Achieving the Best Health for All, Implications for Bradford Districts Voluntary Sector

We have already looked at the strategy itself in terms of its assessment of health inequalities and the projects the PCT proposes to commission to reduce those inequalities. Here we review the implications on the voluntary sector as a deliverer of health services.

The sector is identified as one of the delivery partners of the strategy, reiterating the sector is perfectly placed to provide, as is the case already, and preventative services to tackle health inequalities. The commissioning plan embedded within the strategy places all providers, including the tPCT, in direct competition with each other. Competition between providers is thus increased, with the potential for the sector to progress towards a level playing field with statutory providers. This of course must become a reality through the commissioning process.

The strategy is an opportunity to see exactly where resources will be placed, when and to what value. This will aid VCS organisations in the planning of future services. Organisations must ensure firstly that their objectives meet with the commissioning priorities of the strategy. If they don’t it is an indication that the PCT are not the right funder for your services. Delivery models corresponding to the key output areas are specified in a clearer way then we have seen previously. A lead is attached to each commissioning project. Any organisations interested in tendering for projects would benefit from contacting the appropriate lead. The outcomes focus of the commissioning plan again signifies a move from outputs based projects. Organisations can prepare for this by monitoring the impact of their current work by evidencing the outcomes achieved. It also signifies yet a further move away from the sector designing solutions to the funders targets. Something that is reflected in statutory bodies across the country though is not the case across all Bradford and Airedale tPCT funding. Both the PCT VCS fund and the PCT/BMDC Healthier Communities Fund both operate a grant like system. This is not to say they will always operate these funds on this basis. Such level of specification leaves little room for the innovative delivery models that the sector is often credited with.

Tips – Preparing to be Commission Ready
• Impact monitoring of the organisations health work i.e. the outcomes achieved as result of the outputs
• Mapping the strategy outcomes to the organisations objectives, including potential new work streams
• Clear pricing ensuring that services are value for money
• Identify why you are better placed than your competitors to deliver the contract. Identify the ‘added value’ that your organisation delivers i.e. what additional benefits result from your organisation delivering on a contract?
• Identify how you can contribute to the wider health agenda e.g. improving choice, improving patient experience
• Asses how the organisation markets itself. Marketing is much wider than publicity and should include networking with key contacts
• Know the figures, for example, the number of patients, the total cost of the service, unit cost (if possible for the type of service) and the likely value of freed resources


For a summary of the Achieving the Best Health for All Strategy see;
For a free downloadable copy of Achieving the Best Health for All see;
http://www.bradford.nhs.uk/besthealthforall/Pages/default.aspx