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Arden & GEM CSU > About us > How we can help

How we can help

People

Arden & GEM is passionate about working collaboratively with you to deliver integrated, high-quality, cost-effective services that lead to better health outcomes for your citizens. 

As one of the leading CSUs in the country we will ensure you share in best practice from over 50 Clinical Commissioning Groups, NHS England, STPs, local authorities and a range of care providers. 

Our hub and spoke delivery model enables us to support you via a combination of central and embedded teams. This maximises value whilst maintaining your access to a broad range of expertise. To ensure Arden & GEM provides the very best service to its customers, we have developed a customer account management approach with robust systems, processes, and reporting that ensures the highest levels of customer satisfaction.

How we add value: 

Our broad range and depth of experience - with a team of over 1,000 staff and a range of supply chain partners that includes global experts, we can provide you with access to a range of specialist expertise as well as real insights and learnings from across the country. 

Our benchmarking/BI capability - we have one of the largest information service teams in the country, recognised nationally for our data processing capabilities. We host various data platforms on behalf of CCGs and NHS England, including the temporary National Repository (tNR). 

Learning from others - we share best practice and service innovations from elsewhere, for example after developing and successfully implementing a new Discharge to Assess (D2A) model with South Warwickshire CCG, we are now working with Dudley CCG to implement a similar model. 

Centres of Excellence (CoE) - we already have a number of CoEs (including Business Intelligence and Procurement) that co-locate our specific service specialists and get them working in partnership with our customers.

At the cutting edge of integrated service solutions

NHS England’s Five Year Forward View, launched in 2014, set the tone for ambitious change, delivered at pace. With that change comes a renewed focus on integrated partnership working to deliver outstanding patient services.

Sustainability and Transformation Partnerships

Sustainability and Transformation Partnerships (STPs) focus on geographic footprints which transcend CCG areas. This makes joint working integral to the successful delivery of every STP, with clinicians, local authorities and advisers needing to develop a detailed understanding of their area as a whole.

Our service redesign and business intelligence teams have been involved from the outset in supporting the development of STPs. We bring together complex data sets from primary and secondary care, community health, social care and mental health services, which can be interrogated and interpreted in meaningful ways to support the long term integrated planning expected of these health and care systems.

Our approach ensures you have access to a complete picture of demographics, behaviours, interventions, costs and outcomes across your geographic footprint, leaving you well placed to take a holistic view of care needs and provision over the next five years.

New models of care

Delivering new models of care presents exciting opportunities to radically improve patient care and deliver more sustainable services to meet long term demands. 

We has been working with vanguard sites in supporting the development and critique of their value propositions. Adopting a ‘logic model’ approach, we have combined our extensive knowledge of the NHS and local delivery dynamics with leading academic and private sector expertise. This analysis provides an invaluable assessment of the various elements involved in developing a robust new model of care.

Combining this work with our strong track record in both service redesign and programme management ensures we have the skills, capacity and passion to support innovation in the NHS.

Measuring impact

We have developed a detailed and robust evaluation methodology to directly support clients, including vanguard sites, as they redesign services and implement new models of care. The evaluation framework has been built to assist organisations throughout the cycle of change – from positively influencing the design of a programme, to improving ongoing efficiency and effectiveness, and reporting what has been achieved.

Our ability to operate as change management specialists has been borne out of a combination of detailed NHS experience and partnership working with the private and education sectors. This approach has created fast-track development of best practice.

Outcomes-Based Commissioning

Outcomes-based commissioning provides an opportunity to create robust, incentivised contracting models that transform pathways of care and drive long-term and sustainable change to improve outcomes for your population.

We bring together the best tools and expertise across commissioning support, including contracting, risk, finance, intelligence and engagement, to provide a bespoke Outcomes Based Commissioning (OBC) service.

Specialised Commissioning

Following the transfer of responsibility for commissioning specific specialised services to CCGs in April 2015, our team provides a full range of support to enable the co-commissioning of these services with NHS England.

Our approach ensures decision making is aligned, pathway integrity maintained and the transition for patients between specialised and non-specialised services is improved.

We work across the commissioning spectrum to provide you with an end-to-end service that plans and manages services in the most efficient way. Our passion for improving performance and considerable experience in specialised commissioning for NHS England, can help you deliver consistent, high-quality services underpinned by clear national service standards and processes.

Primary Care Co-Commissioning

Being able to design the interdependent parts of the health system, including primary care and community services, should improve opportunities to deliver change and improve patient care.

However, one of the challenges for CCGs in taking on full or partial delegated responsibility for primary care is resources, be that funding, time or expertise. Our specialists have the commissioning skills and clinical expertise to support CCGs with these new responsibilities as they take effect.

 

 

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Alternatively please email contactus@ardengemcsu.nhs.uk