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Provision of a Commissioning Enablement Service

Case study: We were engaged by commissioners responsible for the health of c4m population in the NHS South Central region to provide a large scale Commissioning Enablement Service (CES).

The CES was designed to achieve a step-change improvement in information and specialist analytics, driving improvements through evidence-based clinical commissioning in strategy, operational planning and performance management.

We delivered an innovative solution deploying best-in-class analytic tools and consulting support to help commissioners across the region to:

  • analyse the quality and effectiveness of clinical services across South Central
  • ensure that patients received treatment in the best possible setting
  • manage contracts and financial systems more effectively by avoiding duplicated effort
  • understand the health profile of people in South Central, predict their future healthcare needs and commission appropriate health and care services.

CES supported better commissioning decisions by identifying the patients most in need of care and making sure they received it at the right time. By working in this way, commissioners reduced waste and inefficiency while improving care standards. We supported the commissioners on strategy development and subsequent design of more meaningful care pathway improvement programmes.

We then worked with them to identify and deliver service improvements and efficiencies,ensuring that NHS staff had the required training and capability to use the CES information and realise productivity improvements.


Over a three year period we identified over £400 million of new savings to commissioners, based on reductions in spend with acute providers and Long Term Conditions (LTC) demand management.

We identified these savings for commissioners by looking at spend and improvements in, for example, the use of guided care, reducing the cost of analytics, re-designing models of care and/or how they re-provision services in primary care settings.

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