Presentation on theme: "Engaging with the NHS Commissioning Board and the impact of the changes in the wider LHE Simon Weldon, NHS Commissioning Board London Regional Team London."— Presentation transcript:
1Engaging with the NHS Commissioning Board and the impact of the changes in the wider LHE Simon Weldon, NHS Commissioning Board London Regional TeamLondon Regional Team23 October 2012
2Role of the NHS Commissioning Board Directly commissioning £25 billion worth of services including primary care, some public health services such as immunisation and screening, and specialised health services.Allocating £60 billion to Clinical Commissioning Groups and supporting them in the effective use of that money to buy local services.Planning for civil emergencies and making sure the NHS is resilient.Developing relationships and agreements with delivery partners at national level, and at local level on health and wellbeing boards.Leading the development of strategy and vision for the NHS, and promoting the research, innovation and change which will make the NHS world class in all it does.Setting policies and standards for the NHS, in particular in respect of information, leadership, competition.Developing incentives, tools and guidance to help clinical commissioners achieve their goals.
3Operations directorate The Operations directorate will be led by Ian Dalton, Chief Operating Officer and Deputy Chief Executive.It will work to achieve shared goals of improving outcomes and delivery of the mandate, using a single, transparent, rules-based operating model.The key functions of the national Operations directorate are:To conduct direct commissioning and provide oversight of delivery of primary care commissioning; specialised commissioning; military health; public health; offender healthTo provide assurance and assessment of Clinical Commissioning GroupsTo be responsible for emergency preparedness.
410 design principles Operate as a part of the NHS Commissioning Board. Fit with the footprint of organisations with which relationships are key to the London region’s success.Focus on delivering the national commissioning priorities at a regional and local level.Delivery of a national, clinically-led strategy and the creation of a clinically and financially-viable provider landscape will require significant service transformation and reconfiguration.Reduce complexity by acting as a link between the public, patients and services at a local level, and the NHS Commissioning Board and system at a national level.
510 design principlesPlay a coordinating and oversight role across the NHS in London, ensuring roles and accountabilities are aligned to delivery.Enable ‘assumed autonomy’, but hold Clinical Commissioning Groups and providers to account and ensure performance remains high.Have internal clear accountabilities, minimise internal complexity and avoid conflicts of interest.Localise activity where relationships or local knowledge are key and centralise activities where economies of scale or skill are achievable.Remain flexible to the changing needs of the local system and population, and of the national priorities.
6Regional Structure: Regional Director Business Office Director of HR and ODDirector of Patients and InformationTransformation DirectorMedical DirectorDirector of NursingFinance DirectorDirector of Operations and DeliveryCommissioning Director
7What are the immediate challenges? Authorisation of CCGsThe planning and contracting roundManaging in year deliverySetting aspirationsForming new relationshipsImplementing strategic change
8Authorisation of CCGsThe process that establishes CCGs as statutory organisations – governed in the ActWell underway in London and will be complete by early JanuaryEstablishes the terms under which a CCG will be authorisedPrinciples of assumed liberty and local planning with partners
9The planning and contracting round For acute, mental health and community, the planning round will be led by CCGsCommissioning Board a significant commissioner of services; specialised, public healthPlanning guidance and allocations will be issued in December
10Managing in-year delivery The need to maintain in year delivery both of standards and the money is paramountThe process of managed transition to the new system organisations has begunThis creates the platform for the CCGs, the NCB and the NTDA to carry out their functionsThe process of transition completes at the end of March 2013The first operational challenge the new organisations face will be the management of winter
11Setting aspirationsThe process of creating the new systems and authorising CCGs is rigorousBut authorisation in itself is a moment in timeThe challenges CCGs will face include not only being great commissioners of their providers but also describing and setting the aspirations to meet local health needs with partnersThese aspirations should be drawn from the NHS outcomes frameworkThe new system offers opportunities to consider new approaches – for example, how to promote wellness.
12Forming new relationships The changes create a number of new organisationsThe challenge will be to articulate and define how these organisations will work together to deliver benefitThe CCG should lead the commissioning of local health care for a populationThe NCB will hold the system accountability for delivery of the NHS ConstitutionThe NTDA will be responsible for the oversight of non-FTs journey towards FT status and for in-year performance management
13Implementing strategic change The new system inherits a significant agenda around strategic changeThis will fall into two, linked areas: reconfigurations and clinical service redesignThere are significant challenges associated with the current programme of reconfiguration both in terms of securing decisions and also implementationIn addition, we must also continue to build on the legacy of the current system with continued work on cancer, urgent care, integrated care and hospital standards.
14In conclusion Authorisation of CCGs The planning and contracting round Managing in year deliverySetting aspirationsForming new relationshipsImplementing strategic changeThese are undoubtedly massive challengesBut we also have significant opportunities – all of us – to shape and design what the new system delivers