"A matrix-working approach to pharmaceutical needs assessments - three local authorities' story"Read more
"Robust CCG risk management through collaborative working – GMCSU's story"Read more
"Comprehensive communications and the Keogh Review – Tameside and Glossop CCG's story"Read more
"Procuring high-quality community services, closer to the patient – Oldham CCG's story"Read more
Greater Manchester Commissioning Support Unit (GMCSU) works in partnership with healthcare commissioners, healthcare providers, local authorities and others, to enable excellence in the commissioning and delivery of healthcare services.
We pride ourselves on providing clients with access to an unparalleled portfolio of tailored services, which encompass specialist clinical support, healthcare commissioning and business support services. GMCSU is at the forefront of innovation and best practice. We are also committed to continually identifying, implementing and driving innovation in health. This is embedded within all the services we deliver. Motivated by the desire to help clients systematically drive improvement across their local healthcare economies and deliver tangible benefits for communities, we see ourselves as an expert and trusted partner, with shared values and common goals. This perspective, coupled with our agile and flexible approach, enables us to provide:
- Services designed with our clients, built on detailed insight and focused on results
- Locally delivered services which benefit from our economies of scale
- A high degree of resilience at costs that are often unachievable when delivering services in-house
- The ability to respond rapidly and effectively to the changing needs of our clients and their populations.
We have brought together more than 500 talented individuals with experience and expertise gained across the NHS, government and private sector organisations. This background gives us a unique understanding and ability to navigate the constraints and challenges facing our clients and the wider health economy. These range from finite resources and addressing health inequalities, to managing ever increasing demand and the growing expectations of patients and the public. We expect a lot from our talented teams and that includes living our values of integrity, teamwork and accomplishment. We reflect this in our work and our relationships, both with our clients and within our teams. We also believe it’s important to reinvest in the communities where we and our clients work and are an organisation which is committed to being socially responsible.
At GMCSU, we believe that our strength lies in the people who work for us, and we aim to ensure development and opportunity, and make sure this is a great place to work. For our latest vacancies, click here.
GMCSU is led by a team of directors, providing a wide range of experience, knowledge and leadership from the public and private sectors, and a particular background in healthcare. To contact any of our directors, fill in our contact form and select General Enquiries.
Leigh Griffin, Managing Director
Leigh has led GMCSU since October 2012, having previously worked as a PCT Chief Executive in the North West and the West Midlands. A passionate advocate of collaborative commissioning and system-wide improvement, he is committed to the need to co-design and deliver services tailored to local needs.
Neil Cossey, Finance Director
Neil is a qualified Chartered Accountant and trained at PKF in the Audit and Business Finance departments. For the past 15 years Neil has worked in the private sector as Group Accountant at Spring Group PLC and more recently as Finance Director in Local Government Strategic Partnership division at Capita PLC. This has given Neil the unique blend of commercial experience gained in an area of increasing cost pressure of public expenditure.
Cathy Gritzner, Commercial Director
Cathy joined GMCSU in May 2013. She has extensive experience in both the private and public sector, having worked for ATOS and KPMG in England and the Middle East. Cathy joined the CSU from her role as Chief Officer at Herefordshire CCG guiding them through a challenging year and the authorisation process. Prior to this role she worked in the North West as Director of Commissioning at NHS Wirral, before helping to establish Cheshire, Wirral and Warrington CSU.
Seamus McGirr, Director of Clinical Development
Seamus is a registered nurse, whose previous roles include Director of Nursing and Director of Performance. His speciality expertise and academic interest is in urgent care, and he leads the North West Utilisation Management team which provides services across the north west, Northern Ireland, for and on behalf of NHS England (IMAS) and CCGs and Trusts across the country. Seamus’s responsibilities in the CSU include leading our clinical teams, developing our clinical commissioning support and, currently, providing the director leadership for contracting and performance. He is a familiar speaker at national and local conferences. He lives in Stockport and is married to a local GP.
Jo Purcell, Partnerships Director
Jo has a background in commissioning, partnership working and service redesign. Jo has been a director for over 10 years with commissioning organisations and has been responsible for developing partnerships across the health and social care system, commissioning new service models and, more recently, supporting the development of commissioning support across Greater Manchester.
In order to maximise our reach locally, regionally and nationally, GMCSU is always seeking to establish partnerships with appropriate organisations in all sectors. Opportunities range from individual, short-term, projects of mutual benefit, to ongoing corporate partnering.
For more information, and to discuss potential partnership working, fill in our contact form and select Partnership Working.
Greater Manchester Commissioning Support Unit (GMCSU) works in partnership with healthcare commissioners, healthcare providers, local authorities and others, to enable excellence in the commissioning and delivery of healthcare services. Currently, our main clients are the 12 clinical commissioning groups in Greater Manchester.
Bolton Clinical Commissioning Group
Bury Clinical Commissioning Group
Heywood Middleton and Rochdale Clinical Commissioning Group
Central, North and South Manchester Clinical Commissioning Groups
Oldham Clinical Commissioning Group
Salford Clinical Commissioning Group
Stockport Clinical Commissioning Group
Tameside and Glossop Clinical Commissioning Group
Trafford Clinical Commissioning Group
Wigan Clinical Commissioning Group
Information governance: Accredited Safe Havens
Working with CCGs to help them with their submission for ASH status - GMCSU's story
Pharmaceutical needs assessments
A matrix-working approach to pharmaceutical needs assessments - three local authorities' story
Managing risk through collaborative working
Robust CCG risk management through collaborative working – GMCSU's story
The Keogh Review: Tameside and Glossop CCG’s response
Comprehensive communications and the Keogh Review – Tameside and Glossop CCG's story
Procuring Oldham's Community Services
Procuring high-quality community services, closer to the patient – Oldham CCG's story
The extra mile
reflects the work that GMCSU does over and above our core service delivery to
give something back to our local communities and ensure that we are a great
place for people to work. To do this, we have
split our extra mile into three areas – our people, our communities and our
In order to enhance the working lives of our colleagues, there are a number of things we do. One of the major vehicles through which we recognise and reward our staff is our Pride in Excellence awards. These internal awards reward colleagues who go over and above the requirements of their job and highlight the high quality of work taking place across the organisation. Furthermore, through a variety of simple but important initiatives – from providing social opportunities to ensuring that working environments are comfortable and well-equipped – GMCSU aims to look after our most valuable asset – our people.
As an organisation, we know that we have a responsibility to consider our impact on wider society and the environment. To do this, we intend to investigate a wide range of plans to reduce and mitigate our carbon footprint. This process has already begun with the promotion of a greener travel plan. This places an emphasis on using public transport where possible, but we have also entered into a partnership with Liftshare to encourage colleagues to travel to work and meetings across the region together.
We have made a specific commitment to support three local charities:
Francis House Children's Hospice
Francis House Children’s Hospice provides care for children and young adults with life-threatening conditions, as well as providing support for their families. Francis House is open to all families who have children diagnosed as having a life-threatening or life-limiting condition, and are under sixteen years of age on referral. Care is given free of charge and regardless of faith or cultural background. For more information, visit www.francishouse.org.uk.
Macmillan Cancer Support
Macmillan Cancer Support provides practical, medical and financial support for people with cancer and pushes for better cancer care in and around Manchester, as well as nationally.
Mustard Tree is a charity committed to providing life support for the homeless, marginalised and vulnerable across Greater Manchester. It provides food, clothing, furniture and training, aiming not only to improve life for deprived communities in Greater Manchester, but also work to care for the environment through continual re-use and recycling of resources for the benefit of those in need.
Information governance: Accredited Safe Havens
Across Greater Manchester, 12 Clinical Commissioning Groups (CCGs), including Bolton CCG, Salford CCG and North, South and Central Manchester CCGs, work in localities to improve health and healthcare for the public, commissioning high-quality healthcare services that represent value for money and put the patient at the heart of decision-making. Each is led by a governing body that includes GPs, other health professionals and lay people.
Changes to the Health and Social Care Act on April 1, 2013 affected the laws around the flow of personal confidential data (PCD).
New information governance regulations stated that only the Health and Social Care Information Centre (HSCIC) is able to receive and process PCD for commissioning purposes without patient consent.
changes placed restrictions on how Clinical Commissioning Groups (CCGs) could
implement and evaluate their strategic objectives and monitor and evaluate some
of their commissioning activities.
NHS England sought permission from the Confidentiality Advisory Group to allow CCGs and Commissioning Support Units to have access to PCD for a limited range of commissioning uses until details of the new environment are fully defined.
CCGs can still receive PCD to support direct patient care but if they want to use PCD for commissioning purposes they must become an Accredited Safe Haven (ASH) or have patient consent.
ASH status allows organisations to legally process data in ways that prevent the identity of individuals from being identified. This data may include a single identifier such as the NHS number or postcode.
To attain ASH status, CCGs needed to achieve Level 2 of the HSCIC’s information governance toolkit by October 31, 2013.
was commissioned by Bolton CCG, Salford CCG and North, South and Central
Manchester CCGs to help them with their submission for ASH status.
The IG team worked closely with CCG clients to pull together a significant amount of evidence to demonstrate that the CCGs were able to attain Level 2 of the HSCIC IG toolkit.
- Establishing an IG management framework
- Review, approval and publication of all IG related policies and procedures
- Ensuring procedures are in place for dealing with Subject Access and Freedom of Information requests
- Establishing and monitoring IG awareness and mandatory training programmes
- Establishing procedures for incident management
- Ensuring personal data is only used where there is a legal basis to do so
- Confirming all new processes and systems are developed and implemented in a secure and structured manner, complying with confidentiality and data protection requirements.
GMCSU also developed an action plan detailing the tasks that the CCGs needed to undertake to achieve the necessary rating by this date. This involved putting a data sharing agreement in place and obtaining a signed data-sharing contract as required by HSCIC.
Despite the deadline being brought forward in an already extremely restricted timeframe, GMCSUs IG team successfully delivered the submission on time, enabling the CCGs to be considered for ASH status. GMCSU also applied for ASH status at the same time, so it could continue to effectively support CCG clients.
GMCSU’s IG team enabled Bolton, Salford and North, South and Central Manchester CCGs to successfully complete Level 2 of the HSCIC IG toolkit - in just six months. This means that the CCGs can now legally process PCD data and extracts from the HSCIC to support their commissioning purposes.
The Greater Manchester CCGs are five of only 26 CCGs nationally to have achieved ASH status. GMCSU also achieved ASH status and can now continue to support CCG clients.
Grace Birch, Associate Director of Outcomes Delivery and Business Support, at Bolton Clinical Commissioning Group, said:
“Bolton CCG has now received its interim ASH status. This has been the result of great partnership working between the CCG and the GMCSU Information Governance team. Both teams put in an incredible amount of effort, with the GMCSU team providing us with invaluable support and knowledge.
“The introduction of the new Health and Social Care Act and the resulting restrictions placed upon the flow of PCD to CCGs caused a huge wave of concerns in Bolton. There are a number of CCG initiatives that have been developed in partnership with local member practices, which are key to the delivery of local objectives and the local vision of an integrated health and social care system. Being able to access patient data as an ASH will now enable this important work to progress, whilst keeping us compliant with the legal framework.”
Pharmaceutical needs assessments
Manchester, Salford and Trafford local authorities are responsible for providing a wide range of services to their local populations, from education and environment, to public health and social care. In a number of health-related areas, they work closely with Greater Manchester Commissioning Support Unit (GMCSU) to ensure a comprehensive, high-quality service.
Among their many responsibilities, local authority Health and Wellbeing Boards are responsible for assessing the health needs of their respective populations, and ensuring that their local pharmacy services meet these needs.
To do this,
they must produce a Pharmaceutical Needs Assessment (PNA) – a document required
by national legislation that typically runs to more than 100 pages – which
identifies how well pharmacy services meet the needs of a local population, and
highlights any gaps between this need and current provision. The can then
inform either new services or new pharmacies in a locality.
While there is a legislative requirement to complete a PNA by April 1 2015, in order to fit in with wider assessment of pharmacy services and allow better informed commissioning, Manchester, Salford and Trafford local authorities requested that this work was completed by April 2014. During the production and updating of the PNA, they work closely with members of GMCSU’s Medicines Management service.
Following the restructure of the NHS in April 2013, information required to complete PNAs now sits with a number of different organisations, including local authorities, clinical commissioning groups and the Greater Manchester area team representing NHS England. Previously, PNAs had been completed entirely by primary care trusts, who held every piece of data needed – from the location of local pharmacies and the specific services each offered, to local population health needs.
The fact that this was no longer the case causes potential difficulties, as there is a high level of uncertainty over where data sits. As a result, GMCSU needed to invest time to ensure that all information was consistent, and most importantly, accurate and comprehensive, including all pharmacy services in the locality. In order to do this efficiently, GMCSU’s medicines management team would need to work with colleagues across a number of services, including total provider management, business intelligence, and communications, engagement and marketing.
In order to guarantee comprehensive information was available in one, central place, GMCSU’s medicine management team liaised with all the organisations involved, such as CCGs and the Greater Manchester area team representing NHS England, as well as the local pharmaceutical committee – the representative body for contractors – for each area.
wide-ranging combination of skills
within GMCSU then combined effectively to produce the three
documents. With people drawn together from across the region, the medicines
management team has both the detailed, specific local knowledge required to
inform a PNA, alongside robust regional benchmarking. Equally, the experience
within the team meant that the detailed requirements of a PNA were understood.
This work was entirely overseen by GMCSU’s project management office, who drew up the plans and timelines, both of which were included in the PNAs to inform their Health and Wellbeing Boards. Thanks to this matrix-working approach, the medicines management team were able to draw on colleagues working within provider management to provide background information into which services each pharmacy provides.
Further information was gained using two surveys designed by GMCSU’s communications, engagement and marketing team. One garnered public opinion on whether existing pharmacy services were sufficient, while the other was sent to pharmacists to ascertain which services they would ideally like to offer. Once that was done, business intelligence specialists based with GMCSU’s IM&T service produced mapping and statistical analysis to the specifications set out by the medicines management team.
As a result of this approach, a draft PNA document was produced in time for the required 60-day consultation period. Once the consultation period is complete, GMCSU will analyse it and agree any changes with each individual local authority, before taking it forward as a final document to be published in April 2014.
three clients received added value through GMCSU’s matrix working approach,
with a final product that went beyond the original specification through the
addition of mapping and communications support.
“We found the support and guidance from the CSU to be excellent, in what has been both a time of establishing new organisations and processes, and forming new working relationships.”
Manchester Council’s Consultant for Public Health, Barry Gillespie
Managing risk through collaborative working
Across Greater Manchester, 12 Clinical Commissioning Groups (CCGs) work in localities to improve health and healthcare for the public, commissioning high-quality healthcare services that represent value for money and put the patient at the heart of decision-making. Each is led by a governing body that includes GPs, other health professionals and lay people.
work is underpinned by comprehensive commissioning support from Greater
Manchester Commissioning Support Unit (GMCSU).
As commissioners, CCGs are driven by standards set nationally by the Department of Health and by local expectations impacting on the business critical areas of governance and risk management. To meet those standards and expectations, each organisation’s system for identifying and managing risk, and reporting it through the governance structure, must be robust, and deliver assurances to CCG boards and committees that risks are being managed effectively and to the level required.
this in mind, it was apparent that our CCGs could benefit from the collaborative
ways of working embedded within GMCSU’s Governance and Risk service – as well
as the economic benefits of procuring this service from a provider with a
larger geographic footprint.
The service has developed a philosophy that in order to offer a quality product, it is imperative that timely and comprehensive communication channels are established and embedded, both internally within GMCSU and with clients. This required the GMCSU to adopt a matrix-working approach to service delivery for its clients.
In order to ensure clear lines of communication within GMCSU, the first part of the process was to identify all the different services provided to the client that could inform and contribute to the process of managing the different risks faced. In this particular case these services were Business Intelligence (housed within IM&T), Total Provider Management, Service Redesign and Governance itself. The next stage was to identify a potential representative with specialist knowledge from one of those service areas that would take responsibility for leading on the updating the CCGs’ Risk Register.
from GMCSU’s Service Redesign team were identified as best placed to lead on
this task. They were given risk management training updates from GMCSU’s Head
of Governance and Risk that provided operational insight into a CCG’s risk monitoring
and reporting system, as well as an awareness session to highlight the
importance of the lead role. However,
these sessions soon identified that this approach did not take full advantage
of the in-depth specialist knowledge held within GMCSU.
As a result, a meeting was held between senior colleagues within each GMCSU provided service, to open up clear lines of communications and identify each service’s interdependencies and exact input to the process. It was then possible to devise a solution that made the most of GMCSU’s expertise, knowledge and resources.
The interim agreement was that colleagues from Service Redesign would now share responsibility for updating key areas of the client’s Risk Register, with each service area now clear on their revised roles and responsibilities, and each drawing from their own knowledge and experience.
A robust process was established to ensure regular liaison between the service leads to obtain different perspectives on risks faced by the client, and allow the updating of the client’s Risk Register within specific timelines. In order to ensure quality of service delivery, it was decided that this collaborative process would remain in place for three months at which point it would be reviewed.
This matrix approach worked well and provided reassurance to the CCG client that their Risk Registers would be maintained robustly and in a timely fashion. Bringing GMCSU provided services together provided clear benefits for clients that take up GMCSU’s Governance and Risk offer, including:
- a structured multi-disciplinary approach to the clients’ needs
- specialist skills and knowledge drawn from across GMCSU combine to ensure that the CCG’s Risk management approach is fit for purpose
- multidisciplinary perspective to each client’s risk issues developed
- comprehensively informed Risk Registers and reportingclient expectations are met.
The Keogh Review: Tameside and Glossop CCG’s response
Tameside and Glossop Clinical Commissioning Group (CCG) commission a wide range of health services for a local population of nearly 250,000 people in parts of Greater Manchester and Derbyshire, and in 2013-14 has an annual budget of £337m.
The CCG is made up of 128 local GPs from its 43 member practices and, alongside other health colleagues, including local councils, is responsible for advancing the way that health services are currently delivered; commissioning services aligned to local demand that represent value for money, leading to improved health and wellbeing outcomes for the patient population.
The communications, engagement and marketing for the CCG is provided by Greater Manchester Commissioning Support Unit.
Tameside Hospital NHS Foundation Trust (TFT) is the main provider of services commissioned by Tameside and Glossop CCG.
In February 2013, TFT was identified as one of 14 trusts to be investigated by Sir Bruce Keogh and his team as part of the Keogh Review into Mortality Rates. The Review Team visited TFT on May 23 and 24, with the CCG invited to observe the site visit.
Between the visit and publication of the findings, private minutes of a CCG board meeting were leaked and published in the Guardian newspaper. This created a huge amount of local, regional and national interest in the CCG. The CCG had been asked to provide comment and interviews to all these outlets. However, the position remained, as it had done prior to publication of the minutes, that it would be inappropriate to comment on specifics of the hospital until the Keogh Review had been published.
In the aftermath of the report the Chief Executive and Medical Director of TFT resigned from their posts. A new Chief Executive and Medical Director were appointed in the interim with almost immediate effect and were in place for the review’s publication. The Keogh Review into Tameside Hospital NHS Foundation Trust was published on July 16. Media interest around the TFT was extremely high.
A strategic response plan was put into development as soon as GMCSU officially took over the communications function for the CCG.
The first stage was to identify key spokespeople, along with deputies, for the CCG in anticipation of suspected high media interest. An initial group, including the CCG’s chair and chief operating officer, took part in media training delivered by GMCSU, tailored around likely questions that would arise during the review.
A media plan was developed between GMCSU’s Communications, Engagement and Marketing team and the CCG’s chief officer, regarding proactive materials and media activity, as well as reactive media protocols.
The formal inspection took place over two days during which time GMCSU provided the CCG governing body with morning, lunch and mid-afternoon media updates on coverage of the visit.
As a result of the leaked board minutes, the initial media plan for publication was scrapped in favour of a revised plan developed by NHS England, GMCSU’s Communications, Engagement and Marketing team, and other trusts and CCGs involved in the review. A dynamic and flexible approach was required as an array of elements changed in the days leading up to publication.
TFT would be the focus for media interest on the day but we advised that the CCG spokespeople should make themselves available for any press enquiries, including TV interviews after the review had been published and all press releases issued. To assist with this we produced a series of difficult questions and answers, to prepare spokespeople for the worst case scenario.
A three stage plan was implemented for before, during and after publication of the report.
Before publication, media calls were taken and monitored by GMCSU to maintain a consistent system, while other members of the team finalised the draft press release with NHS England and TFT
During publications a member of our team watched the live delivery of the report, from the Secretary of State ready to make any changes to the CCG’s response. At the same time another monitored all social networks.
Immediately after the publication, the press release was distributed to all local and regional media outlets, as well as national outlets that had shown interest, and key stakeholders. Digital and social media channels were used to promote the press release further to the media distribution. The press release made clear the times for interviews, and the GMCSU team handled resultant enquiries.
As a result of GMCSU’s support, the CCG remained in a strong position throughout this situation with its reputation protected and enhanced, building on the positive coverage garnered during the coverage of the Guardian article.
GMCSU ensured that the CCG showed clear support for both the Keogh Review process and Tameside Hospital in implementing the action plan that arose from the review. The CCG was also clear that patients and public must be listened to in order to improve and assist in the changes needed at the hospital and in this new era of opened and transparency, those making the decisions would be held to new levels of accountability.
Procuring Oldham's Community Services
NHS Oldham Clinical Commissioning Group (CCG) is made up of every GP in Oldham, and led by a governing body that includes GPs, other health professionals and lay people.
purpose is to improve health and healthcare for the people of Oldham by
commissioning the highest quality healthcare services, provided near to the
patient, in an integrated fashion and representing best value for money.
Oldham CCG, in line with its vision of commissioning high-quality services near to the patient, is undergoing a process of procuring its community health services.
have been provided by Pennine Care NHS Foundation Trust since 2011, in a
contract lasting a maximum of three years. However, the CCG have decided that
these services need to be delivered in a community, rather than hospital,
part of the market management service that the CCG receives from GMCSU, they
were supported in all aspects of this procurement process.
Oldham’s vision for integrated care requires providers of services to be much more closely focused on effective planning and delivery for individual patients, particularly the most vulnerable.
CCG feels that integrated care is best provided when different services come
together, rather than one provider offering a one-size-fits-all approach.
Market Management team, with a wide and deep understanding of different
providers across the area, were well-placed to achieve this type of
GMCSU and the CCG appreciate that community needs can be common, but also know
that in there are major differences between different parts of Oldham, and
these need to be analysed and catered for.
As part of the procurement process, GMCSU’s Market Management team analysed the make-up of Oldham’s community services, and divided them into six sub-groups, allowing providers to bid for either one particular area, or for a more comprehensive service:
were brought together in this way based on the team’s knowledge of similar
arrangements, and following engagement with stakeholders.
approach would achieve the CCG’s stated aim of creating a structure in which
different providers can offer an integrated structure
was then necessary to use a rigorous tendering process to select a shortlist. Using
recognised industry best practice, potential bidders were asked by GMSCU to
express their interest through the EU supply system by a fixed deadline.
order to consider every aspect their bids are evaluated by an expert
multidisciplinary team within GMCSU, to decide whether they will be
short-listed for the next stage, and given an opportunity to formally tender.
There were significant benefits to both Oldham CCG and patients.
As a result of the way that GMCSU divided community services into categories, the full potential of the provider market had an opportunity to tender – from small social enterprises to large NHS Foundation Trusts and independent sector providers. This meant that the procurement process could provide Oldham CCG with the best outcome for patients at high quality and low price
The range of services offered by GMCSU meant that the project could be considered in the round. A team was brought together, led by market management, including specialists in finance, IM&T, communications and engagement, service redesign, people’s services and provider management. This meant that the approach to procuring Oldham’s community services took into account all possible consequences, impacts and opportunities for the CCG and the population they serve.
NEWS AND VIEWS
An NHS employee from Greater Manchester has cut off her hair to support children with cancer, as part of NHS Change Day.
Subhasree De, Senior Information Governance and Audit Officer, from NHS Greater Manchester Commissioning Support Unit (GMCSU), had eight inches of her hair cut and donated to the Little Princess Trust; a charity that helps children recovering from cancer, by providing them with real-hair wigs.
Subhasree said: ‘My hair will go towards making a wig for a child. This is not just a pledge but also something that is very dear to me. I am looking forward to getting involved in more fundraising events for children with cancer, in the future.”
Pledges for NHS Change Day can be made up until March 31, for more information visit www.changeday.nhs.uk.
This week, GMCSU attended the NHS Innovation Expo, at Manchester Central Convention Centre.
event saw thousands of delegates learn from more than 100 speakers from health,
care, voluntary and private sector backgrounds, alongside a wide range of
exhibitors – including GMCSU.
primary purpose for attending was to showcase a new product – a commissioning
simulator developed by the Good Governance Institute. This is a computer-based
training tool that recreates a local health economy and the environment in
which CCG’s work.
the two days at the Expo, there was significant interest in the simulator, as
well as an abundance of delegates keen to find out more about GMCSU in general,
and in particular to hear more about our forthcoming merger.
To find out more about the simulator, visit the Good Governance Institute website or read the guide below.GGI commissioning simulator
An £80m merger bringing together two of the NHS’s biggest professional services suppliers has been announced today.
The Commissioning Support Units of Greater Manchester and Cheshire & Merseyside will come together, creating a new organisation spanning a population of more than five million across the North West.
The move will bring together the expertise, experience and learning from both teams to develop improved services for their many clients.
And it will secure the long term future of the two organisations, which offer expert professional services at a large scale to the NHS and other parts of the public sector and have bases in Salford, Warrington, Chester, Liverpool and Nantwich.
The two organisations’ portfolios are extensive, providing business, clinical and commissioning support to NHS commissioners, hospitals, local authorities, GP practices, NHS England and others.
Together they have a combined income of more than £80m and have secured new business opportunities worth around £10m since they were formally set up in April 2013.
They cover a population of 5.1m, with 24 CCGs, 898 GP practices, 3 Area Teams, 19 Local Authorities and 18 Acute Trusts – seven of which are specialist trusts and five Mental Health Trusts.
Their work includes:
- An internationally recognised team working with hospitals and community trusts across the UK to review health systems, helping spot, analyse and monitor problems
- The delivery of a £5.4m transformation programme to integrate IT across Greater Manchester
- The management of contracts with hospitals and other NHS trusts worth up to £3 billion
- Working with other CSUs to deliver a patient and public engagement programme across the North of England
Leigh Griffin, Managing Director of Greater Manchester CSU said: “This is an ambitious move which will secure our place as a significant player in the North West health and social care economy and a give us a formidable national presence.
“There is great opportunity now to bring together our expertise, experience and learning so we can help support our clients to transform the health and social care sector to meet the challenges it faces.”
Tim Andrews, Managing Director of Cheshire and Merseyside CSU, said: “Our clients are at the forefront of some of the most challenging issues the NHS and social care have ever had to face.
“The exciting and innovative changes they’re pioneering in the way services are delivered will improve the quality and effectiveness of care, as well as ensuring much better coordination and collaboration across different organisations.
“The merger of our two organisations means we can help answer this challenge much more effectively by drawing on the considerable combined talents of the teams across the region.”
The two CSUs already work with all 24 clinical commissioning groups in the region, as well as NHS England area teams, many local authorities and hospitals. They believe the merger will enable the potential for large scale transformational support across a historic and familiar North West footprint.
They also believe it will allow them to grow in to new markets and attract investment and partnerships. They are currently in advanced conversations with high profile commercial organisations working in the national and international healthcare arena.
The CSUs’ current clients also welcome the move, believing it will further strengthen the support to them.
Denis Gizzi, Managing Director of Oldham CCG, said: “We are a relatively small organisation in terms of management infrastructure, with around 45 staff, yet we’re accountable for spending approximately £400m to look after the health of 230,000 people.
“The CSU helps advise and support us so we can focus our leadership on securing the best outcomes for patients and improving the quality of services.”
The two organisations will move towards a merged single organisation in a measured way over the coming months.
The first step is the creation of one single Executive Director Team by April 2014. Each executive director will have a portfolio across both organisations. This will enable clear, consistent and focussed leadership during a managed move towards one single organisation.
The CSUs are assuring clients that it will not impact on the nature of the services they receive, nor the way in which they are delivered.
Both organisations are committed to retaining the best of what they offer and also exploiting the benefits that a larger commissioning support organisation can offer, including a wider range of services and skills.
A workplace in Greater Manchester has come up with a novelty way of celebrating its employee’s achievements – by presenting them with their very own pies.
Greater Manchester Commissioning Support Unit (GMCSU) based in Salford, launched the ‘Pride in Excellence’ or ‘PiE’ awards earlier this year to recognise colleagues who go over and above the requirements of their role. As well as receiving an award certificate, the winners also get to choose their very own pie from a local bakery.
The latest PiE winner is Liz Lyons, a Change and Benefits Manager. Liz, from Oldham, was awarded with a tasty apple pie for leading on the delivery of a new database, which will improve the way that risks, incidents, complaints and claims are recorded by GMCSU and the Clinical Commissioning Groups it supports.
“I’m honored to receive the Pride in Excellence award, but I can’t take all the credit as it’s a team effort. The project team is fantastic; really committed and great to work with. I’m very grateful for the recognition and looking forward to sharing the pie with the team!”
Liz was also commended for her outstanding project management, communication and negotiation skills.
“The PiE awards are an important way of recognising the contribution of our workforce. We have a lot of talented employees who do a great job and we want to show how value the excellent work they do. The real pies just add a bit of fun to the occasion.
“Liz is a worthy winner of the latest PiE award. She’s used her skills and expertise to plan and manage this project and build confidence in the team around her. It’s a testament to Liz and the project team that we’ll soon have a sophisticated reporting system that meets our business requirements both now and in the future.”
Tom Wilson, GMCSU’s Director of Operations
Liz received her apple pie - courtesy of Pryce’s the Bakers in Walkden – along with shopping vouchers and a certificate.
A runner from Greater Manchester has completed her challenge to run thirteen half marathons in 2013.
Hazel, a Contract Manager at Greater Manchester Commissioning Support Unit (GMCSU), based in Salford, has said: “I first started running four years ago, and I couldn’t run for any more than two minutes at a time. I wanted to set myself a challenge to run a half marathon every month, and at the end of this challenge I have now ran 169 miles. It is a fantastic sense of achievement to say that I have completed this challenge.”
Although many of Hazel’s half marathons have been in the North West, she has also competed abroad. Hazel has said her favourite race was a half marathon in Berlin, which ironically was her personal best at two hours and fifteen minutes.
Hazel continues: “Berlin was an emotional experience, people were holding hands as they ran through the site of the Berlin Wall. I love the finish line buzz whenever I finish a race but the atmosphere at Berlin was something else.”
Other places Hazel has completed her half marathons this year include: Blackpool, Preston, Bolton and Chester.
To mark the completion of her thirteenth race, Hazel is raising money for GMCSU’s three charity partners:
- Mustard Tree, a charity committed to providing life support for the homeless, marginalised and vulnerable across Greater Manchester
- Macmillan cancer support, a charity that provides practical, medical and financial support for people with cancer and in and around Manchester, as well as nationally
- Francis House Children’s Hospice, a hospice in Greater Manchester which provides care for children and young adults with life-threatening conditions, as well as providing support for their families.
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