Healthcare organisation accelerates the pace of change to build commissioning capacity and capability.
We needed to rethink both how we operated as a team and what we did on a daily basis. The work Capgemini did with us has been really helpful in this. John Wilderspin, Chief Executive, NHS West Sussex
Primary Care Trusts (PCTs) in the UK are being asked to become World Class Commissioners as the National Health Service (NHS) seeks to improve the quality and safety of patient care whilst managing a reduced healthcare budget. At NHS West Sussex, the fourth largest PCT in England with a budget of £1.2 billion, the determination to perform against a World Class Commissioning (WCC) framework was part of an ambitious service strategy put in place by the PCT’s management. The strategy demanded a new and improved commissioning capacity that would require new capabilities and new ways of working. Whilst good progress had been made in delivering its service strategy, the PCT felt that it needed external support to help it deliver wide-scale change and improvement rapidly.
Capgemini worked with diverse teams across the PCT to develop a way of accelerating and embedding change known as a ‘hothouse’. This built the skills of PCT staff and gave them the space, time and empowerment to deliver the right solutions to the PCT. Capgemini’s approach has ensured NHS West Sussex can both sustain and build the capabilities of its commissioning teams.
The project defined a new approach to delivering change in the PCT. It created a core team of change agents who have a new range of skills that are being used to continually improve systems and processes. A previously unstructured approach to commissioning as a result of merger activity and operational change has been replaced by “a single way of working” and an “incredibly united common purpose” across the wider PCT according to the newly enthused change agents.
Client testimonial video available at /insights-and-resources/by-video/nhs-west-sussex-creates-model-of-change/