IN ACTION DATA


boroughs. Commissioning support staff are split between Becketts House and other locations. “There will be projects that go across [the three CCGs], which need to [have a] wider [approach],” explains Atkinson, who works across all these CCGs, as well as Waltham Forest CCG, which aligned with ONEL because they use the same informatics tool. A coalition board oversees the lot, which is particularly focused on facilitating the sometimes challenging dealings with the acute trust. The team here is used to working


with other organisations, as they formed a pilot for the polysystems programme in London, which uses a networked approach, designed to let local clinicians manage their patients across the whole population rather than just across an individual list base. Essentially, it’s a kind of precursor to GP-led commissioning. “We had an infrastructure set up already, so essentially what is now known as CCGs was essentially polysystems and we had polysystem boards,” says Azmi Peerun, the primary care innovation project manager. For Atkinson and Meaker, former


employees of the PCT and now recruited into the BHR and WF CCGs, things have changed significantly in their day-to-day work. Currently they are fulfilling both PCT and CCG roles. The complexity of the work required during the transition is often underestimated, particularly around IT infrastructure, as staff move from traditional PCT sites to the new CCG and CSU buildings. The direction of the organisation is still set by the board but the pair now have signifcantly more clinical input with 70% of the directors now clinicians. “I think the relationships between the clinicians and managers have changed, probably for the better,” says Atkinson. “I think managers do need to take on board that the whole business that we run here is clinical work, and sometimes the management influence can be stronger than the clinical influence. But I think it will balance out. I think the clinicians will learn from the managers and the managers will learn from the


clinicians. In the long-term, maybe in 12 to 24 months, when people have shared across the two disciplines, we’ll have some really strong management and clinical leadership, which works together.” But, she adds, it will take time – and data.


ALL SYSTEMS GO Atkinson says what she does for this network of healthcare organisations is more than just informatics. “It’s about


l“I think the clinicians will earn from the managers


and the managers will learn from the clinicians. I think in the long-term, maybe in 12 to 24 months, when people have shared across the two disciplines, we’ll have some really strong management and clinical leadership, which works together”


prototyping projects before they become QIPP projects,” she explains, working to understand whether they will be viable before they are rolled out. The systems they create have won awards – specifically the one made for collecting and interpreting data mentioned above. Initially, the tool was interpreting data to create risk stratification, but they soon realised it would also need to be used to create entire care plans. “We integrated the whole thing so you can now risk- stratify the population, someone can then identify from that risk stratification those who would be suitable for integrated case management, for example. You can then present that information back to the doctor,” Meaker explains. “They then enrol them into an integrated case management programme then the same system provides them with a care plan and you can track the care that has been provided to that patient.” This then facilitates the sharing of that patient’s data with different parts of the heathcare system, like out-of-hours and A&E. “So


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