Halton & St Helens PCT Market Intelligence Provider Prospectus

January 2007 FFP– Provider Management-UK Priority to achieve results in provider management Market Intelligence Project System Intermediary Function Aspire to be “Best in Class” Market Intelligence as a System Intermediary

System Intermediary Function Key Drivers: Data & Knowledge In Communication Out HR culture – “ambassadors not generals” Success is: Driving down unit cost of activity Reducing overall operating costs Managing risk and uncertainty Ensuring clinical excellence Improving patient decision making

Provider Prospectus-Phase 1 April-July 07 Understanding the Market Place: Who are the providers we contract from? What is the contract value? What information do we receive-when-how? How is the relationship managed and governed? Demo-Phase 1

Provider Prospectus-Phase 2 July-Sept 07 Designing Future State-Aspiration: Classification of 535 providers What information do we need in the future and in what form? How do we want our relationships to be managed in the future?

Provider Prospectus-Phase 2 July-Sept 07 Designing Future State-Aspiration: KPIs linked back to System Intermediary Function Driving down unit cost of activity Reducing overall operating costs Managing risk and uncertainty Ensuring clinical excellence Improving patient decision making So we understand what and why we are collecting information

Provider Prospectus-Phase 2 Information requirements - examples Designing Future State-Aspiration: Number of service users on a waiting list Average length of time patients are active Cost per patient for full service Number of patients signposted to other services as a % of service users Compliance with Standards for Better Health Number of direct contacts Number of service users completing a questionnaire

Phase % coverage on spend 0.2% on provider numbers Data Rich and Information poor in secondary care Data and Information poor in all other sectors Contract management in secondary care Informality in all other sectors What are we actually doing?

PCT Function Halton & St Helens PCT Strong on relationship management resource Weak on information management Ad Hoc Performance Monitoring Our relationship managers are predominantly requesting information No systems architecture built around our provider market PCT leaders understanding what a legitimate commissioning role in a health economy means Significant reform

Provider Prospectus-Phase 3 Sept-Oct 07 Gap analysis / RAG Information – both with the commissioner and provider Capacity Capability Anticipation is Red

So what next? Information Management Invest and improve performance information function for provider market intelligence Commence system dialogue with provider market Develop management information systems Tie into public health informatics function Performance management reporting outputs

So what next? Governance Deliver aspirant system and relationship models with provider market Process reform our provider relations 20%-80% by January 2008

Impact Relationship Management Execution of information function and governance arrangements allows the PCT to redefine its role in the health economy Continue: Performance Monitoring Contracts and allocations Develop: Commissioning expertise Pay for - Performance-Outcome-Engagement- Information Legitimacy