Reverse Commissioning An Effective Process to Engage BME

Reverse Commissioning An Effective Process to Engage BME Communities Dr Vivienne Lyfar-Cissé MBA Chair NHS BME Network

What is Commissioning? Several Definitions: • The act of committing finite resources to evidence based interventions particularly, but not limited to the health and social sectors with the aim of improving health, reducing inequalities and enhancing patient experience • The process of specifying, securing and monitoring services to meet the individuals’ needs at a strategic level

The Commissioning Process is driven by and/or dependent on the need to: • Manage knowledge and undertake robust and regular needs assessments that establish a full understanding of current and future local health needs and requirements • Prioritise investment according to local needs, service requirements and the values of the NHS

• Work collaboratively with community partners to commission services that optimise health gains and reductions in health inequalities • Proactively seek and build continuous and meaningful engagement with the public and patients to shape services and improve health

Commissioning Cycle 1. Assessing needs: through a systematic process, understanding of the health and healthcare needs of the PCTs resident population.

Commissioning Cycle 2. Reviewing services and gap analysis: reviewing the services currently provided and based on the needs, defining gaps (or over provision).

Commissioning Cycle 3. Deciding priorities: given a list of desirable actions using available evidence of cost effectiveness and based on a robust and defensible ethnical framework, prioritise areas for purchase

Commissioning Cycle 4. Risk management: understanding the key health and health care risks facing the PCT and deciding on a strategy to manage it

Commissioning Cycle 5. Strategic options: bring together all the available information into a single strategic commissioning plan that outlines how the PCTs will deliver its core objectives (including those of the SHA and DH)

Commissioning Cycle 6. Contract implementation: put those strategic plans into action through contracting

Commissioning Cycle 7. Provider development (including care pathway re-design and demand management): support provider improvements or introduce new providers to deliver the services required (including setting up demand management systems and designing new care pathways). This includes supporting providers in decommissioning of services where appropriate.

Commissioning Cycle 8. Management provider performance: monitor and manage the performance of providers against their contracts, especially against KPIs.

Question Why Reverse Commissioning? Answer The commissioning process has (in the main) failed to identify the health needs and effectively engage our BME communities. Consequently, ethnic health inequalities remains a major problem for BME people.

Reverse Commissioning Flagship Project Brighton and Sussex University Hospitals NHS Trust Eastern Road, Brighton, BN 2 5 BE Dr Vivienne Lyfar-Cissé MBA Associate Director of Development

New Structure of the NHS Department of Health (including public health England) – Overall responsibility for health, public health and social care policy Public health delivery NHS Commissioning Board Local Commissioning Group Public Health Social Care Local authorities (including health and wellbeing boards) Service delivery Accountability to patients, service users and the public (underpinned by the regulators and Healthwatch England) Subject to Parliamentary scrutiny Department for Communities and Local Government

NHS Commissioning Board

Remit to commission services to meet the needs of local communities and resources allocated accordingly

Remit to commission services to meet the needs of local communities and resources allocated accordingly x Lack of evidence

4 Es Model Health Professionals Engage Educate Enlighten Enhance service delivery BME Communities Enable Expert Empower Enhance patient experience Establish Reverse Commissioning Group

Remit to commission services to meet the needs of local communities and resources allocated accordingly x Lack of evidence

Health promotion Ethnic health equalities Remit to commission services to meet the needs of local communities and resources allocated accordingly Health improvement x Lack of evidence

The NHS Outcomes Framework 2011/12 The focus of the Framework is on health improvement and its purpose is threefold: • To provide a national level overview of how well the NHS is performing, wherever possible in an international context • To provide an accountability mechanism between the Secretary of State for Health and the NHS Commissioning Board; and • To act as a catalyst for driving quality improvement and outcome measurement throughout the NHS encouraging change in culture and behaviour, including a renewed focus on tackling inequalities in outcomes.

The NHS Outcomes Framework 2011/12 Duty of quality 1 NHS Outcomes Framework Domain 2 Domain 3 Domain 4 Domain 5 Enhancing quality of life for people with longterm conditions Helping people to recover from episodes of ill health or following injury Ensuring that people have a positive experience of care Treating and caring for people in a safe environment and protecting them from avoidable harm 2 Duty of quality Domain 1 Preventing people from dying prematurely NICE Quality Standards (building a library of approx 150 over 5 years) 3 6 Commissioning Outcomes Framework 4 5 Commissioning Guidance Provide payment mechanisms tariff Standard contract Commissioning/Contracting NHS Commissioning Board – certain specialist services and primary care GP consortia – all other healthcare services Duty of quality CQUIN QOF

Page 42 -The NHS Outcomes Framework 2011/12 “The Department of Health has made tackling health inequalities a priority and it is also under a legal obligation to promote equality across the equality strands protected in the Equality Act 2010. There is therefore both a legal requirement and a principle in designing the NHS Outcomes Framework that its induction will not cause any group to be disadvantaged. We have used the equalities and inequalities breakdowns to assess data availability in order to monitor this commitment. Date collection is more complete for some of the strands than others; for example, there is better coverage (questions are asked as standard and patients provide the information) for age and gender than for religion or belief and sexual orientation”. Our question - What about ethnicity?

How Does Reverse Commissioning Work? Reverse Commissioning works by: • Using existing data and evidence to identify the needs of BME communities • By recognising that Health Professionals needs to be educated and trained to enhance service delivery • Recognising that BME communities need to be empowered to engage with Health Professionals • Recognising there is a need to establish lasting partnerships between health professionals and BME service users to effect change • Using information gained from these partnerships to influence commissioning by Local Clinical Commissioning groups.

Summary cont’d: What are the Desired Outcomes of Reverse Commissioning? The desired outcomes of reverse commissioning are as follows: • Clinical services that meet the needs of BME communities • Enhanced BME patient experience • Enlightened health professionals • Enhanced clinical service delivery to BME people • Reduction in ethnic health inequalities • Health improvement for BME communities • Health promotion programmes directed at BME communities • Effective and lasting partnerships between health professionals and BME services users to effect change

Conclusion Effective commissioning to meet the needs of BME communities is possible if we apply the correct process