We deliver services to both CCGs and Commissioning Support Services organisations across the length and breadth of the country. Our transition support services have, to date, covered 21 counties in England – stretching from Devon in the West through to Norfolk in the East and North Yorkshire in the North of the country.
We have teams based across the UK and our head office is 35–36 Eagle Street, London. The model for our commissioning delivery service centres upon using locally-based staff where feasible; providing both continuity of service and a lower cost base.
The map shows a selection of our customers and the work we’ve done with them.
Click the locations on the map for more info
North Yorkshire and Humber CSU (Service Transformation)
As part of our strategic partnership with North Yorkshire and Humber CSU, we have worked with several of their CCG customers to redesign clinical services to better fit their QIPP plans and local aspirations. This has involved supporting customers through the whole cycle of the commissioning process – from needs assessment to contracting and procurement, all underpinned by project management and delivery support.
Our locally based teams work closely with clinicians and managers to understand the need for change and to ensure decisions are based on fact and evidence. We have developed and presented formal cases for change for these work streams and are providing continuing project support and challenge as we work together to formally design and agree specifications and procurement strategies for these services.
Our partnership model has allowed us to mobilise the right resource at the right time, ensuring that our team has been able to advise and support across all elements of the commissioning process. With our delivery focus we have rapidly established a strong relationship with both clinical and managerial colleagues who value our commitment to the patient, quality and value for money.
North Yorkshire and Humber CSU (Contracting)
Attain has supported the North Yorkshire and Humber CSU to deliver contract management support to its customers, as part of our wider partnership arrangements with them.
Our support to the CCGs, with the CSU, included delegated management of all provider relationships, contract planning, negotiation, delivery and sign off.
Attain provided embedded contract management resource to work to within the CSU contract team, reporting to the Associate Director of Commissioning. Our support included work to agree objectives for contracting between the CCGs and CSU, developing a robust and innovative approach to contracting, a review of 2012/13 contracts to identify priorities, ensure a coherent and collaborative approach to contracting and build an understanding of what was working well.
We also developed a plan to ensure a single team was in place to deliver the 2013/14 contracting round. Attain dedicated contracting subject matter experts to the project with extensive NHS commissioning and contract management experience across acute, tertiary, primary care, community, mental health, independent sector, specialised services and joint commissioning. Through our partnership with the CSU we successfully negotiated and agreed in principle (signing where possible) all contracts before the Department of Health deadline of 31st March 2013.
We have been commissioned to support the CCG to manage the consultation phase of a major review of urgent care pathways. Having completed a 12-month review of current services, the CCG wants to verify their plans with patients, public and stakeholders.
Attain will support the CCG team to deliver:
• a clear strategy and rationale to explain the proposed changes
• a comprehensive programme of public consultation
• a full analysis of the consultation, to inform their decision-making processes
• an evidence base for effective public consultation
As the first consultation the CCG has undertaken since it came into being on 1 April 2013, it is high profile and will set a precedent for future consultations.
Derby City CCG
Attain has provided procurement delivery support to Derby City CCG for two years. A new approach to the delivery of services was required – including updating service specifications, changing processes to enabled integrated care, in the introduction of Payment by Results and changes to funding structures due to the establishment of new Public Health functions. Attain oversaw the procurement process as a whole and provided procurement advice and expertise on the tendering process and ensured there was appropriate focus on the development of specifications, identification and engagement with a wide stakeholder group including public and patients, engagement with the provider community to develop a robust specification.
• with sound specifications completed, Attain managed the procurement using an e-tendering process and oversaw a structured evaluation, including panel interviews for shortlisted providers
• cost reductions through integration which will fund the implementation of a dedicated safeguarding and family service
• patient outcomes improved through greater integration of multidisciplinary teams
• a culture created within providers and patient communities which supports recovery from drug misuse and community re-integration
• payment by results incentivising providers to ensure they proactively undertake their role in progressing the patient towards recovery
Initial results show:
• a 22% growth in successful completions of treatments
• a 3% increase in the number exiting treatment sustaining recovery
Attain were engaged to deliver a step change improvement in the procurement service of Anglia CSU from the former PCT internal function to a customer facing, responsive professional service that is seen as adding genuine value in support of CCGs.
In the short-term, we provided leadership and oversight of the emerging procurement function, undertook a full review of the projects to re-prioritise activity and capture it into a single plan, provided ad hoc procurement support and reviewed the contract database to develop a pipeline of procurement activities and a work plan.
In the medium term a clear service development plan was put into place which specified the key service developments required to deliver the change envisaged. This change had to be recognisable by the customer base and therefore provide the basis of on-going customer commitment to a service which offers genuine commercial value, as well as protection from legal and reputational risk.
The outcomes of this project included increased customer commitments from CCGs, a delivery track record having conducted high profile, complex procurements providing a legally robust advisory service, improvements in e-tendering, the introduction of standard procurement documentation and a procurement strategy.
Attain provided commercial advisory support for NHS Wales’ project for Mental Health and Learning Disabilities Services for Adults. Attain provided experienced support to guide them through a structured procurement process and included:
• defining a clear scope of the procurement project and priority areas
• market research across the UK, incorporating supply and demand and value for money benchmarking
• development of commercial options, including future health needs and clinical best practice
• a detailed market analysis of the mental health and learning disabilities provider market place
• procurement advice and quality assurance
• undertaking a Tender Price Comparison Financial Assessment to ensure the services were value for money and sustainable
• contract and performance management advice
The project enabled both qualitative and financial improvements for NHS Wales. The NHS Wales Secure Services Delivery Assurance Group reported that cost reduction of £4.7m was delivered in 2012/13 with an additional £1.5m envisaged in 2013/14, both in excess of original financial targets.
Central Eastern CSU
Attain has supported the development of the Central Eastern CSU for the past 15 months, right through its journey from legacy PCT Clusters to a fully operational CSU with over 750 staff and committed revenue from 11 CCGs. Over this period Attain has provided several aspects of strategic and operational support to the CSU including:
• business planning
• service development and improvement
• securing buy in and commitment from CCG customers
• embedded delivery resources
• commercial strategy development
• embedded customer relationship management
• business development
Attain has also been heading up and supporting the delivery of the CSU Procurement & Market Management service since it went live in November 2012, the focus being to establish and provide a high performing service for its seven CCG customers across Essex.
During its time supporting the CSU, Attain has worked in partnership to transfer skills, knowledge and capabilities to CSU staff throughout all levels of the organisation.
South West London CCGs
Attain was commissioned to support the transformation of South West London’s CHC service across nine hospitals. The challenges faced by the services included long stays, under-utilisation of community beds and corresponding pressures in the acute sector, this situation presented a clear opportunity to generate whole system benefits.
We supported the CCG to implement new processes to proactively manage admission and discharge and provide structure to patient care. We were also instrumental in ensuring that social care staff were involved in the processes to give the earliest indication possible of social care support required and initiate post discharge support required as early as possible to facilitate prompt discharge.
We also collated data on the reasons for breaches across the multiple hospitals and identified the root cause of problems that delayed discharge and recommended specific remedial action to address these issues.
Within four months bed throughput had increased by 21% and was maintained at this higher level, making some 45-50 additional beds available. Transfer protocols for step down care were developed and implemented and step up beds were also set up for patients that had needs which made them unsuitable for home care, but not severe enough to require acute care.
West Kent CCG
Attain was engaged by West Kent CCG to develop service specifications for the commissioning support services that the CCG would require from external suppliers and determine organisational development (OD) needs and an OD plan for the future.
Service specifications – we worked with the staff to understand the CCG’s internal capacity and capability to undertake the tasks involved in delivering its commissioning responsibilities. From this, we established the CCG’s requirements for external commissioning support services and developed service specifications to articulate the requirements.
Organisational development – we worked with the Leadership Team, Governing Body and staff to ‘baseline’ the current skills and competencies of the organisation and define a picture of what skills it needs to be a successful commissioning organisation. We also worked with the CCG and its partners (including Kent County Council) to identify the current state of working relationships and identify how these could be fostered to ensure that they contribute to the delivery of commissioning intentions for West Kent. Taking all of our findings, we designed an OD programme which will support the CCG in realising the desired future state.
Northern, Eastern and Western Devon CCG
Attain has provided support to the Northern, Eastern and Western (NEW) Devon CCG to establish the robust organisation governance towards authorisation and create a performance management framework for commissioning support services.
We worked with the clinical and management leads to identify what the key obstacles were and what solutions would be best suited to local requirements.
The key outcomes from our work have been:
• established the performance management framework that sets out the key measures that the CCG will use to assure itself that the Collaborative Business Service is delivering high quality services, linked to the needs of the CCG which achieve value for money
• facilitated, focussed meetings producing rapid progress in key areas, which were included in the CCG constitution
• robust approach to CCG member engagement and development of election process for Board, with strong LMC involvement
“Our experience of working with Attain was a very positive one. We found their approach flexible and well informed with a real focus on co-production. The Attain team supported us through a programme of CCG development activities at pace with a determination to address difficult issues with significant skill through to resolution.”
Rebecca Harriott, Chief Officer