Learning from practice

Brighton and Hove City Teaching PCT does not directly provide any services.



For those with experience of working in the ‘traditional’ PCT model, the benefits of the Brighton arrangement come from the ability to really focus effort, skills and resources on the commissioning task.



In PCTs that provide services, the weight in staffing terms clearly sits within the service delivery directorates. Inevitably, therefore, while in terms of the total financial responsibilities of the PCT directly provided services represent a relatively small proportion of the risk, board members, senior managers and support staff can find that they are dedicating a relatively large amount of time and energy to provider business. This situation can frustrate a PCT’s attempts to align resources with priorities.



Brighton and Hove City Teaching PCT do not face this conflict, as all of the work carried out by its 155-160 strong staff is in relation to the role of the PCT as a commissioner. Their response to CPLNHS is therefore focused on reviewing their ‘fitness for purpose’ as a strong, lean commissioning body.



Changes they are currently putting in place include merging public health functions with the council, aligning PCT and local authority commissioning much more closely, and establishing ‘virtual’ teams, consisting of commissioning, public health and finance staff, to support networks of practice-based commissioners at a locality level.



Contact: John James - Interim Chief Executive- john.james@bhcpct.nhs.uk


Source: desk research for NHS Institute by Matrix research and consultancy