Several key emerging priorities have now been incorporated into the programme following discussion with the DH MH Policy Division and these reflect both the feedback received from SHAs and the Oversight Board and also the changing policy context described above. These programme themes have been consulted on via the Commissioning Programme Board with input from partner organisations.

• The Quality and Productivity Challenge Agenda: With MH commissioning accounting for some 14% of an average PCT budget - its biggest single spend by disease area - it is clear that MH commissioning has a significant contribution to make to helping the system deliver on the Quality, Innovation, Productivity and Prevention agenda. The Programme will be able to make a significant contribution pulling together existing examples of quality and productivity improvements into a practical and usable format. Also the Programme is working with the NHS Institute to develop a MH specific version of the Opportunity Locator. Two SHAs (East of England and South East Coast) have already approached the Programme with a view to co-producing work focussed on whole systems commissioning in an economic downturn in their regions.
• Mental Health Policy: The ambition to deliver excellent, modern NHS services whilst also addressing the well-being agenda is one that will challenge the system. By bringing together expertise around MH services, well-being and commissioning the Programme is well-placed to act as a key enabler for emerging mental health policy. The Programme will support MH commissioners with practical tools to meet the challenge of commissioning to maintain progress on service modernisation while also commissioning system transformation to support the well-being agenda.
• PSA 16: There are some urgent issues in respect of commissioning for PSA 16 which require immediate focussed attention from with the Commissioning Programme. (It is possible that this work may develop into a longer term project once the immediate issues are addressed.)
• Year 2 of the PCT Assurance Framework: In September 2009 the revised arrangements to support Year 2 of the PCT Assurance Framework were launched. Some competencies have been revised in the light of Year 1 of the Assurance process. The MH Programme forms part of the wider WCC process and as such the Programme will be offering MH expertise and capacity to support the second phase of the Assurance Framework process.
• WCC and Joint Commissioning: One of the stated intentions for WCC in this next year is to both increasingly focus on mental health and to develop approaches which support joint commissioning. The MH Commissioning Programme has agreed to support the wider WCC process by drawing on its strong networks and connections into the Local Authority system. In particular the joint appointment that the Programme has made with ADASS will be a resource to support this process.
• WCC Competencies 7 and 9: Year 1 of the PCT Assurance process highlighted Competencies 7 (market management) and 9 (procurement) as areas in need of significant improvement. The Programme will continue to work with colleagues in the Commercial Directorate to support the system in making these improvements.
• Commissioning for Personalisation: Whereas the policy WCC operates within an organisational paradigm the policy of personalisation operates within the paradigm of the individual service user. In order to ensure that both WCC and personalisation are able to flourish alongside one another MH commissioners face a number of challenges. A six month joint project between the MH Commissioning Programme and the NMHDU Personalisation Programme has been initiated to identify and address these challenges. This work will be co-produced in the South East and will be carried out in partnership with ADASS.
• "Intelligent Commissioning": The Department for Communities and Local Government (CLG) is currently in discussion with Local Authorities in England about how to mirror the WCC approach from the NHS into Local Government. This is taking place under the title "Intelligent Commissioning". As this work progresses the MH Commissioning Programme will input into it to ensure it is developed in a way that is sensitive to the needs of MH.
• Standard MH Contract and Quality: Working with colleagues in the DH CQUIN Team and others the Programme will identify from Year 1 of the Standard Contract examples of good practice in using the Contract as an enabler to lever in improvements in quality. The intention will be to support roll out and spread across the system.
• MH PbR and PBC: The Programme will continue to support the development of MH PbR policy and will identify areas of good practice in respect of PBC in the field of MH.
• Co-ordination of national work around MH commissioning: The Programme will continue to act as the focal point for the co-ordination of various distinct but related pieces of work being undertaken by a range of national organisations which have an impact upon MH commissioning.
• Co-ordination of regional work around MH commissioning: Each SHA area has is taking forward its MH Next Stage Review (NSR) priorities. Where there are opportunities to facilitate learning across regions to support NSR implementation the WCC MH Programme is well-placed to support this.
• Cross-NMHDU working: Each of the existing NMHDU Programmes inevitably has implications for MH commissioners. The Commissioning Programme will need to develop joint action plans with IAPT, Well-being, Equalities and Care Pathways to ensure that the commissioning implications of each area of work are supported. This work is already underway with some Programmes.

The National Mental Health Development Unit (NMHDU) is the agency charged with supporting the implementation of mental health policy in England by the Department of Health in collaboration with the NHS, Local Authorities and other major stakeholders.