmarking and health intelligence enabling customers to compare health outcomes with other CCGs and health services, in the UK and internationally. Gathers and translates information needed for planning and service evaluations, contract management, claims and performance management and health economic support for IFRs POD analytics teams provide specialist business intelligence service to our customers and local POD teams, supporting local contract management and negotiation processes, financial activity reporting and CSP development. Data warehouse and solutions management team ensures the quality, consistency, availability and security of the data we hold. Designing a portal to provide fast and secure access to analytics, activity tracking and reporting. What we offer customers Data management Online performance management portal/dashboard Borough business intelligence support in data interpretation and specific analyses Specialist business intelligence support embedded in the commissioning cycle Data as a service Ad-hoc consultancy Business intelligence for NHS Commissioning Board London Paul Bannister

17 Corporate services directorate Ros Gray Corporate services directorate has a wide remit and is made up of five key functions: The HR and people development team provide business partnership support to each directorate, recruitment, payroll management and OD/training. The governance and risk team ensures business operations adhere to corporate governance best practice, develop internal decision-making and risk management frameworks and co-ordinate health and safety and legal advice for the CSU and our customers. The IT team delivers services to the CSU and our customers including desktop environments, file and print services, telecommunications, , networks and business continuity. Communications and FOI supports customers to successfully communicate and engage with local communities, stakeholders and the media. The team deliver corporate and internal communications for the CSU. Facilities for CSU estates provides reception services at Clifton House, support around building maintenance and management of facilities contracts What we offer customers Strategic communications Media and reputation management Public affairs and consultation FOI management Marketing and campaigns Gateway to legal support Information governance HR and people development OD support Desktop, infrastructure and networking services IT advice to support implementation of changes GP IT

18 Transformational change directorate The transformational change directorate provides leadership and support to large scale change programmes across north central and east London including: Health for north east London (Health for NEL) reconfiguration Barnet, Enfield and Haringey (BEH) reconfiguration Cancer change programme NHS 111. The directorate supports both CCG and NHS CB customers. Over time, we plan to develop an offer for CCGs for bespoke support to new and emerging change initiatives. Helen Brown What we offer customers Project management Activity and capacity analysis Communications and engagement

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