need advice and support to discharge their commissioning role. They
possess the power to change the pattern of services but feel under-resourced
and unable to convert theory into practice. They are expected to
demonstrate both the willingness and capacity to drive through change.
Identify the local consensus for change - this would be achieved
by interviews with local stakeholders rather than just assessing
the formal strategies in place. Too often, strategies are inclusive
and 'all things to all parties'. We can, as independent consultants,
bring more clarity to the real wishes and requirements of local
the data on service delivery - there is a rich level of data available
to CCGs if they know where to look; the problem often is a shortage
of capacity to analyse the data in ways that can lead to alternative
Identify blockages - before change can take place, blockages
have to be identified and removed. This is not the way the NHS
has traditionally worked. Blockages have led to evasion, frustration
and slower than expected progress.
Propose how CCGs can achieve change in high priority areas through
the commissioning process.
will supply a team that is familiar with commissioning and the new
role of CCGs and also in tune with new opportunities for working
within whole systems of care.
Planning & Consultancy
& Financial Appraisal
Analysis & Modelling
and Project Support