Transition phase briefing pack FINAL 1.0

Alignment and
Moving towards new ways of working
This document explains how NHS England will
operate between January 5, 2015 and April 1,
2015 to ensure there is a smooth transition as
we move towards implementing the new
structures and operating model as part of the
Organisational Alignment and Capability
Background to the OAC programme
The programme was established in May 2014 to take forward the
recommendations from the initial “stocktake work” in April led by
Karen Wheeler, National Director: Transformation and Corporate
Operations, and Rosamond Roughton, Director of NHS
Commissioning, on behalf of Chief Executive Simon Stevens and
the NHS England Board.
The main scope is to address the following:
• To ensure the organisation is clearer and focused on its core
purpose and priority objectives.
• To build new capabilities for the organisation, which are critical
for it to carry out its role as a commissioning organisation.
• To streamline and align the functions and structures which
support the organisation to work more effectively across the
national support centre, regions and area teams to minimise
duplication and make more effective use of our resources.
• To revise the structures to deliver the necessary cost savings by
April 2015, so NHS England can live within its budget for
What the next three months look like
In January, we are moving into a three-month phase before the new
structures are formally in place for April 1, 2015.
• As we start to transition into the new structures, we are also
keen to use this opportunity to embed new ways of working so
we are more joined up between the centre and regions, and
across directorates, and to ensure we embed clinical advice and
patient engagement in our core work.
• We also need to think about the findings from the staff
barometer, and what we each need to do to improve our staff
engagement and motivation.
• We have asked each National and Regional Directorate to factor
organisational development thinking into their implementation
Timeline for transition
Phase 1 – Transition
Phase 2 - Shadow
Short term – likely to mid-January
To March 31
Phase 3 – Finalised
operating models
From April 1
This phase will see the
handover of specific activities
and functions from outgoing
teams to incoming teams eg.
former area directors begin
handover to newly appointed
Directors of Commissioning
Shadow arrangements put
in place with new teams
operating and being
strengthened as new
appointments are
Processes and systems
begin to be put into place
to support new
arrangements from April 1.
The development of new
arrangements ready for
April 1 eg governance,
decision making and
New operating model
in place to support our
new way of working.
Staff who secured a
new role at a higher
band/salary as part of
the programme will
formally take up their
new role at this point
and be remunerated
from April 1 onwards.
How we refer to the new structures
As we start to reflect the new structures and operating model it’s
important that we all start to use the new names for different parts of
our organisation.
• We now have four regional teams and these will operate on a
single level.
• The new 12 sub regions are now integrated into these new
regional teams. We should no longer to refer to area teams.
• A central team replaces the National Support Centre.
Regions - What will change on January 5
Where appointed, the new designated Directors of Commissioning
Operations will start their handover from the existing area directors
– in the run up to officially starting in their new roles on April 1.
Between January 5 and April 1 they will assume formal
accountability for:
• Existing area budgets, including all direct commissioning
budgets on the current footprint
• Managing transition, including developing new teams and HR
• Operational delivery for 2014/15
• Planning for 2015/16
• Working as part of the regional team to support the development
of new working arrangements
• Working with stakeholders to ensure new arrangements are
understood and in place
• Updated Emergency Planning Response and Resilience
• Overseeing existing area governance and decision making
arrangements until revised arrangements are proposed and
agreed with their regional director.
Regions - What won’t change on January 5
• Current office bases for area and regional staff. There will be no
‘HQ’ locations in the new geographies
• Regional Director responsibilities and accountabilities
• Existing formal governance mechanisms
• Existing budget envelopes
• Key deliverables and priorities
• Existing relationships with stakeholders.
The Central team from January 5
What will change on January 5
• Where appointed on this date, Senior Responsible Officer (SRO)
designates will have in place a timeline for the handover from
existing SROs and becoming responsible for their new function
• This will include a timeline for formal accountability for all aspects of
their new function and leadership of their team.
What won’t change on January 5
• Existing formal governance mechanisms
• Existing budgets
• Key deliverable and priorities
• Staff office locations.
Regions – what will be different from April 1
• Specialised commissioning directors will assume responsibility in
relation to their function and budget
• Specialised commissioning and integrated regional teams will be
fully operational and revised operating arrangements will be in
• Regional Directors will have a single budget for their regions
• New structures will be implemented in full
• New ways of working with partners will be implemented,
The Central team – what will be different
from April 1
• New ways of working will be implemented in full
• New operating model will be implemented, supported by robust
corporate systems and processes
• New ways of working with partners will be implemented.
Next steps – supporting change
• Between now and April the four regions and central directorates
have been asked to produce their own organisational
development plans to support implementation of the new
operating model.
• These will be developed and delivered locally but there will be a
set of criteria that will need to be included in all plans to ensure
consistency across the organisation.
• Further detail on our new operating model will be shared in the
coming weeks.
The Central team
John Holden has been appointed as the new Director
of Policy, Partnerships and Innovation in the
Commissioning Strategy Directorate. John was
previously Director of System Policy in Commissioning
Strategy and will start his new role on 5 January.
South West
Director of Commissioning Operations – Anthony Farnsworth
Medical Director – Caroline Gamlin
Director of Nursing – Lindsey Scott
Director of Commissioning – Linda Prosser
Director of Operations and Assurance – Laura Nichols
Director of Finance – Neil Kemsley
South Central
Director of Nursing – Jan Fowler
Director of Commissioning – Debra Elliott
Director of Operations and Assurance –Louise Watson
Director of Finance – James Drury
Director of Commissioning Operations – Dominic Hardy
Director of Nursing – Ruth Williams
Director of Operations and Assurance – Jaqueline Cotgrove
Director of Finance – Mark Orchard
South East
Director of Commissioning Operations – Felicity Cox
Director of Nursing – Sally Allum
Director of Commissioning – Sarah Creamer
Director of Operations and Assurance – Elliott Howard-Jones
Director of Operations and Assurance – Pennie Ford
Director of Finance – Paul Hyde
Midlands and East
Director of Commissioning Operations – Andrew Pike
Medical Director - Christine MacLeod
Director of Finance - Adrian Marr
Director of Nursing - Margaret Berry
Central Midlands
Director of Commissioning Operations – David Sharp
Medical Director - Aly Rashid
Director of Finance - Chris Ford
Director of Nursing - Manjit Darby
Locality Director - Trish Thompson
Locality Director - Dominic Cox
North Midlands
Director of Commissioning Operations – Wendy Saviour
Medical Director - Ken Deacon
Director of Finance - Ros Franke
Director of Nursing - Brigid Stacey
Locality Director - Vikki Taylor.
West Midlands
Director of Commissioning Operations – Andrew Reed
Medical Director - Kiran Patel
Director of Finance - Brian Hanford
Director of Nursing - Sue Doheny
Locality Director - David Williams
Locality Director - Karen Helliwell
Regional Director of Specialised Commissioning: Catherine O'Connell.
Cheshire and Merseyside
Director of Commissioning Operations – Clare Duggan
Medical Director – Kieran Murphy
Director of Nursing – Tina Long
Director of Finance – Phil Wadeson
Director of Delivery – Andrew Crawshaw
Director of Commissioning – Tony Leo
Cumbria and the North East
Medical Director (and interim Director of Commissioning Operations) – Mike Prentice
Director of Nursing – Bev Reilly
Director of Finance – Audrey Pickstock
Director of Delivery – Alison Slater
Director of Commissioning Strategy – Christine Keen
Lancashire and Greater Manchester
Director of Commissioning Operations – Graham Urwin
Medical Director – Raj Patel
Director of Nursing – Trish Bennett
Director of Finance – Ian Currell
Director of Delivery – Jane Higgs
Director of Commissioning – Rob Bellingham
Yorkshire and the Humber
Director of Commissioning Operations – Moira Dumma
Director of Nursing - Margaret Kitching
Director of Finance – Jon Swift
Locality Director – Brian Hughes
Locality Director – Alison Knowles
Locality Director – Julie Warren-North
Regional Director of Specialised Commissioning – Alison Tonge
Specialised Commissioning Finance Director- Robert Cornall
Regional Specialised Commissioning Clinical Director – Alison Rylands

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