LOCSU Annual Report 2013/14 - page 10

LOCSU Annual Report 2013/14
Building Services – Commissioning Support
LOCSU Adding Value to Existing Services
Often the support and experience LOCSU can provide is
called upon when Commissioners decide to re-evaluate
a pathway or service as part of a recommissioning
exercise. When a current contract expires, invariably,
the CCG wants to assess the service to determine if it
still meets local needs and is providing value for money.
LOCSU’s Optical Leads have used this opportunity
to work with LOCs to add value to services, either by
extending their reach or by adding elements that
benefit patients and result in increased fees for
practices. This added value has included expanding
the number of practices delivering a service and using
established data and experiences gathered from other
areas utilising OptoManager to bring the pathway in
line with best practice models.
LOCs establishing LOC Companies to deliver the
benefits of reduced administration and robust data
collection and governance, have been key to adding
value from the perspective of a number of CCGs.
The Optical Leads have supported LOCs to develop
recommissioning proposals that include the costs for
the OptoManager IT platform and all administration
involved in contracts. The LOC Company model has
been shown to benefit both parties, with the payment
disbursement facility helping to minimise the
administrative and cost burden on the LOC Companies
as well as saving time and being less complex for CCGs.
See page 21 for detailed Case Studies on Adding Value.
LOCSU has been exemplary when
supporting the CCG in its approach
to eye care services. The CCG commissions
a number of services, all of which LOCSU
have been a great support in developing and
mobilising. A very proactive approach which
has overcome any barriers to ensure the
delivery of high-quality patient outcomes.
Very professional, well organised
and ever pleasant!
Charlotte Booth, Senior Commissioning Programme
Manager, NHS Heywood, Middleton and Rochdale
Clinical Commissioning Group.
Heywood, Middleton and Rochdale
Clinical Commissioning Group
We studied alternative refinement
schemes and were attracted by the
breadth of acceptability and scope of the
specification being rolled out in the North East.
We were particularly struck by the apparent
benefits for both Commissioners and providers.
Commissioners had a single body with whom
to negotiate which represented the collective
optical practitioners in the area. This avoided
the difficulties of bringing together a large
number of independent practitioners to
agree a single solution. From the providers’
perspective, it gave them a stronger and more
focused entry point into the CCG.
The service is in its early stages but the CCG
looks forward to the first stage of evaluation
and is confident that the results will
demonstrate a better service for patients,
providers, and the commissioner. We also
expect that, as a consequence of this service,
challenges around the pressures of demand
and capacity within secondary care
ophthalmology will be alleviated, which in
turn will contribute to shorter
waiting lists and waiting times.
Ray Beale-Pratt, Allerdale and Copeland Finance
Business and PerformanceManager, NHS Cumbria
Clinical Commissioning Group.
Clinical Commissioning Group
The CCG was very much in favour of
a single provider model to reduce
administration time on the already stretched
CCG staff. The support supplied by the LOCSU
lead was invaluable to the Oxfordshire LOC in
helping setup the LOC Company, demonstrate
the benefits to the Commissioners,
and implement the service.
Paul Jewitt, Chair of Oxfordshire LOC.
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