NHS Bradford Districts CCG Commissioning Intentions 2016/17

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "NHS Bradford Districts CCG Commissioning Intentions 2016/17"

Transcription

1 NHS Bradford Districts CCG Commissioning Intentions 2016/17 Introduction This document sets out the high level commissioning intentions of NHS Bradford Districts Clinical Commissioning Group (BDCCG) for 2016/17. They provide the context for constructive engagement and indicate to our current and potential new providers how, as a commissioning body, we intend to shape the system that provides health services for the population of Bradford. Our CCG population is approximately 339,500, served by 40 practices that are responsible for the commissioning of health services. The key health and well-being challenges for our CCG remain chronic conditions and cancer, and the outcomes relating to these. Social, economic and environmental factors either have a direct impact on health status or exacerbate existing ill health, which can be seen in our population. A powerful driver across all service provision, and in developing our policies, will be encouraging healthy choices that promote wellbeing as the default option across a system much wider than health alone. The CCG is genuinely clinically led. Our constant clinical focus will be on improving quality and outcomes. Central to this is the significant engagement in commissioning from our member practices and the wider clinical community, who have been active in setting the key strategic priorities to improve the health of our population. These commissioning intentions build on and take account of: BDCCG s strategic priorities but also reflect the aspirations in the Bradford District and Craven Five Year Forward View ( ) for the healthcare system, developed with partners. National and local priorities including delivery of NHS Constitution standards, the NHS Mandate, the NHS Outcomes Framework and NHS England s Five Year Forward View. Joint working with the Local Authority and the Health & Well-Being Board and associated work plans. Better Care Fund plans developed jointly with Bradford Metropolitan District Council The CCG s financial plans and associated measures and actions designed to deliver an improved and sustainable financial position for the health and social care system BDCCG is responsible for commissioning the following services for the people of Bradford Districts: Urgent & Emergency Care Out of hours primary care Planned hospital care Services for people with learning disabilities Rehabilitation services Mental health services Children s healthcare services Maternity and new-born services Community health services NHS Continuing healthcare From April 2015, the CCG has also been responsible for the commissioning of Primary Medical Care Services (i.e. excluding dental, community pharmacy and ophthalmic services). BDCCG will take responsibility for the commissioning of bariatric surgery in 2016/17, previously commissioned by NHS England.

2 BDCCG is not responsible for commissioning: Specialist services e.g. retinopathy Specialist services e.g. transplants Public health services e.g. health visiting Other commissioning organisations such as NHS England, Public Health England and local Public Health (part of the Local Authority) are responsible for commissioning these services for our local population. At times we will also work in partnership with these organisations to commission services together via pooled or aligned budgets. Overarching principles and direction of travel Bradford Districts CCG has a clear, concise and well-recognised vision of better health for the people of Bradford. Our strategy for greater integration and improving people's experiences of the services we commission remain at the heart of our ambition for sustainable, high quality and efficient health services. BDCCG will contribute to the delivery of the Five Year Forward View and to enable us to do this we will focus on the nine key must do s as outlined in the planning guidance 1 : 1. Develop a high quality and agreed Sustainability and Transformation Plan, and subsequently achieve our most critical milestones for accelerating progress in 2016/17 towards achieving the triple aim as set out in the Forward View. 2. Return the system to aggregate financial balance. This includes secondary care providers delivering efficiency savings through actively engaging with the Lord Carter provider productivity work programme and complying with the maximum total agency spend and hourly rates set out by NHS Improvement. CCGs will additionally be expected to deliver savings by tackling unwarranted variation in demand through implementing the RightCare programme in every locality. 3. Develop and implement a local plan to address the sustainability and quality of general practice, including workforce and workload issues. 4. Get back on track with access standards for A&E and ambulance waits, ensuring more than 95 percent of patients wait no more than four hours in A&E, and that all ambulance trusts respond to 75 percent of Category A calls within eight minutes; including through making progress in implementing the urgent and emergency care review and associated ambulance standard pilots. 5. Improvement against and maintenance of the NHS Constitution standards that more than 92 percent of patients on non-emergency pathways wait no more than 18 weeks from referral to treatment, including offering patient choice. 6. Deliver the NHS Constitution 62 day cancer waiting standard, including by securing adequate diagnostic capacity; continue to deliver the constitutional two week and 31 day cancer standards and make progress in improving one-year survival rates by delivering a year-onyear improvement in the proportion of cancers diagnosed at stage one and stage two; and 1

3 reducing the proportion of cancers diagnosed following an emergency admission. 7. Achieve and maintain the two new mental health access standards: more than 50 percent of people experiencing a first episode of psychosis will commence treatment with a NICE approved care package within two weeks of referral; 75 percent of people with common mental health conditions referred to the Improved Access to Psychological Therapies (IAPT) programme will be treated within six weeks of referral, with 95 percent treated within 18 weeks. Continue to meet a dementia diagnosis rate of at least two-thirds of the estimated number of people with dementia. 8. Deliver actions set out in local plans to transform care for people with learning disabilities, including implementing enhanced community provision, reducing inpatient capacity, and rolling out care and treatment reviews in line with published policy. 9. Develop and implement an affordable plan to make improvements in quality particularly for organisations in special measures. In addition, providers are required to participate in the annual publication of avoidable mortality rates by individual trusts. The above will be delivered across our unit of planning (Bradford, Airedale, Wharfedale and Craven) as we move towards place-based commissioning. There will also be different commissioning footprints, some very local e.g. community based, others wider, at either West Yorkshire or Yorkshire and Humber level. System transformation The main strategic focus for BDCCG is to develop new models of care that achieve the triple aim of improved population health outcomes, high quality experience of care and at a good value per capita cost. As a system we have signed up to the design and delivery of an accountable care system as being one, albeit significant, lever in achieving these aims. We expect to be operating within an accountable care system by 2020/21 and we are planning major steps in the design of this in 2016/17. We believe that by establishing an accountable care approach, we will be able to commission holistic care for our population, taking into account the care they will need for their whole life, and for the whole person, rather than commissioning separate services. We will commission services that wrap around them, to provide co-ordinated consistent and high quality services across organisational boundaries. This approach will be outcome based. We are not interested in merely counting activity and inputs, rather, we want to know that the care received by our population is of high quality, safe and of best value and that we commission interventions that improve the population s overall health outcome To achieve this, in 2016/17 we are testing our capability (and providers capability) to work collaboratively to achieve a common purpose. We are undertaking a structured collaboration approach to commissioning diabetes services and the prevention of diabetes. Structured collaboration is a process where we as commissioners will work with existing providers, patients/service users and the public to establish a new approach to the delivery of transformed services. This means that we expect the providers to work together collaboratively, rather than in competition with each other. Such collaboration between commissioners, providers and patients/service users and the public will be conducted with the aim that, over time, the emphasis can shift away from secondary prevention of disease and delivering services to meet acute care needs towards primary prevention and self-care We want to enable and empower our population to make decisions around their illnesses and, where possible, to support them to prevent or delay the onset of some diseases altogether.

4 There are a number of key steps involved in using structured collaboration to commission and contract for services differently. This work commenced in 2015/16 and will continue into 2016/17 and beyond. This includes the providers and commissioners working together with other stakeholders to establish robust governance arrangements, agree the scope of services, and for commissioners to set clear key outcomes. There are a number of gateways set out over time which the providers, together as one entity, will be required to meet. BDCCG has recognised that it would be extremely difficult to go from the current commissioning arrangements to a whole accountable care system in one step, which is why in 2016/17 we are concentrating on diabetes. We believe this will support the overall aim by 2020/21.We intend to approach the commissioning of a complex care system for people with long term conditions (ranging from people who self-care to those who are in a stable condition managed in primary and community services to those who have escalating needs, are unstable or have acute care requirements) utilising the same methodology. This work is being implemented in partnership with Bradford City CCG. This will allow for the development of the provider landscape and the embedding and progression of the new commissioning approach over the next 5 years to facilitate the realisation of an accountable care system across Bradford District and Craven. To further support the overall strategic aim of delivering an accountable care system by 2020/21, as well as undertaking the diabetes and complex care work outlined above, we will continue to deliver change via our key work programmes: Bradford Beating Diabetes Bradford s Healthy Hearts Improving Patient Experience Maternal and Child Health Mental Health Learning Disabilities Urgent and Emergency Care Planned Care Out of Hospital Care (Primary and Community Care) Self-care and prevention There will be continued focus on parity of esteem between mental health and physical health and delivery of the Crisis Care Concordat. We will continue to work with our partners on the roll out of the Future in Mind plan to improve the care delivered to children and young people with mental health issues. The CCG will have a key focus on Learning Disabilities in 2016/17 with the finalisation and commencing roll out of the Transforming Care Plan, aiming to make key changes to services to better meet the needs of our population. Three significant cross-cutting themes that also underpin the wider system wide transformation programmes have also been identified by the CCG as essential enablers to delivering change. These are system wide workforce development, estates and better use of technology. The system has traditionally struggled with recruitment and retention issues, and is focused on using its current workforce more effectively and developing a clear workforce strategy. The Digital Roadmap will set out our plans to become paper free by 2020, with the detail to be included in our Sustainability and Transformation Plan. The CCG is working with Bradford Districts CCG and Airedale, Wharfedale and Craven CCG alongside key partners to develop a system wide estates strategy in 2016/17. It is also anticipated that the CCG will submit an application against the national Primary Care Transformation Fund to support the sustainability of primary care. We continue to invest in the development of

5 primary care at scale and, in line with the accountable care development work, are continuing to support new models of primary care which see greater collaboration both between general practices and within the wider health system. Our short term strategy for improving general practice focuses on improving access and challenging variation. We will also engage with other areas of work taking place over a wider footprint to enable system transformation which are already underway and which will offer opportunities in the future. Examples include the West Yorkshire Urgent and Emergency Care Vanguard, and the Airedale Care Homes Vanguard. Funding for future transformation plans will be accessed via our Sustainability and Transformation Plan. Patient experience and engagement The poorest care is often experienced by those least likely to provide feedback, make complaints, exercise choice or have family speak up for them. Patient experience is one of the elements of quality, alongside clinical effectiveness and patient safety. There is an incomplete picture of the patient experience across the range of services and breadth of patient groups. The CCG will continue to build capacity and capability in ourselves and our partners and providers to act on patient feedback by building the skills and tools to analyse different sources of feedback, identify key issues that need to be addressed and then implement plans that deliver an improved experience. Engaging local people in a meaningful way is central to the way we work and to understanding the needs and experiences of people who use our services. We have built up our relationships with local people by establishing a number of ways in which people can influence our decision making and work with us to co-design pathways and services. We have patient groups and networks to strengthen people s voices and these have supported the development of the People s Board a body designed to build on the strong foundations of patient and public involvement already in place and strengthen and champion participation and co-design. We gather views in a wide range of ways including through our website, social networking, public events, surveys or working with the voluntary sector and other partners. These experiences feed into our Grass Roots report where themes and trends are identified and feed into our programmes of work to inform the way ahead and improve local people s experiences of the services we commission. Commissioning for quality, outcomes and value As outlined above, BDCCG will commission against the NHS Outcomes Framework and also the CCG Outcomes Framework, the Adult Social Care Outcomes Framework and the Public Health Outcomes framework. The CCG will also further develop and refine its approach to outcome based commissioning, and will be continuing to work with providers and partners to consider innovative approaches to its contracting frameworks that will incentivise providers to deliver improved outcomes. Initially this will focus on diabetes and complex care. As a CCG we need to balance the need to improve and maintain quality with ensuring value for money and producing efficiencies. The NHS Right Care programme supports this approach, and NHS England and Public Health England are taking forward the Right Care approach through new programmes to ensure that it becomes embedded in the new commissioning and public health agendas for the NHS. BDCCG will continue to use and adopt the approach in 2016/17, focussing on clinical programmes and identify value opportunities, moving away from commissioning focused on organisational boundaries. Value exists where our health economy is an outlier and therefore will

6 yield the greatest improvement to clinical pathways. The CCG will deliver value to our population by reviewing available indicative data on quality, spend and outcome to highlight the top priorities and opportunities for transformation and improvement. These reforms will be those that give us the highest value healthcare improvement. The Right Care programme areas that offer the greatest opportunity in terms of both quality and spending are circulation disorders, genito urinary endocrine, musculoskeletal and mental health problems. A key element of improving the quality, outcome and value of the services we commission will be the improved use of technology and information. We expect over 2016/17 and future years to see an increasing use of technology to support both direct patient care and better efficiencies. We will expect any future service to have interoperability with other relevant services and that data sharing when appropriate is standard practice, so patients receive safe care and only have to give information once, rather than to every care provider. Tackling Inequalities BDCCG has acknowledged that the tackling of inequalities requires a targeted approach at some of the underlying determinants of poor health. Whilst some of this level of thinking is picked up in the commissioning of new models of care for diabetes and complex care, there is a significant shortfall in strategic attempts to address inequality. BDCCG will play a full and active part in partnership arrangements such as the health and Wellbeing Board and seek to leverage action to directly address the underlying causes of health inequalities. The approach to commissioning community based services through bodies such as the VCS is also being reviewed with the intention of securing local community and voluntary services as first base not as an unplanned recipient of non-recurrent resources and mainstream slippage. These services are core to our delivery of self-care and prevention and ultimately all our new models of care to achieve better population health outcomes. BDCCG wants to ensure that every contact counts to allow us to deliver health and wellbeing improvements to our population. Whichever part of the health service our patients come into contact with we want them to be supported to make improvements to their health. This will mean a focus on commissioning health improvement interventions rather than commissioning standard treatment options. For example, in 2016/17 we need to start thinking differently about how to tackle obesity issues, smoking in pregnancy, malnutrition in our children and young people, and improving the health and wellbeing of our population with mental health and learning disabilities. Financial Context In 2016/17 the CCG plans to spend just under 500 million on health care. The key areas of spend include services from acute hospitals, mental health, community services, primary care, and prescribing. However, there is also the need to identify cost saving opportunities. The QIPP Programme for 2016/17 will be based on intelligence led identification of opportunities and local discussions about prioritisation and utilisation of resources. With resources in Bradford health and social economy diminishing, the CCG is choosing an approach that targets areas where there is evidence of unwarranted variation in the CCG s benchmarked performance and one that builds upon existing service change initiatives and underpins our direction of change. At this stage the CCG has assessed its savings programme requirements for 2016/17 to be in the region of 10.5m although increased demand within elements of existing contracts suggests that this position could deteriorate.

7 In recognition of the constrained financial environment across Bradford s Health and Social Care system, difficult decisions will need to be explored around possible disinvestment from and decommissioning of services. The CCG with its partners will therefore be ensuring a clear and transparent process for this is in place, and stakeholders and patients are involved. Next steps The CCG recognises it has a significant programme of work and that choices will need to be taken in implementing commissioning intentions and determining the CCG s programme of work. The CCG will work with partners over the next year on our transformation programmes, shifting business as usual from our existing commissioning and provider delivery patterns to an accountable care approach.

Bristol CCG North Somerset CGG South Gloucestershire CCG. Draft Commissioning Intentions for 2017/2018 and 2018/2019

Bristol CCG North Somerset CGG South Gloucestershire CCG. Draft Commissioning Intentions for 2017/2018 and 2018/2019 Bristol CCG North Somerset CGG South Gloucestershire CCG Draft Commissioning Intentions for 2017/2018 and 2018/2019 Programme Area Key intention Primary and community care Sustainable primary care Implement

More information

Delivering the Forward View: NHS planning guidance 2016/ /21

Delivering the Forward View: NHS planning guidance 2016/ /21 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 December 2015 Delivering the Forward View: NHS planning guidance 2016/17 2020/21 Version number: 2 First published: 22 December 2015 Prepared

More information

2020 Objectives July 2016

2020 Objectives July 2016 ... 2020 Objectives July 2016 1 About NHS Improvement NHS Improvement is responsible for overseeing NHS foundation trusts, NHS trusts and independent providers. We offer the support these providers need

More information

Commissioning Plan v7 July 2016 Part One

Commissioning Plan v7 July 2016 Part One Commissioning Plan 2016-2020 v7 July 2016 Part One 1 final v7 July 2016 http://www.rotherhamccg.nhs.uk/ Contents Section Section Title Page Number 1 Introduction 4 1.1 About the Clinical Commissioning

More information

South Yorkshire & Bassetlaw Health and Care Working Together Partnership

South Yorkshire & Bassetlaw Health and Care Working Together Partnership South Yorkshire & Bassetlaw Health and Care Working Together Partnership Memorandum of Understanding Agreement Final Draft June 2017 1 Title Drafting coordinator Target Audience Version V 0.3 Memorandum

More information

Academic Health Science Network for the North East and North Cumbria Mental Health Programme. Elaine Readhead AHSN NENC Mental Health Programme Lead

Academic Health Science Network for the North East and North Cumbria Mental Health Programme. Elaine Readhead AHSN NENC Mental Health Programme Lead Academic Health Science Network for the North East and North Cumbria Mental Health Programme Elaine Readhead AHSN NENC Mental Health Programme Lead Background No health without mental health Five Year

More information

You said We did. Care Closer to home Acute and Community Care services. Commissioning Intentions Engagement for 2017/18

You said We did. Care Closer to home Acute and Community Care services. Commissioning Intentions Engagement for 2017/18 Commissioning Intentions Engagement for 2017/18 You said We did Care Closer to home Acute and Community Care services Top three priorities were: Shifting hospital services into the community Community

More information

DELIVERING THE LEFT SHIFT IN ACUTE ACTIVITY THE COMMUNITY MODEL

DELIVERING THE LEFT SHIFT IN ACUTE ACTIVITY THE COMMUNITY MODEL DELIVERING THE LEFT SHIFT IN ACUTE ACTIVITY THE COMMUNITY MODEL 1. Introduction The Strategic Outline Case (SOC) and subsequent developing Outline Business Case (OBC) for the reconfiguration of acute hospital

More information

A consultation on the Government's mandate to NHS England to 2020

A consultation on the Government's mandate to NHS England to 2020 A consultation on the Government's mandate to NHS England to 2020 October 2015 You may re-use the text of this document (not including logos) free of charge in any format or medium, under the terms of

More information

NHS Norwich CCG Operational Plan and

NHS Norwich CCG Operational Plan and NHS Norwich CCG Operational Plan 2017-18 and 2018-19 Commissioning NHS care for the people of Norwich 1 Release: V17 Final Date: 2016.01.11 Table of Contents Page 1 Introduction 4 2 National Background

More information

Council of Members. 20 January 2016

Council of Members. 20 January 2016 Council of Members 20 January 2016 Feedback on election process: Council of Members Chair and Deputy Chair Malcolm Hines, Chief Financial Officer Minutes of last meeting: 14 October 2015 Dr. Richard Proctor,

More information

Strategic overview: NHS system

Strategic overview: NHS system Strategic overview: NHS system Dr Keith Ridge, Chief Pharmaceutical Officer 1 November 2016 A collaborative approach Five Year Forward View Oct 2014 NHS planning guidance, Dec 2015: Every health and care

More information

Milton Keynes CCG Strategic Plan

Milton Keynes CCG Strategic Plan Milton Keynes CCG Strategic Plan 2012-2015 Introduction Milton Keynes CCG is responsible for planning the delivery of health care for its population and this document sets out our goals over the next three

More information

Northumberland, Tyne and Wear, and North Durham Draft Sustainability and Transformation Plan A summary

Northumberland, Tyne and Wear, and North Durham Draft Sustainability and Transformation Plan A summary Northumberland, Tyne and Wear, and North Durham Draft Sustainability and Transformation Plan A summary This summary has been prepared to aid understanding of the draft STP technical submission. Copies

More information

Suffolk & North East Essex STP Implementation Plan. 20 th October Draft

Suffolk & North East Essex STP Implementation Plan. 20 th October Draft Suffolk & North East Essex STP Implementation Plan 20 th October 2016 Draft 1 Executive Summary In Suffolk and North East Essex, the NHS, general practice and local government have come together to develop

More information

STP: Latest position. Developing and delivering the Humber, Coast and Vale Sustainability and Transformation Plan. July 2016

STP: Latest position. Developing and delivering the Humber, Coast and Vale Sustainability and Transformation Plan. July 2016 STP: Latest position Developing and delivering the Humber, Coast and Vale Sustainability and Transformation Plan July 2016 Who s involved? NHS Commissioners East Riding of Yorkshire CCG Hull CCG North

More information

Health and care in South Yorkshire and Bassetlaw. Sustainability and Transformation Plan a summary

Health and care in South Yorkshire and Bassetlaw. Sustainability and Transformation Plan a summary Health and care in South Yorkshire and Bassetlaw Sustainability and Transformation Plan a summary Introduction This is the summary version of the South Yorkshire and Bassetlaw Sustainability and Transformation

More information

Kingston Primary Care commissioning strategy Kingston Medical Services

Kingston Primary Care commissioning strategy Kingston Medical Services Kingston Primary Care commissioning strategy Kingston Medical Services Kathryn MacDermott Director of Planning and Primary Care Kathryn.macdermott@kingstonccg.nhs.uk kmacdermott@nhs.net 1 Contents 1. Introduction...

More information

EXECUTIVE SUMMARY... 1 HEALTH AND WELLBEING STRATEGY VISION... 2 ULTIMATE AIM... 3 DELIVERING THE VISION AND THE PRIORITIES... 4 FOCUS...

EXECUTIVE SUMMARY... 1 HEALTH AND WELLBEING STRATEGY VISION... 2 ULTIMATE AIM... 3 DELIVERING THE VISION AND THE PRIORITIES... 4 FOCUS... CONTENTS EXECUTIVE SUMMARY... 1 HEALTH AND WELLBEING STRATEGY VISION... 2 ULTIMATE AIM... 3 DELIVERING THE VISION AND THE PRIORITIES... 4 FOCUS... 6 WHAT WE WILL CONTINUE TO ACHIEVE THROUGH THE HEALTH

More information

Our next phase of regulation A more targeted, responsive and collaborative approach

Our next phase of regulation A more targeted, responsive and collaborative approach Consultation Our next phase of regulation A more targeted, responsive and collaborative approach Cross-sector and NHS trusts December 2016 Contents Foreword...3 Introduction...4 1. Regulating new models

More information

IOW Integrated Commissioning Intentions

IOW Integrated Commissioning Intentions Introduction IOW Integrated Commissioning Intentions 2017-19 This year as part of the Sustainability and Transformation Plan (STP) development, commissioners and providers have been working collectively

More information

Mental health and crisis care. Background

Mental health and crisis care. Background briefing February 2014 Issue 270 Mental health and crisis care Key points The Concordat is a joint statement, written and agreed by its signatories, that describes what people experiencing a mental health

More information

CCG authorisation: the role of medicines management

CCG authorisation: the role of medicines management May 2012 The NHS medicines bill for 2010 was 12.9 billion, of which secondary care costs accounted for 32%. Prescribing inflation in 2010 ran at 4.8% and it is estimated that around 14% of total CCG budgets

More information

London Councils: Diabetes Integrated Care Research

London Councils: Diabetes Integrated Care Research London Councils: Diabetes Integrated Care Research SUMMARY REPORT Date: 13 th September 2011 In partnership with Contents 1 Introduction... 4 2 Opportunities within the context of health & social care

More information

NHS Wirral CCG Operational Plan

NHS Wirral CCG Operational Plan NHS Wirral CCG Operational Plan 2017-19 Contents 1 Introduction 3 1.1 Background 3 1.2 Strategic Context 3 1.3 Health Economy Profile 4 1.4 Deprivation 5 1.5 Complex Patients 5 1.6 Health Summary for Wirral

More information

General Practice Commissioning Strategy Development

General Practice Commissioning Strategy Development General Practice Commissioning Strategy Development Katharine Denton (Wandsworth CCG) 3 December 2014 Version 5. 03.12.2014 1 1. Introduction Strong General Practice is at the heart of any high quality

More information

JOB DESCRIPTION. Joint Commissioning Manager for Older People s Residential Care and Nursing Homes

JOB DESCRIPTION. Joint Commissioning Manager for Older People s Residential Care and Nursing Homes JOB DESCRIPTION Job Title: Grade: Team: Accountable to: Joint Commissioning Manager for Older People s Residential Care and Nursing Homes HAY 14 / AfC 8b (indicative) Partnership Commissioning Team Head

More information

Delivering the Five Year Forward View Personalised Health and Care 2020

Delivering the Five Year Forward View Personalised Health and Care 2020 Paper Ref: NIB 0607-006 Delivering the Five Year Forward View Personalised Health and Care 2020 INTRODUCTION The Five Year Forward View set out a clear direction for the NHS showing why change is needed

More information

Knowledge for healthcare: A briefing on the development framework

Knowledge for healthcare: A briefing on the development framework Developing people for health and healthcare Knowledge for healthcare: A briefing on the development framework for NHS library and knowledge services in England 2015-2020 Library and Knowledge Services

More information

Direct Commissioning Assurance Framework. England

Direct Commissioning Assurance Framework. England Direct Commissioning Assurance Framework England NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human Resources

More information

Equality and Health Inequalities Strategy

Equality and Health Inequalities Strategy Equality and Health Inequalities Strategy 1 Schematic of the Equality and Health Inequality Strategy Improving Lives: People and Patients Listening and Learning Gaining Knowledge Making the System Work

More information

Living With Long Term Conditions A Policy Framework

Living With Long Term Conditions A Policy Framework April 2012 Living With Long Term Conditions A Policy Framework Living with Long Term Conditions Contents Page Number Minister s Foreword 3 Introduction 4 Principles 13 Chapter 1 Working in partnership

More information

The Sheffield Mental Health Transformation Programme

The Sheffield Mental Health Transformation Programme The Sheffield Mental Health Transformation Programme Governing Body meeting 11 January 2018 C Author(s) Sponsor Director Purpose of Paper Jim Millns, Deputy Director of Mental Health Transformation and

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST CHIEF EXECUTIVE S BRIEFING BOARD OF DIRECTORS 16 NOVEMBER 2016

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST CHIEF EXECUTIVE S BRIEFING BOARD OF DIRECTORS 16 NOVEMBER 2016 B SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST CHIEF EXECUTIVE S BRIEFING BOARD OF DIRECTORS 16 NOVEMBER 2016 1. Integrated Performance Report The Integrated Performance Report is attached at Appendix

More information

GOVERNING BODY MEETING in Public 29 November 2017 Agenda Item 5.4

GOVERNING BODY MEETING in Public 29 November 2017 Agenda Item 5.4 GOVERNING BODY MEETING in Public 29 November 2017 Paper Title Paper Author Jacki Wilkes Associate Director of Commissioning Redesign of adult and older peoples specialist mental health services pre-consultation

More information

South East London: Sustainability and Transformation Plan

South East London: Sustainability and Transformation Plan South East London: Sustainability and Transformation Plan 21 October 2016 Key information details Name of footprint and no: South east London; no. 30 Region: South east London (Bexley; Bromley; Greenwich;

More information

NES NES/17/25 Item 8a (Enclosure) March 2017 NHS Education for Scotland Board Paper Summary 1. Title of Paper 2. Author(s) of Paper

NES NES/17/25 Item 8a (Enclosure) March 2017 NHS Education for Scotland Board Paper Summary 1. Title of Paper 2. Author(s) of Paper NES Item 8a March 2017 NES/17/25 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper NHS Education for Scotland Local Delivery Plan (LDP) 2017-18. 2. Author(s) of Paper Donald

More information

A Draft Health and Care Workforce Strategy for consultation

A Draft Health and Care Workforce Strategy for consultation A Draft Health and Care Workforce Strategy for consultation What is it? First system-wide workforce strategy for 25 years Covers health and carers, self-care and volunteers Includes social care facts and

More information

Cambridgeshire and Peterborough Sustainability and Transformation Plan / Fit for the Future Programme. Frequently Asked Questions Second Edition

Cambridgeshire and Peterborough Sustainability and Transformation Plan / Fit for the Future Programme. Frequently Asked Questions Second Edition Cambridgeshire and Peterborough Sustainability and Transformation Plan / Fit for the Future Programme Frequently Asked Questions Second Edition Contents Introduction to the Sustainability and Transformation

More information

Vanguard Programme: Acute Care Collaboration Value Proposition

Vanguard Programme: Acute Care Collaboration Value Proposition Vanguard Programme: Acute Care Collaboration Value Proposition 2015-16 November 2015 Version: 1 30 November 2015 ACC Vanguard: Moorfields Eye Hospital Value Proposition 1 Contents Section Page Section

More information

Halton. Local system review report Health and Wellbeing Board. Background and scope of the local system review. The review team

Halton. Local system review report Health and Wellbeing Board. Background and scope of the local system review. The review team Halton Local system review report Health and Wellbeing Board Date of review: 21-25 August 2017 Background and scope of the local system review This review has been carried out following a request from

More information

Urgent Treatment Centres Principles and Standards

Urgent Treatment Centres Principles and Standards Urgent Treatment Centres Principles and Standards July 2017 NHS England INFORMATION READER BOX Directorate Medical Operations and Information Specialised Commissioning Nursing Trans. & Corp. Ops. Commissioning

More information

NHS Trafford Clinical Commissioning Group (CCG) Annual General Meeting(AGM) 26th September

NHS Trafford Clinical Commissioning Group (CCG) Annual General Meeting(AGM) 26th September RIGHT CARE RIGHT TIME RIGHT PLACE NHS Trafford Clinical Commissioning Group (CCG) Annual General Meeting(AGM) 26th September 2017 Introduction Matt Colledge Chair Introduction Trafford Clinical Commissioning

More information

Commissioning for quality and innovation (CQUIN): 2014/15 guidance. February 2014

Commissioning for quality and innovation (CQUIN): 2014/15 guidance. February 2014 Commissioning for quality and innovation (CQUIN): 2014/15 guidance February 2014 1 NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning

More information

SOMERSET SUSTAINABILITY AND TRANSFORMATION PLAN /21

SOMERSET SUSTAINABILITY AND TRANSFORMATION PLAN /21 Somerset s Blueprint for Accelerating the Implementation of the Five Year Forward View Technical Submission - 21 st October 2016 Somerset Footprint no. 38 South Region SOMERSET SUSTAINABILITY AND TRANSFORMATION

More information

CONSULTATION ON THE RE-PROCUREMENT OF THE NHS DIABETES PREVENTION PROGRAMME - FOR PRIMARY CARE AND LOCAL HEALTH ECONOMIES

CONSULTATION ON THE RE-PROCUREMENT OF THE NHS DIABETES PREVENTION PROGRAMME - FOR PRIMARY CARE AND LOCAL HEALTH ECONOMIES CONSULTATION ON THE RE-PROCUREMENT OF THE NHS DIABETES PREVENTION PROGRAMME - FOR PRIMARY CARE AND LOCAL HEALTH ECONOMIES Background: 5 million people in England are at high risk of developing Type 2 diabetes,

More information

RCPsych Summary/Briefing. NHS England Five Year Forward View (http://www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf)

RCPsych Summary/Briefing. NHS England Five Year Forward View (http://www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf) RCPsych Summary/Briefing NHS England Five Year Forward View (http://www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf) Note: the following is not exhaustive, and reading relevant sections of the

More information

Dudley Clinical Commissioning Group. Commissioning Intentions Black Country Partnerships NHS Foundation Trust

Dudley Clinical Commissioning Group. Commissioning Intentions Black Country Partnerships NHS Foundation Trust Appendix 3 Dudley Clinical Commissioning Group Commissioning Intentions Black Country Partnerships NHS Foundation Trust 2013/2014 1 Strategy and Context Our Commissioning Intentions indicate to our current

More information

South East Essex. Discharge to Assess Strategy

South East Essex. Discharge to Assess Strategy South East Essex Discharge to Assess Strategy 2018-2020 Version 3.5 27 th March 2018 Document Control: Revision: Name Date: Version 2.0 Shirley Regan 12 December 2017 Version 2.1 Amendments-Paul 19 December

More information

Healthy Wirral Vanguard New Care Model Value Proposition th February 2016

Healthy Wirral Vanguard New Care Model Value Proposition th February 2016 Healthy Wirral Vanguard New Care Model Value Proposition 2016-17 8 th February 2016 1 Contents Section Page(s) Introduction and Strategic context Page 3 High level Programme Overview Page 4 Enablers: Cross

More information

QUALITY STRATEGY

QUALITY STRATEGY NHS Nene and NHS Corby Clinical Commissioning Groups QUALITY STRATEGY 2017-2021 Approved: By the Joint Quality Committee on 11 April 2017 Ratified: By the NHS Corby Clinical Commissioning Group on 25 April

More information

A guide to NHS Bexley Clinical Commissioning Group

A guide to NHS Bexley Clinical Commissioning Group A guide to NHS Bexley Clinical Commissioning Group Everything you need to know about how local healthcare in Bexley is planned, bought and monitored. 1 Welcome to NHS Bexley Clinical Commissioning Group

More information

Sustainability and transformation plans in London

Sustainability and transformation plans in London Sustainability and transformation plans in London An independent analysis of the October 2016 STPs (completed in March 2017) Authors Chris Ham Hugh Alderwick Nigel Edwards Sally Gainsbury September 2017

More information

Alison Jamson, Head of Quality & Clinical Standards NHSMK&N Commissioning Support Hub

Alison Jamson, Head of Quality & Clinical Standards NHSMK&N Commissioning Support Hub Enc 11/10f Subject: Meeting: NHSMK CQUIN Schemes MK Commissioning Board Date of Meeting: 13 December 2011 Report of: Alison Jamson, Head of Quality & Clinical Standards NHSMK&N Commissioning Support Hub

More information

How to use NICE guidance to commission high-quality services

How to use NICE guidance to commission high-quality services How to use NICE guidance to commission high-quality services Acknowledgement We are grateful to the many organisations and individuals who have contributed to the development of this guide. A list of these

More information

Humber, Coast and Vale STP STP Submission v st October 2016

Humber, Coast and Vale STP STP Submission v st October 2016 Humber, Coast and Vale STP STP Submission v2.0 21 st October 2016 Foreword Our vision for the Humber, Coast and Vale Sustainability & Transformation Plan (STP) is to be seen as a health and care system

More information

MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY

MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 25 th January 2018 Agenda No: 7.2 Attachment: 7 Title of Document: Acute Sustainability at Epsom & St Helier University Hospitals NHS

More information

October 2016 Submission V1.4

October 2016 Submission V1.4 Norfolk and Waveney STP October 2016 Submission V1.4 Contents Executive Summary 3 Developing the Norfolk & Waveney STP 5 STP Plan on a Page 6 Progress Since June 7 System Priorities 8 Setting Our Priorities

More information

RESPONSE TO RECOMMENDATIONS FROM THE HEALTH & SOCIAL CARE COMMITTEE: INQUIRY INTO ACCESS TO MEDICAL TECHNOLOGIES IN WALES

RESPONSE TO RECOMMENDATIONS FROM THE HEALTH & SOCIAL CARE COMMITTEE: INQUIRY INTO ACCESS TO MEDICAL TECHNOLOGIES IN WALES Recommendations 1, 2, 3 1. That the Minister for Health and Social Services should, as a matter of priority, identify means by which a more strategic, coordinated and streamlined approach to medical technology

More information

Improving Patient Experience

Improving Patient Experience Improving Patient Experience Quality Committee deep dive July 2016 Sasha Bhat head of engagement and experience NHS Bradford City and Districts Clinical Commissioning Groups sasha.bhat@bradford.nhs.uk

More information

Mental Health Crisis Pathway Analysis

Mental Health Crisis Pathway Analysis Mental Health Crisis Pathway Analysis Contents Data sources Executive summary Mental health benchmarking project (Provider) Access Referrals Caseload Activity Workforce Finance Quality Urgent care benchmarking

More information

The Community Based Target Model

The Community Based Target Model 1 The Community Based Target Model Integrated Single System Leadership and Management The Core (as a minimum all LCNs should encompass) Working with High Impact Changes Lambeth Serving geographically coherent

More information

Agreement between: Care Quality Commission and NHS Commissioning Board

Agreement between: Care Quality Commission and NHS Commissioning Board Agreement between: Care Quality Commission and NHS Commissioning Board January 2013 1 Joint Statement This agreement sets out the strategic intent and commitment for the Care Quality Commission (CQC) and

More information

A. Commissioning for Quality and Innovation (CQUIN)

A. Commissioning for Quality and Innovation (CQUIN) A. Commissioning for Quality and Innovation (CQUIN) CQUIN Table 1: Summary of goals Total fund available: 3,039,000 (estimated, based on 2015/16 baseline) Goal Number 1 2 3 4 5 Goal Name Description of

More information

SCOTTISH AMBULANCE SERVICE LOCAL DELIVERY PLAN

SCOTTISH AMBULANCE SERVICE LOCAL DELIVERY PLAN SCOTTISH AMBULANCE SERVICE 2014-15 LOCAL DELIVERY PLAN Scottish Ambulance Service National Headquarters Gyle Square 1 South Gyle Crescent Edinburgh EH12 9EB 14 March 2014 1 List of Contents Section 1:

More information

NHS GRAMPIAN. Local Delivery Plan - Mental Health and Learning Disability Services

NHS GRAMPIAN. Local Delivery Plan - Mental Health and Learning Disability Services NHS GRAMPIAN Board Meeting 01.06.17 Open Session Item 8 Local Delivery Plan - Mental Health and Learning Disability Services 1. Actions Recommended The Board is asked to: Note the context regarding the

More information

Briefing paper on Systems, Not Structures: Changing health and social care, and Health and Wellbeing 2026: Delivering together

Briefing paper on Systems, Not Structures: Changing health and social care, and Health and Wellbeing 2026: Delivering together Briefing paper on Systems, Not Structures: Changing health and social care, and Health and Wellbeing 2026: Delivering together Judith Cross Head of policy and committee services November 2016 Briefing

More information

Crisis Care The National Context and Crisis Care Concordat.

Crisis Care The National Context and Crisis Care Concordat. 1 NHS Presentation to [XXXX Company] [Type Date] Crisis Care The National Context and Crisis Care Concordat. Dr. Geraldine Strathdee, National Clinical Director for Mental Health..@DrG_NHS CORC April 2015

More information

Southwark s Primary and Community Care Strategy

Southwark s Primary and Community Care Strategy Southwark s Primary and Community Care Strategy 2013/2014 2017/2018 Southwark Primary and Community Care Strategy 2013/2014 2017/2018 Table of Contents Section Page Number Executive Summary 3 1. Introduction,

More information

NHS England (London region) End of Life Care Commissioners Checklist King s Fund

NHS England (London region) End of Life Care Commissioners Checklist King s Fund Date NHS England (London region) End of Life Care Commissioners Checklist King s Fund 22.9.16 Caroline Stirling, Clinical Director, End of Life Care, NHS England (London region) EOLC Lead, UCLPartners

More information

Hull 2020 NHS Hull CCG Strategic Plan 2014/15 to 2019/20

Hull 2020 NHS Hull CCG Strategic Plan 2014/15 to 2019/20 Hull 2020 NHS Hull CCG Strategic Plan 2014/15 to 2019/20 Date June 2014 Hull 2020 CCG Strategy 1 Document Control Sheet Programme Hull 2020 Document Title CCG Strategy Version Draft 0.6 Project Reference

More information

Telford and Wrekin Clinical Commissioning Group. Prospectus 2013/2014

Telford and Wrekin Clinical Commissioning Group. Prospectus 2013/2014 Telford and Wrekin Clinical Commissioning Group Prospectus 2013/2014 Who we are Telford and Wrekin Clinical Commissioning Group (CCG) is responsible for healthcare in the Telford and Wrekin area. We Plan

More information

Bolton s 5 Year Plan for Reform (Locality Plan)

Bolton s 5 Year Plan for Reform (Locality Plan) Bolton s 5 Year Plan for Reform (Locality Plan) Moving from Planning to Delivery Final Draft Version 1.2 31 st October 2016 Page 1 Contents Section Section Title Page 1.0 Executive Summary 4 2.0 Bolton

More information

BETTER CARE FUND UPDATE

BETTER CARE FUND UPDATE MEETING DATE: 13 February 2014 AGENDA ITEM NUMBER: Item 6.2 AUTHOR: JOB TITLE: DEPARTMENT: Caroline Briggs Director of Commissioning NHS North Lincolnshire CCG REPORT TO THE CLINICAL COMMISSIONING GROUP

More information

Oxfordshire Clinical Commissioning Group: Annual Public meeting

Oxfordshire Clinical Commissioning Group: Annual Public meeting Oxfordshire Oxfordshire Clinical Commissioning Group: Annual Public meeting Dr Joe McManners Clinical Chair 28 September 2017 Agenda Oxfordshire Review of the year: 2016 / 2017 Financial Accounts Bicester

More information

The New NHS What does this mean for the patient pathway?

The New NHS What does this mean for the patient pathway? The New NHS What does this mean for the patient pathway? Jesme Fox In general, Patients haven t noticed yet! Much anxiety / suspicion about quality of NHS care (Mid Staffs etc...) Focus should be on clinical

More information

Northumberland, Tyne and Wear, and North Durham Sustainability and Transformation Plan DRAFT

Northumberland, Tyne and Wear, and North Durham Sustainability and Transformation Plan DRAFT Northumberland, Tyne and Wear, and North Durham Sustainability and Transformation Plan 1 The Northumberland Tyne and Wear and North Durham (NTWND) STP The Northumberland Tyne and Wear and North Durham

More information

INTEGRATION TRANSFORMATION FUND

INTEGRATION TRANSFORMATION FUND MEETING DATE: 12 December 2013 AGENDA ITEM NUMBER: Item 6.6 AUTHOR: JOB TITLE: DEPARTMENT: Caroline Briggs Director of Commissioning NHS North Lincolnshire Clinical Commissioning Group REPORT TO THE CLINICAL

More information

NICE guideline Published: 22 September 2017 nice.org.uk/guidance/ng74

NICE guideline Published: 22 September 2017 nice.org.uk/guidance/ng74 Intermediate care including reablement NICE guideline Published: 22 September 2017 nice.org.uk/guidance/ng74 NICE 2017. All rights reserved. Subject to Notice of rights (https://www.nice.org.uk/terms-and-conditions#notice-ofrights).

More information

Nursing Strategy Nursing Stratergy PAGE 1

Nursing Strategy Nursing Stratergy PAGE 1 Nursing Strategy 2016-2021 Nursing Stratergy 2016-2021 PAGE 1 2 PAGE Nursing Stratergy 2016-2021 foreword Welcome to Greater Manchester West Mental (GMW) Health NHS Trust s Nursing Strategy. This document

More information

NEXT STEPS ON THE FIVE YEAR FORWARD VIEW: NHS PROVIDERS ON THE DAY BRIEFING

NEXT STEPS ON THE FIVE YEAR FORWARD VIEW: NHS PROVIDERS ON THE DAY BRIEFING 31 March 2017 NEXT STEPS ON THE FIVE YEAR FORWARD VIEW: NHS PROVIDERS ON THE DAY BRIEFING This briefing is a NHS Providers summary of the Next Steps on the NHS Five Year Forward View document (FYFVNS for

More information

Central Lancashire Local Delivery Plan 2016/ /21

Central Lancashire Local Delivery Plan 2016/ /21 Central Lancashire Local Delivery Plan 2016/17 2020/21 1 Contents 1. Introduction and context 2. Our priorities 3. The health and wellbeing gap 4. The care and quality gap 5. Financial challenges, gap

More information

Improving General Practice for the People of West Cheshire

Improving General Practice for the People of West Cheshire Improving General Practice for the People of West Cheshire Huw Charles-Jones (GP Chair, West Cheshire Clinical Commissioning Group) INTRODUCTION There is a growing consensus that the current model of general

More information

Mental Health Crisis and Acute Care: NHS England s national programme

Mental Health Crisis and Acute Care: NHS England s national programme Mental Health Crisis and Acute Care: NHS England s national programme Bobby Pratap, Project Manager, Crisis and Acute Mental Health Care, NHS England Sarah Khan, Deputy Head of Mental Health, NHS England

More information

GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD

GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD GREATER MANCHESTER HEALTH AND SOCIAL CARE STRATEGIC PARTNERSHIP BOARD 10 Date: 28 October 2016 Subject: Report of: Assurance Framework (including Performance Dashboard) Jon Rouse and Nicky O Connor PURPOSE

More information

National Primary Care Cluster Event ABMU Health Board 13 th October 2016

National Primary Care Cluster Event ABMU Health Board 13 th October 2016 National Primary Care Cluster Event ABMU Health Board 13 th October 2016 1 National Primary Care Cluster Event - ABMU Health Board Introduction The development of primary and community services is a fundamental

More information

Local Delivery Plan Guidance 2016/17

Local Delivery Plan Guidance 2016/17 The Scottish Government Directorate for Health Performance & Delivery Dear Colleague Local Delivery Plan Guidance 2016/17 Summary The LDP Guidance 2016-17 sets out the performance contract between the

More information

Isle of Wight Clinical Commissioning Group OPERATIONAL PLAN FINAL FOR SUBMISSION 23 DECEMBER 2016

Isle of Wight Clinical Commissioning Group OPERATIONAL PLAN FINAL FOR SUBMISSION 23 DECEMBER 2016 Isle of Wight Clinical Commissioning Group OPERATIONAL PLAN 2017-2019 FINAL FOR SUBMISSION 23 DECEMBER 2016 1 Contents 1. Plan on a Page... 3 2. Executive Summary... 4 3. Our Challenges... 6 4. Isle of

More information

Consultant Radiographers Education and CPD 2013

Consultant Radiographers Education and CPD 2013 Consultant Radiographers Education and CPD 2013 Consultant Radiographers Education and Continuing Professional Development Background Although consultant radiographer posts are relatively new to the National

More information

Refreshing NHS Plans. for 2018/19. Published by NHS England and NHS Improvement

Refreshing NHS Plans. for 2018/19. Published by NHS England and NHS Improvement Refreshing NHS Plans for 2018/19 Published by NHS England and NHS Improvement Refreshing NHS plans for 2018/19 Version number: 1.0 First published: February 2018 Prepared by: NHS England and NHS Improvement

More information

MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 25 January 2018

MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 25 January 2018 MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 25 January 2018 Agenda No: 7.1 Attachment: 6 Title of Document: South West London Health & Care Partnership one year on Report Author:

More information

Welcome. Mary Dowling Chair NHS Fylde and Wyre Clinical Commissioning Group

Welcome. Mary Dowling Chair NHS Fylde and Wyre Clinical Commissioning Group Welcome Mary Dowling Chair NHS Fylde and Wyre Clinical Commissioning Group Review of the Year Wendy Swift Chief Executive (Interim) Blackpool Teaching Hospitals NHS Foundation Trust Dr Amanda Doyle OBE

More information

OPERATIONAL PLANNING & CONTRACTING PLANNING GUIDANCE ON THE DAY BRIEFING

OPERATIONAL PLANNING & CONTRACTING PLANNING GUIDANCE ON THE DAY BRIEFING 22 September Month 2016 2017-2019 OPERATIONAL PLANNING & CONTRACTING PLANNING GUIDANCE ON THE DAY BRIEFING Today the national bodies NHS England (NHSE) and NHS Improvement (NHSI) have published their planning

More information

North West London Sustainability and Transformation Plan Summary

North West London Sustainability and Transformation Plan Summary North West London Sustainability and Transformation Plan Summary Being well, living well: a sustainability and transformation plan for North West London November 2016 Have your say We want to hear your

More information

8.1 NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CLINICAL SERVICES REVIEW CONSULTATION OPTIONS. Date of the meeting 18/05/2016

8.1 NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CLINICAL SERVICES REVIEW CONSULTATION OPTIONS. Date of the meeting 18/05/2016 NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CLINICAL SERVICES REVIEW CONSULTATION OPTIONS Date of the meeting 18/05/2016 Author Sponsoring Clinician Purpose of Report Recommendation

More information

Psychological Therapies for Depression and Anxiety Disorders in People with Longterm Physical Health Conditions or with Medically Unexplained Symptoms

Psychological Therapies for Depression and Anxiety Disorders in People with Longterm Physical Health Conditions or with Medically Unexplained Symptoms Psychological Therapies for Depression and Anxiety Disorders in People with Longterm Physical Health Conditions or with Medically Unexplained Symptoms Guide for setting up IAPT-LTC services 1. Aims The

More information

Quality Strategy. CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July Head of Clinical Quality & Patient Safety

Quality Strategy. CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July Head of Clinical Quality & Patient Safety Quality Strategy Document Document Status Equality Impact Assessment Draft None Document Ratified/ CCG Executive, Quality Safety and Risk Committee Approved by Date Issued July 2016 Review Date September

More information

Developing an outcomes-based approach in mental health. The policy context

Developing an outcomes-based approach in mental health. The policy context briefing December 2011 Issue 231 Developing an outcomes-based approach in mental health Key points A new Mental Health Network report explores the issue of outcome measurement in mental health. The report

More information

MOVING FORWARD TOGETHER: NHS GGC S HEALTH AND SOCIAL CARE TRANSFORMATIONAL STRATEGY PROGRAMME

MOVING FORWARD TOGETHER: NHS GGC S HEALTH AND SOCIAL CARE TRANSFORMATIONAL STRATEGY PROGRAMME NHS Greater Glasgow & Clyde NHS Board Meeting Chief Executive and Medical Director 17 October 2017 Paper No: 17/52 MOVING FORWARD TOGETHER: NHS GGC S HEALTH AND SOCIAL CARE TRANSFORMATIONAL STRATEGY PROGRAMME

More information

Implementation of the right to access services within maximum waiting times

Implementation of the right to access services within maximum waiting times Implementation of the right to access services within maximum waiting times Guidance for strategic health authorities, primary care trusts and providers DH INFORMATION READER BOX Policy HR / Workforce

More information