Dr Patricia Oakley, Director Practices made Perfect Ltd. Teaching and Research Fellow Organisational Psychology and HRM

1. The NHS Reforms – a Policy Analyst’s View The Procurement and Distribution Interest Group Conference : 9th June 2011 Dr Patricia Oakley, Director Practices made Perfect Ltd. Teaching and Research Fellow Organisational Psychology and HRM King’s College London Tel: 0845 862 0372 email: office@practices.co.uk Fax: 0845 862 0373

2. The NHS Reforms – Key Qs

3. The Next 30 Years • Care of the Elderly – physically well and mobile, socially engaged and psychologically content. • Chronic Disease Management including Mental Health and Carer Support. • Specialist Surgical and Therapeutic Interventions. • New Science: Pharmaco-Therapeutics and Genetics, Molecular Imaging and Diagnostics. • Building technologies and flexible designs underpinned with real-time information e.g. Electronic Transfer of Prescriptions, Digital X-ray, Just-in-Time Training Programmes.

4. Health and Social Care Services

5. Focus on the Future – The Wheel Turns AgainProposed Streamlined Public Service Architecture* • Dept. of [Public] Health Permanent Secretary andChief Medical Officer. £ Independent NHS Board and its Regional Directorates Workforce Regulators Pay Review Bodies £ Independent Reconfiguration Panel CareQuality Commission Monitor-Market Regulator Service Commissioning Agencies £ • Chief Executive. • £ Controller. Service Providers Network • Local Authority • Commissioning Agency: • Multi-agency service commissioning; • Public Health Programmes; • “residual” services commissioning. • GP Commissioning Groups – Managed Agencies for majority of local people’s needs. • GP-Patients Commissioning Partners: • Individual Choice; • Co-Payment Choice; • Means-Tested Services. • Commissioning Director. • National Specialist Commissioning Group e.g. Transplant Programmes, Proton Beam Therapy and “Orphan”Drugs. • Medical Director (inc. Workforce). • Foundation Trusts and Academic Health Science Centres. • Social Enterprises and Charities. • Companies. • Partnerships. • Chief Officers (inc. workforce). £ £ • Nursing Director (inc. workforce). • WorkforceDirector. • R&DDirector. • Subsume most of regional specialist commissioning groups’ work? • Subsume the “Cancer Drugs Fund”? *2nd draft @ 16.7.2010 to be revised once White Paper has cleared Parliament and become the Health Act 2010.

6. The NHS Reforms – Impact Assessment for Medicines Supply Chain Management • Care of the Elderly and those with long-term conditions  growth rate of prescriptions and costs of medicines. • Organisation of and long-term investment in the supply chain critical mass and rate of capitalisation. • Economies of scale and localisation  cluster hospital pharmacy investments and services (?Noel Hall?). • Group purchasing arrangements to support prescribing groups  Boards, LHBs, GP clusters. • Interlacing of public and private sectors in England  public service commissioners, supply chain management, and professional services.