1 Vanguard Programme: Acute Care Collaboration Value Proposition November 2015 Version: 1 30 November 2015
2 ACC Vanguard: Moorfields Eye Hospital Value Proposition 1 Contents Section Page Section 1: Introduction 2 Section 2: Our context 3 Section 3: Vanguard Aims, Outputs and Logic Model 7 Section 4: Our programme 10 Section 5: Our proposed support package 15 Section 6: Summary and conclusion 17
3 ACC Vanguard: Moorfields Eye Hospital Value Proposition 2 Section 1: Introduction Moorfields Eye Hospital NHS Foundation Trust Moorfields is the leading provider of eye health services in the UK and a world-class centre of excellence for ophthalmic research and education. Our main focus is the treatment and care of NHS patients with a wide range of eye problems, from common complaints to rare conditions that require treatment not available elsewhere in the UK. Our unique patient case-mix and the number of people we treat mean that our clinicians have expertise in discrete ophthalmic sub-specialties. In 2014/15 we saw over half a million patients in our outpatient services and carried out almost 40,000 surgical procedures, making Moorfields the largest ophthalmic provider in the UK. We also provided care to 96,000 patients in our A&E department. We treat people in 23 locations in and around London, which enables us to provide expert treatment closer to patients homes. We also operate commercial divisions that provide care to private patients in both London and the Middle East. Moorfields innovative approach to delivering care across multiple satellite sites has been explicitly referenced in recent national policy. The Five Year Forward View highlighted the benefits of our model in helping to sustain local hospital services and enable smaller hospitals to remain viable. The Dalton Review categorised our approach as a contractual arrangement which it described as a service-level chain. More recently, the model has been cited as an example of franchising or networked care. Terminology will be important as we seek to describe the models that could be replicated across the NHS. In this Value Proposition we use the term networked care to describe the generic model of collaboration between providers, and the term satellite model to describe the approach currently delivered by MEH. Rationale for our vanguard Acute hospitals are facing increasing challenges to deliver safe and cost effective care, especially in smaller clinical specialties such as ophthalmology which often lack the benefits of scale in a local setting. In the absence of critical mass of patient numbers or specialty workforce, provision of care may become clinically or financially unsustainable. These difficulties are often compounded by competition generated by local commissioners and other providers. Moorfields has developed a satellite model that provides clinically and financially sustainable local access to high quality ophthalmic care, and a sustainable model of specialist treatment. We believe that the Moorfields satellite network model has potential replicability across the acute healthcare system and a key part of our vanguard will be to gather data to test this view. The aim of our vanguard is to consolidate our learning in delivering networked care, so that we, and the wider NHS, can develop a clear understanding of when and how this New Model of Care can enable acute hospitals to become clinically and financially sustainable. We want to describe what good looks like for networked care and how it can be implemented successfully across the NHS
4 ACC Vanguard: Moorfields Eye Hospital Value Proposition 3 Section 2: Our context: ophthalmology as a case study of the sustainability challenge Ophthalmology in the NHS has a particular set of sustainability and quality challenges. It is a small specialty in the overall context of an acute hospital where small volumes of sub-specialty care mean there are critical mass issues, an older population who want and need local access to treatment and a market in which cataract as well as other profitable ophthalmic treatment is delivered by many competitors. These issues are exacerbated by commissioning approaches to driving down cost which lead to provider competition and further fragmentation of services. Ophthalmology is rarely a high strategic priority specialty in acute hospitals (apart from when defending a tender to remove profitable elective services). Commissioners have focused on tendering ambulatory services to save money, which can result in a proliferation of sub-scale, poorly coordinated and unsustainable services without a plan to support chronic care, specialist or complex ophthalmology services. We need to review our current network, understand and standardise best clinical, operational and commercial practice. This will inform how we should further develop our network of eye care services and how we can support development of sustainable, high quality services. Moorfields was an early adopter of the principle that where appropriate clinical services should be provided within local communities, establishing high quality local eye centres where possible. We are recognised as an exemplar of a specialist provider working in a new and innovative way to deliver local services to residents outside of the acute hospital environment. Over time our reach has extended and we now treat people in 23 locations in and around London, as new localities and providers select us as their partner to provide their local eye care services, which enables us to provide expert treatment closer to patients homes. These services are organised as follows: Central base: District hubs: Satellite surgical centres: Satellite sites: our central London hospital on City Road provides comprehensive general and specialist outpatient, diagnostic and surgical services, emergency surgery and a 24-hour A&E. co-located with general hospital services our five district hubs provide comprehensive outpatient and diagnostic care as well as more complex eye surgery. our five satellite surgical centres provide more complex outpatient and diagnostic services alongside daycase surgery for the local area. we also have an additional seven satellite sites where the clinics focus predominantly on outpatient and diagnostic services in community-based locations closer to patients homes. Partnerships/Network models: Moorfields offers medical and professional support to four eye services managed by other organisations secondary and smaller primary care organisations working within high street optician practices.
5 ACC Vanguard: Moorfields Eye Hospital Value Proposition 4
6 ACC Vanguard: Moorfields Eye Hospital Value Proposition 5 Our satellite network model and site relationships The figure opposite illustrates the current Moorfields Eye Hospital satellite network model, the types of services provides and the relationships between sites, which are structured around 6 district hubs. The Moorfields network has grown in a largely unplanned way, through commissioner and provider requests. We recognise that our organic growth has often been responsive to individual organisational contexts. As a result our approach to assessing each new business opportunity and implementing our service-level chain model has not been standardised. We have been approached by several other organisations to provide advice to their eye units, including some who explicitly request implementation of the model. We recognise that extending our service-level chain model is not appropriate in all circumstances and therefore tailor our input. As a result, we also have extensive experience of providing advice and consultancy to partner organisations. There is clinical and managerial consensus that we would benefit from standardising our approach to assessing new business opportunities and implementing our service-level chain model. Some progress has been made in codifying our clinical pathways as well as developing an opportunity analysis toolkit.
7 ACC Vanguard: Moorfields Eye Hospital Value Proposition 6 Wider applicability of the Moorfields satellite network model across the NHS The issues described above in relation to ophthalmology are often applicable to other clinical specialties. The pressures facing smaller district general hospitals are often complex. It is increasingly difficult for these organisations to afford to deliver high quality care across all clinical specialties and sub-specialties. Understandably, smaller clinical specialties are rarely a high strategic or operational priority in such hospitals. The sustainability of some smaller clinical services can be called into question by a range of factors which relate to the size and scale of the service; Low patient volumes This will often mean an organisation is not able to provide a full range of sub-specialty expertise, resulting in patients being referred to another provider for more complex diagnosis or treatment. This can mean patients wait longer for treatment as well as travelling further to access care. Low patient volumes for certain conditions can be associated with poorer outcomes. Isolated and vulnerable workforce Any service which requires specialist staff to deliver complex care on a small scale is placing pressure on their workforce. There are limitations on the peer support available for clinicians (including training and clinical case review), issues of deskilling and the sustainability of the service during planned and unplanned staff absence is also called into question. This can impact on professional development as well as the quality of care provided. Investment in capital equipment. For equipment intensive specialties, it can be difficult for smaller organisations to justify the financial investment in specialist equipment. Despite these challenges, patient and commissioner expectation is that wherever possible a comprehensive range of services should continue to be provided locally. It is important to note that whilst delivering networked care can present a solution to many of these issues it can also create new challenges to safety and the balance between standardisation and local flexibility. Through our vanguard programme we will surface and examine these issues. Opportunistic commissioning and provider competition can create barriers to transforming services as the driver tends to be favour finance over sustainability and competition over coordination. Without a plan to adequately fund and develop specialist and tertiary services, the proliferation of these sub-scale and potentially unsustainable services is taking no account of the impact this is likely to have in the longer term. The aim of our vanguard is to consolidate our learning in delivering networked care, so that we, and the wider NHS, can develop a clear understanding of when and how this New Model of Care can support hospitals in becoming clinically and financially sustainable.
8 ACC Vanguard: Moorfields Eye Hospital Value Proposition 7 Section 3: Vanguard aims and outputs What are we trying to achieve? We want to consolidate our learning in delivering networked care so that: the NHS can develop a clear understanding of: (a) when and how this new model of care can support acute hospitals in becoming clinically and financially sustainable (b) the implications of extending models of networked care more widely across the service we, as Moorfields Eye Hospital, can deliver sustainable ophthalmology services that meet the needs of local populations and are delivered in an effective network We have identified three long term impacts that our Vanguard programme will deliver; 1. Patients will have greater access to locally delivered, clinically sustainable services 2. Acute hospitals will become more sustainable by working with partners in a network model(s) 3. Networked care will be supported by effective and sustainable governance structures, underpinned by a strong organisational culture We want to undertake further analysis of the factors that make us more effective in some settings. We re keen to learn what makes the biggest difference for patients, staff and partner organisations in getting things right first time when establishing a service in a new setting. By learning from the experience of other NHS organisations, as well as our own, we will codify the optimal approach to establishing and sustaining a service-level chain model. This will enable the NHS to implement such models at pace and scale, realising the benefits of clinical and financial sustainability across the system more quickly. We will undertake a comprehensive assessment of the opportunities and risks associated with an extended networked care model, learning from our own and others experience. This will consider both increasing the number of satellite sites as well as widening the geographic reach of the organisation. We will describe, evaluate and share the learning from our work so that it can be replicated and used across the NHS.
9 ACC Vanguard: Moorfields Eye Hospital Value Proposition 8 The outputs of our work Our programme will deliver four key outputs, which will deliver benefits for the wider NHS, and for Moorfields Eye Hospital; The critical success factors that need to be in place across a network in order for it to succeed. A toolkit that codifies best practice in establishing the need for and implementing networked care A publication outlining how the models of networked care can be extended whilst still delivering clinically and financially sustainable services Analysis of how networked care can be responsive to the needs of local populations whilst delivering consistent quality and service From our experience to date, we anticipate that this will include recommendations on how to; Ensure consistent quality of care (including clinical outcomes, safety and patient experience) across multiple sites Deliver a sustainable workforce model Develop equitable educational and research opportunities for staff and patients Maintain effective partnership working with numerous providers and commissioners Protect organisational reputation Sustain the local delivery of subspecialist activity in a way which is both clinically and financially viable Balance the need to centralise (to achieve standardisation) and devolve (to achieve localisation) For the wider NHS our programme will deliver a description of what good looks like for networked care, a toolkit than can be used to establish successful models of networked care in other locations, and a summary of the implications of extending models of networked care more widely across the NHS. The analysis will be available to inform national policy development and implementation in relation to viable smaller hospitals. For Moorfields Eye Hospital these outputs and the wider vanguard programme will enable us to determine the next phase of our network plan, including: where we should provide services in the future, how we can work with stakeholders to plan for all of the eye care for a population, how we should partner and work with other providers, the governance arrangements required for high quality services across growing and dispersed networks, and the organisational structures that can support this new model of care to be high performing, with a good culture and good reputation.
10 ACC Vanguard: Moorfields Eye Hospital Value Proposition 9
11 ACC Vanguard: Moorfields Eye Hospital Value Proposition 10 Section 4: Our Programme Overview of our approach The figure below provides an overview of our programme.
12 ACC Vanguard: Moorfields Eye Hospital Value Proposition 11 Programme Activities In order to create the outputs described in section 3 of this value proposition, in collaboration with partners from the NHS and commercial sector we will complete a detailed progamme of work, to include the following activities; Activity 1 Understanding existing models 2 Assess existing models 3 Undertake stakeholder review 4 Review lessons from other sectors and oversees Description We will describe and define the different models of networked care that are already in place in MEH and those that are used elsewhere across the NHS and commercial sector We will assess and review the existing MEH models of networked care, in terms of clinical quality and operational effectiveness and in relation to other aspects of the service including accessibility, patient experience, staff wellbeing, organisational culture and activity levels We will engage with key stakeholders, including patients, staff, provider partners and commissioners in order to assess the quality and reputation of the existing models of networked care in MEH and elsewhere We will build on the research undertaken as part of the Dalton review, researching and/or visiting examples of successful networks in other sectors and from health care in other countries. 5 Network analyses We will consider the themes arising from our review and identify the conditions under which networked care works well and when it doesn t. We will work with new systems in different parts of the country to explore how MEH could support the planning and delivery of networked ophthalmology 6 Detailed market analysis 7 Review networked care opportunities We will map activity levels and patient flow at a provider and commissioner level across the MEH network, and compare the output with local population needs assessments We will test the feasibility and implications of stretch in terms of geography and number of sites - for a networked care model.
13 Timescales and key milestones ACC Vanguard: Moorfields Eye Hospital Value Proposition 12
14 ACC Vanguard: Moorfields Eye Hospital Value Proposition 13 How we will evaluate and share the outputs The outputs of our programme will be shared with the New Care Models Programme, as they develop. We will work with the national team to determine how best the findings can be shared widely across the NHS. The outcomes of the programme are expected to be: accelerated establishment of networked care models across the NHS better care for patients delivered by standardising care, improving accessibility and minimising waste across the system reduction in start-up costs to establish a satellite network more efficient use of resources through establishing networked care better decision making for organisations considering a networked care model replicability of best practice in delivering networked care greater quality assurance in networks of care across the NHS widespread understanding of the benefits arising from different forms of networked care better understanding of the commissioning implications arising from widespread adoption of networked care We will work with the national team over the first three months of the programme to determine the most suitable approach to evaluation of the new care models.
15 ACC Vanguard: Moorfields Eye Hospital Value Proposition 14 Managing and Governing our programme Melanie Hingarani Clinical Sponsor for Vanguard Programme Patient Lead (to be confirmed) Jo Moss, Director of Strategy and Executive Sponsor for Vanguard Programme The Project owner and Steering group Chair will be the Director of Strategy & Business Development accountable for the delivery of the programme to the Trust Board through the Chief Executive and to the National Vanguard Team. The Vanguard Programme Director will be a full time seconded position reporting to the Director of Strategy & Business Development. The programme plan will be maintained by a designated project officer who reports to the Vanguard Programme Director. There will be administrative support. A clinical lead will be seconded part time to the programme to provide advice and leadership to clinical workstreams and engagement. Qualified clinical, nursing, allied professional and admin staff will be seconded to the programme as and when required to meet the activities needed to produce the outputs. A dedicated work stream lead from key departments will be in place to provide specialist expertise about Moorfields intelligence. The Programme Steering Group will consist of: Director of Strategy & Business Development (Chair), Patient Lead, Vanguard Programme Director, Vanguard Clinical Lead, Head of Communications, Project Oriel Director, Darzi Fellow, Project Officer secretary to the steering group. The Steering Group will meet monthly. The Board of Governors, and in particular the Patient Governors have been involved in the development of the programme. Further advice will be sought from the national team to determine the best way to fully involve patients in the programme in a meaningful way.
16 ACC Vanguard: Moorfields Eye Hospital Value Proposition 15 Section 5: Our Support Package The table below summarises the support we are seeking from the New Care Models Programme. Support Package Element Initial view of the support we need in the period December 2015 January 2016 Designing new models of care Evaluation and metrics Integrated commissioning and provision Empowering patients and communities Harnessing technology Workforce redesign Estates Communication and engagement Assistance in clearly conveying the national Vanguard and MEH programme to staff, patients and citizens. Understand innovative models of care through the NHS confederation integration pioneers programme. Access to evidence-based analytical support to segment the local population and then match tailored interventions to suit each group of patients within the community Understand models for seven day working from other Vanguards and applicability to networked care Support to develop and refine logic model Apply evidence summaries for interventions being implemented across each care model Support for local development of the evaluation strategy and evolve this over the life of the programme Start creating payment and incentive models to be tested locally Access to central legal advice for modifying commissioner and provider contracts Help with the baseline review of the way we are currently meeting the six principles for new care models Access to the national and local services available to Vanguards in supporting patient engagement Access to published examples of what good looks like for digital success Nationally agreed standard templates of information governance Dedicated technical and strategic support for connected digital solutions and information handling in different clinical scenarios Toolkit setting out the stages of effective procurement and contracting No support required in the initial stages No support required in the initial stages Develop, review and feedback on our communication and engagement strategies
17 ACC Vanguard: Moorfields Eye Hospital Value Proposition 16 Financial Resources Required in 2015/16 The table below summarises the resources required in 2015/16 to deliver the programme. Resource requirements for 2016/17 will be identified in the next version of the value proposition, by the beginning of January Activity 2015/16 Requirement 2016/17 Requirement Programme Management 186k 1.Understanding existing models 103k 2.Assess existing models 32k 3.Undertake stakeholder review 20k 4.Review international networks 26k To be identified in 2016/17 value proposition in early January Network analyses - 6.Detailed market analysis 48k 7.Review networked care opportunities - TOTAL 415k Less funding provided ( 300k) Total additional funding sought 115k
18 ACC Vanguard: Moorfields Eye Hospital Value Proposition 17 Section 6: Summary and Conclusion Moorfields is the leading provider of eye health services in the UK and a world-class centre of excellence for ophthalmic research and education. Our main focus is the treatment and care of NHS patients with a wide range of eye problems, from common complaints to rare conditions that require treatment not available elsewhere in the UK. We treat people in 23 locations in and around London, which enables us to provide expert treatment closer to patients homes. Acute hospitals are facing increasing challenges to deliver safe and cost effective care, especially in smaller clinical specialties such as ophthalmology which often lack the benefits of scale in a local setting. In the absence of critical mass of patient numbers or specialty workforce, provision of care may become clinically or financially unsustainable. Moorfields has developed a satellite model that provides clinically and financially sustainable local access to high quality ophthalmic care, and a sustainable model of specialist treatment. We believe that the Moorfields satellite network model has potential replicability across the acute healthcare system. The aim of our vanguard is to consolidate our learning in delivering networked care, so that we, and the wider NHS, can develop a clear understanding of when and how this New Model of Care can enable acute hospitals to become clinically and financially sustainable. We want to consolidate our learning in delivering networked care so that: the NHS can develop a clear understanding of when and how this new model of care can support acute hospitals in becoming clinically and financially sustainable, and the implications of extending models of networked care more widely across the service we, as Moorfields Eye Hospital, can deliver sustainable ophthalmology services that meet the needs of local populations and are delivered in an effective network Our programme will deliver four key outputs, which will deliver benefits for the wider NHS, and for Moorfields Eye Hospital; The critical success factors that need to be in place across a network in order for it to succeed. A toolkit that codifies best practice in establishing the need for and implementing networked care A publication outlining how the models of networked care can be extended whilst still delivering clinically and financially sustainable services Analysis of how networked care can be responsive to the needs of local populations whilst delivering consistent quality and service Our programme is underway, a programme plan has been developed, and our initial support requirements have been identified, including an additional 115k in 2015/16. A further value proposition setting out our programme plan, support and financial requirements for 2016/17 will be developed by the beginning of January 2016.
service redesign case study March 2013 No. 3 Reconfiguring acute services Key points Reach a shared understanding of the case for change across the local health economy. Start public engagement as early
NHS GRAMPIAN Grampian Clinical Strategy - Planned Care Board Meeting 03/08/17 Open Session Item 8 1. Actions Recommended In October 2016 the Grampian NHS Board approved the Grampian Clinical Strategy which
Agenda Item No.11 CASTLE POINT & ROCHFORD CLINICAL COMMISSIONING GROUP DISCUSSION PAPER: FUTURE INTEGRATED COMMUNITY SERVICES MODEL Submitted by: Prepared by: Status: Kevin McKenny / Helen Taylor Kevin
Practice Management Conference 19th June 2018 Agenda Integrated Care New Models of Care Primary Care Home - Hubs of 30,000 to 50,000 patients Open engagement and why this is the key Practical steps General
Cabinet Date of Meeting 7 June 2017 Cabinet Member(s) Cllr Rebecca Knox Leader of the Council Cllr Tony Ferrari Cabinet Member for Community and Resources Lead Director(s) Sam Crowe, Deputy Director of
ACCESSIBLE COMMUNITY INTEGRATED PROFESSIONAL COORDINATED Giving people access to a range of support such as a district nurse, social worker and pharmacist all in one place. Delivering services to people
STP Joint Commissioning Intentions Statement Commissioners and Providers across Hampshire and the Isle of Wight (HIOW) have been working collectively to develop a Sustainability and Transformation Plan
Reducing Variation in Primary Care Strategy September 2014 Page 1 of 14 REDUCING VARIATION IN PRIMARY CARE STRATEGY 1. Introduction The Reducing Variation in Primary Care Strategy should be seen as one
Meeting: Date: Board Sponsor: Paper Author: Subject: Brighton and Sussex University Hospitals NHS Trust Board of Directors 24 August 2015 Chief Operating Officer Dr Mark Smith and Simon Maurice Emergency
Care Closer to Home Integrated Networks (CHINS) Frequently Asked Questions Following on from the CEPN led Multi-Collaborative Learning Groups (MCLG) where the CCG and GP Federation engaged with practices
Your Care, Your Future Update report for partner Boards April 2016 Introduction The following paper has been prepared for the Board members of all Your Care, Your Future partner organisations: NHS Herts
NHS Providers Strategy Directors Network meeting Five Year Forward View and Vanguards - Birmingham Community Healthcare NHS Trust our story Lorraine Thomas Director of Business and Organisational Development
Health and Wellbeing Board Date: Wednesday 21 September 2016 Time: Venue: 9.30am Edwards Room, County Hall, Norwich SUPPLEMENTARY A g e n d a 6. Integration and Transformation Norfolk and Waveney Sustainability
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
Briefing presentation for the Clinical Senate Simon Tapley Director of Commissioning and Transformation Current service provision Most services affected by this consultation delivered through Integrated
APPENDIX 1: 1. Vision and context The vision for the Blueprint being proposed is consistent with the CCG s Hull 2020 Transformation Programme and the direction of travel and new models of care outlined
System and Assurance Framework for Eye-health (SAFE) - Overview Copyright Clinical Council for Eye Health Commissioning. 2018. All Rights Reserved. March 2018 1 System and Assurance Framework for Eye-health
MO Our Health & Care Strategy 2015-2020 Norfolk Community Health and Care NHS Trust Final September 2015 Version control Date Changes 1 19 th July 2015 Initial document 2 29 th July 2015 Following feedback
Guy s and St. Thomas Healthcare Alliance Five-year strategy 2018-2023 Contents Contents... 2 Strategic context... 3 The current environment... 3 National response... 3 The Guy s and St Thomas Healthcare
Urgent Primary Care Update Paper Primary Care Commissioning Committee meeting D 17 May 2018 Author(s) Sponsor Director Purpose of Paper Kate Gleave Brian Hughes, Director of Commissioning The purpose of
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
Making mergers work Factors affecting the success of NHS mergers May 2016 About NHS Improvement NHS Improvement is responsible for overseeing foundation trusts, NHS trusts and independent providers. We
North Durham Primary Care Strategy Implementation Plan Background and scope The North Durham Primary Care Strategy was shared with Practice members in July 2015. The following is a draft implementation
MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014 Title: Bedfordshire and Milton Keynes Healthcare Review: The way forward Agenda Item: 4 From: Jane Meggitt, Director of Communications and Engagement
TRUST BOARD Title: Action: Carter Review on Productivity Report FOR NOTING Meeting: 12 September 2018 Purpose: The purpose of this report is to update the Board on the main areas of work within the Trust
London Health and Care Devolution Enabling health and care transformation through devolution: Update and next steps 19 October 2016 Background This paper aims to update CCG governing bodies on the progress
CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS Background People across the UK are living longer and life expectancy in the Borders is the longest in Scotland. The fact of having an increasing
Future of hospital services in west Hertfordshire Gathering your views on the shortlist of options 7 March 2019 Agenda 1. Introduction and purpose 2. Case for change 3. Shortlisting process 4. Shortlist
NHS England consultation: Improving General Practice: a Call to Action Q.1 - What is your name? A.1 Ben Cook Q.2 What is your email address? A.2 email@example.com Q.3 What is your ethnic
Mid and South Essex Success Regime Overview and next steps Andy Vowles, Programme Director 18 April 2016 What s in this briefing Part 1 overview Background to the Success Regime Action to date The challenge
NHS Demand Management from Care Homes A 1bn opportunity for NHS England 2 NHS Demand Management from Care Homes Improving services for care home residents through the use of clinically-led technology-enabled
THE HEALTH SCRUTINY COMMITTEE FOR LINCOLNSHIRE Boston Borough East Lindsey District City of Lincoln Lincolnshire County North Kesteven District South Holland District South Kesteven District West Lindsey
SWLCC Update Update December 2015 Croydon, Kingston, Merton, Richmond, Sutton and Wandsworth NHS Clinical Commissioning Groups and NHS England Working together to improve the quality of care in South West
Item 18.73a ii Norfolk and Waveney Sustainability and Transformation Plan Update for governing bodies and trust boards September 2018 Purpose of report The purpose of this paper is to update members of
Cranbrook a healthy new town: health and wellbeing strategy 2016 2028 Executive Summary 1 1. Introduction: why this strategy is needed, its vision and audience Neighbourhoods and communities are the building
CRITICAL CARE IN NORTH WEST LONDON A Report on key issues and actions for the Network June 2012 CRITICAL CARE IN NORTH WEST LONDON North West London Critical Care Network June 2012 Page 1 of 10 A Report
Greater Manchester Health and Social Care Strategic Partnership Board 7 Date: 13 October 2017 Subject: Report of: Greater Manchester Model for Urgent Primary Care Dr Tracey Vell, Associate Lead for Primary
GOVERNING BODY MEETING in Public 27 March 2019 Report Title Operational Plan 2019-20 Report Author Contributors Neil Evans Director of Commissioning Date report submitted 25 March 2019 Purpose of paper
Digital General Practice July 2018 Primary Care Commissioning Committee in Common Connected Care Programme: Seven Pillars NHS Online Hospital to Home Locally a single patient portal will be deployed across
the voice of NHS management briefing MARCH 2004 ISSUE 96 Electronic booking an initial guide to implementation Keeping abreast of IT Everyone who plays a leading or frontline role in the delivery of high-quality
Title of paper: Author: Exec Lead: Chief Officer s Report Miles Freeman, Chief Officer Miles Freeman, Chief Officer Date: 10th July 2015 Meeting: Governing Body Agenda item: 5 Attachment: 03 For: Information
2017/18 2018/19 Summary Operational Plan Introduction This is the summary Operational Plan for Central Manchester University Hospitals NHS Foundation Trust (CMFT) for 2017/18 2018/19. It sets out how we
This document was downloaded from Christie Hospital NHS Trust Proposal for facilitating a whole system review of outpatient processes 21 st July 2006 1 Introduction Christie Hospital NHS Trust is one of
Direct Commissioning Assurance Framework England NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human Resources
Item 18.89a Norfolk and Waveney Sustainability and Transformation Plan Update for governing bodies and trust boards November 2018 Purpose of report The purpose of this paper is to update members of the
Contents Introduction What are we trying to accomplish? 3 Our strategic direction Delivering the Quality Plan Our Vision 5 Our Values 5 Strategic themes 5 Quality priorities 2015-16 7 Implement evidence-based
Introducing the SOA orthopaedic Vanguard project 30th June 2016 Rachel Yates SOA Chief Officer/NOA Director/GIRFT Director/Director of National Orthopaedic Policy Unit Background Key background the logic
Integration learning to support responding to the Parliamentary Review of Health and Social Care in Wales and the delivery of new models of care WelshConfed18 Integration learning to support responding
Briefing on Shaping Our Future urgent care work stream progress 1. Purpose The purpose of this paper is to describe, update and clarify on the Cornwall and the Isles of Scilly s Shaping Our Future urgent
Dalton Review RCR Clinical Radiology Proposal Radiology in the UK the case for a new service model July 2014 Radiology services in the UK are in crisis. The ever-increasing role of imaging in modern clinical
the voice of NHS leadership briefing AUGUST 2008 ISSUE 170 The 2008 Health Informatics Review Key points Lack of progress with key aspects of the National Programme for IT, particularly the NHS Care Records
NHS GRAMPIAN Local Delivery Plan - Section 2 Elective Care Board Meeting 01/12/2016 Open Session Item 7 1. Actions Recommended The NHS Board is asked to: Consider the context in which planning for future
Appendix-2016-59 Borders NHS Board SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Aim To bring to the Board s attention the Scottish
Benefits of delegated commissioning: a case study NHS Bolton CCG January 2017 www.england.nhs.uk 1 NHS Bolton CCG This case study will be of interest if you want to know how delegated commissioning can:
Focusing on the principle of home first and designing the Perfect Locality from the lens of the community Issue 7 June 2017 Welcome to the seventh issue of Our Future Wellbeing, a regular update on the
TRANSFORMING ACUTE SERVICES FOR THE ISLE OF WIGHT Programme Report to the Governing Body 1 st February 2018 1 TABLE OF CONTENTS EXECUTIVE SUMMARY 3 1.0 PURPOSE AND SCOPE 7 1.1 The Case for Change 7 1.2
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,
3. Evolution of Recent Structures 3.1 Introduction The organisational structure and management of the health service remained fairly static over 35 years following the establishment of the Health Boards
NHS e-referral Service Vision Optical Confederation response Questions: 1.) What benefit can you see in having greater integration and interoperability between the NHS e-referral Service and other clinical
Elective Hub Steering Group 16 th May 2018 0 Agenda Agenda: 1. Welcome and Introductions Janet Butterworth 2. Elective Hub Launch Video Governance: 3. Journey so far ToR and Membership Stakeholder management
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
Operational Plan 2017/18-2018/19 Dartford and Gravesham NHS Trust Page 1 of 5 Introduction Our Family, caring for yours defines our purpose as an organisation. This captures the approach taken by our teams
Appendix 1: Integrated Urgent Care Service Update 1. Purpose The purpose of this paper is to provide Governing Body members across the collaborative CCGs with an update on the progress of the Integrated
Gateway number - 07375 Urgent Treatment Centres FAQs to support implementation How will urgent treatment centres link with the rest of the urgent and emergency care system? A key enabler for transformation
September 2014 [date] Royal College of [title of document] Surgeons [subtitle] Emergency surgery policy briefing Emergency surgery This briefing sets out the main challenges facing emergency surgery, and
Board of Directors Meeting Report 5 December 2017 Agenda item 90/17 Title Position Statement - Ophthalmology Sponsoring Director Author(s) Purpose Executive Summary Yvonne Blucher Jane Mulreany Margaret-Ann
SWL Collaborative - Transforming Primary Care Delivery Plan Review Reviewed at workshop held on 7 th January 2016 PAPER 04 Summary of key themes SWL delivery plans outline that March 2017 July 2017 coordinated
Healthy London Partnership Transforming London s health and care together London-wide transformation In 2014, two publications set out London s transformation priorities NHS Five Year Forward View Better
Leicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP) UPDATE Toby Sanders, STP Lead 13 September, 2016 What is the STP? Health and care place based plan for Leicester, Leicestershire
NHS WORCESTERSHIRE, WORCESTERSHIRE ACUTE HOSPITALS NHS TRUST AND WORCESTERSHIRE HEALTH AND CARE NHS TRUST EXTRAORDINARY TRIPARTITE BOARD MEETING 27 TH JANUARY 2012 REPORT TO PUBLIC TRIPARTITE TRUST BOARD
Healthier Together consultation response from The Pennine Acute Hospitals NHS Trust 30 th September 2014 1 1. Why healthcare in Greater Manchester needs to change Do you agree or disagree that change is
Report to Governing Body 19 September 2018 Report Title Author(s) Governing Body/Clinical Lead(s) Management Lead(s) CCG Programme Purpose of Report Summary NHS Lambeth Clinical Commissioning Group (CCG)
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
Aneurin Bevan Health Board Chronic Conditions Management 1 Introduction: This paper presents the Health Board s position in implementing Welsh Government s Chronic Conditions Framework, the Local Delivery
Summary of HIS ihub offerings relating to public health agenda 1. Aim of Paper To provide an overview of the current improvement support work led by Healthcare Improvement Scotland s ihub, that is relevant
Surrey Downs Clinical Commissioning Group Governing Body Part 1 Paper Acute Sustainability at Epsom & St Helier University Hospitals NHS Trust 1. Strategic Context 1.1. It has long been recognised that
CORE CITIES NETWORK Case study October 2018 Clinical engagement and collaboration Newcastle Gateshead CCG Key learning The value of clinical engagement and collaboration throughout the development process.
MERIT Excellence, Resilience Innovation & Training Jointly developing Mental Health Service in the West Midlands Shakeel Sabir Head of MERIT Vanguard Background - New care models Multispecialty community
Standards of Proficiency for Higher Specialist Scientists July 2015 Version 1.0 Review date: 31 July 2016 Contents Introduction... 3 About the Academy Register - Practitioner part... 3 Routes to registration...
Written Response by the Welsh Government to the report of the Health, Social Care and Sport Committee entitled Primary Care: Clusters I am grateful to the Committee for its inquiry into primary care. Clusters
Title of paper: Out of Hours Specification Meeting Governing Body 31 st January Author: email: Exec Lead: Jack Wagstaff, Service Redesign Manager Jack.firstname.lastname@example.org Karen Parsons, Chief