Take a look at last year’s winners to help you put together a winning entry

2009 Winner Liverpool Primary Care Trust

When Liverpool PCT made the shortlist for the Primary Care Organisation of the Year award and needed to prepare for a visit from the judging panel, they knew they faced a challenge.

How could they build on a submission demonstrating developments across many fronts and with such an array of partners and stakeholders?

“We were guided by our initial entry and sought to elaborate on it,” says Carole Hill, head of communications, “breathing life into it and adding layers of interest by putting some of the people who had made things happen in front of the judges.”

To further emphasise the central importance of the integration of health and social care - Liverpool was one of the first PCTs to pool its commissioning budget with their local authority - they secured contributions not only from within primary care but also from the city council, GPs and provider trust clinicians.

“It made for a strong mix of internal and independent views about what had been achieved through stakeholder and clinical engagement and what partnership working, collaboration and joint financing had brought to that,” says Ms Hill.

The breadth of activity, quality of the needs assessment and relationship with the city council all made an impression on the judges.

“Having made significant improvements and with a reputation for creativity and innovation,” says Ms Hill, “we felt we had arrived at a point where we had something to say. We are proud of what is in truth an award for our stakeholders and the whole of the NHS family across Liverpool.”

What judges want

What judges want:

  • A demonstrable understanding of local health needs
  • An improvement strategy that reaches those with the greatest needs
  • Progress in delivering this strategy
  • Evidence of the organisation positioning itself as local NHS leader
  • Progress in achieving the world class commissioning competencies
  • Use of management and clinical information to drive improvement
  • Progress on key access targets
  • Progress on the key public service agreement targets
  • Strong financial management
  • Good people development
  • Excellent engagement between managers and clinicians
  • Proof of the ability to foster innovation at all levels
  • Evidence of long term planning
  • Evidence of clinical governance

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