Clinical Strategy

Size: px
Start display at page:

Download "Clinical Strategy"

Transcription

1 Clinical Strategy

2 CLINICAL STRATEGY Our Clinical Strategy describes how we are going to deliver high quality care in response to patient and carer feedback and commissioner requirements. It has been developed by our staff and our partners and reflects their priorities for clinical services. This strategy sets out our priorities for transformation for the organisation between 2012 and 2017 and sets out what we need to do to differently to develop our services; this includes the development of new roles and skills, new ways of working and adopting new technologies. Clinical quality is what we are all about and the main purpose of our Clinical Strategy is to provide high quality care we are proud to give and would recommend to others. The principles of this clinical strategy are to communicate to our staff and stakeholders our primary focus, which is: To ensure high quality safe care To deliver the right care for every individual To provide care closer to home To promote recovery and independence To deliver through integrating services Who are we? We provide high quality health and care services across all stages of life. These are delivered in peoples own homes, community clinics, outpatient departments, community inpatient beds, prisons, schools and GP practices. We also provide in-reach services into acute hospitals, nursing and residential homes and social care settings. We are the main provider of community, specialist primary care and mental health services to the population of Worcestershire. We also provide community and specialist services over our borders. Many of our services are integrated with Worcestershire County Council and we work in partnership across the county with voluntary organisations, our commissioners and communities to deliver high quality services. We provide our services to Worcestershire s 560,000 residents across an area of approximately 500 square miles; supporting people to live independently at home, reducing the need for patients to go into hospital. We employ 3,290 staff and have contracts to provide a wide range of community and mental health services which are delivered through our 5 Service Delivery Units: 1. Community Care 2. Adult Mental Health 3. Specialist Primary Care (offender healthcare, dentistry and sexual health services) 4. Children s, Young People and Families 5. Learning Disabilities 2

3 Our Values Courageous - displaying integrity, loyalty and the courage to always do what is right Ambitious - striving to innovate and to improve through effective teamwork Responsive - focusing on the needs and expectations of people using our services Empowering - empowering people to take control of their own health and wellbeing Supportive - enabling our staff to achieve their full potential and take pride in the services they deliver Our Strategic Objectives We will always provide an excellent patient experience Our services will always be safe and effective We will work in partnership to improve the integration of health and care Our organisation will be efficient, inclusive and sustainable What do we do? We deliver high quality expertise and choices for people with a range of health needs and/or disabilities that enable them to live independently at home or as close to home as possible. What do we mean by this? We deliver person centred care in a range of settings including people s homes, nursing and residential care and GP surgeries which people tell us are the environments they prefer and this helps their recovery. We enable people to adjust their home and lifestyle to meet individual and changing health needs. This can include round the clock highly specialised nursing care, end of life care, intensive psychological interventions, technology to monitor and prevent crisis and/or hospital admission, and carer advice and support. We support recovery by working with people as partners and involving them in decisions that affect them. Promoting independence is an essential part of the care we deliver. This may be by enabling a person with mental health needs to return to work or providing physiotherapy after a stroke to allow a person to achieve their optimum quality of life. We promote health and well-being by working with people who use our services so that every contact becomes an opportunity to promote lifestyle changes, for example stopping smoking and reducing alcohol intake are targeted in sexual health clinics. We provide Integrated Care. This is about delivering care without boundaries and reducing hand overs between different groups of staff or organisations. This provides seamless care for patients and carers and prevents duplication of effort and promotes efficiency. We work alongside a range of partners, including other health organisations, local authorities and housing associations to ensure patients to get the treatment and care they need as conveniently and efficiently as possible. For example in our mental health services we deliver integrated care where social workers, occupational therapists, vocational staff and nurses and doctors work as a team to optimise their skills to prevent or support crisis and promote recovery. 3

4 How do we know it is right? The outcomes of the care we provide will be demonstrated by how we: Support people to live healthy lives Promote independence and support people with health care needs and / or disabilities to live well Support people to recover following an episode of ill health or injury Ensure our patients and carers always have positive experience of our services Always provide safe and harm free care We have a range of metrics and evidence to help us understand that we are achieving appropriate outcomes for the people who use our services. Examples of the outcomes we monitor are included in Appendix 1. 4

5 Major Clinical Development Plans Our Clinical Strategy drives the other key Trust Strategies and they in turn support the service developments and implementation plans that are described in our Integrated Business Plan which sets out our direction for the next five years. The key developments that we plan to implement are set out below: We are re-organising our community teams to provide a broad skill mix with the right competencies to meet the needs of the patients without the requirement for numerous referrals and reassessments. The provision of Planned care brings together various community teams into single line managed integrated community service. These Extended Primary Care Teams or Planned Care Teams will work closely with GPs to support people to manage their long term conditions, avoid crisis and stay in their own homes as long as possible. Community Enhanced Care Teams will take over from planned care or the acute hospital to support people to live at home or close to home while they recover, from a serious illness, adapt to a new complex condition or manage a long term condition crisis - e.g. stroke, exacerbation of COPD or unstable diabetes. Across the county we will develop the role of community hospitals into Community Treatment Hubs to manage a greater number of patients with more serious medical conditions or minor injuries, who would have been traditionally treated in an acute hospital setting, to be seen in our community hospitals. We will continue to develop mental health inpatient care, continuing the focus of care provision from Maintenance to Recovery. This work includes increased treatment options for service users, shorter more focused hospital stays, greater diversity of community services and an overall reduction in the number of beds required. We remain committed to the development of an appropriate local learning disability crisis and resolution service to provide very specialist care locally. We will continue to develop the work with Children and Young people to promote health and well-being, support the delivery of universal services in schools, colleges and the community and provide a range of specialist services close to home including for example supporting ventilated children to live at home, Palliative Care services, CAMHs (Child and Adolescent Mental Health Services), and services for children with complex needs. We will continue to implement and evaluate our 24/7 mental health liaison service that provides specialist support for people admitted to acute hospital settings. We currently deliver mental health and learning disability services through integrated teams. This has resulted in greater choice and shared care, which enables patients and carers to access services more conveniently, often in the same building. We will work with the Council to identify options for further health and social care integration to afford these advantages to other groups of patients particularly, but not exclusively, those with long term conditions and the frail elderly. Priorities for pathway redesign / transformation 5

6 The clinical development plans above will enable the transformation of pathways to deliver more patient centred care. A patient pathway is a way of describing how a patient s care may move between different providers of care; it is a description of the patient s journey. The aim is to make the transition between services as smooth as possible, avoiding duplication and ensuring good communication and handover. When developing our clinical strategy we were aware that there is great enthusiasm for improving patient pathways through our system. The Trust has identified the following areas as priority for pathway redesign and transformation: Sub acute in the community, linked to the emergency care pathway this focuses on community assessment and treatment Older adult, includes frail elderly and dementia care Mental health acute and community care, this covers adults mental health from primary care to acute care Learning disability complex health needs Child and adolescent mental health Inpatient care, this links several pathways but is particularly focused on how the Trust makes best use of its community hospital beds Patient story: Mr Smith is 76 year old gentleman who is referred to the out of hours GP service by his wife. He has a deteriorating chest infection and some degree of confusion. The out of hours GP visits and although considers an acute hospital admission contacts the enhanced care team out of hours and the patient is seen by a district nurse. The GP suspects Mr Smith s confusion may be related to a urinary infection as his wife reports he has been taking reduced fluids for about 2 weeks and his dietary intake has also reduced. The GP prescribes intravenous antibiotics to quickly treat any infection and prevent hospital admission. The district nursing team delivers this care and arranges to visit again later in the evening. They also coordinate follow up visits from the Enhanced Care team as well as further district nursing contact from the Planned Care team. Mr Smith is discussed at the Enhanced Care team meeting the following morning and following a dialogue with the mental health older adult psychiatrist it is not felt that adding a further assessment to his care plan would be beneficial at this stage, but to see what the effect of the antibiotics and rehydration have on his confusion. If the confusion remains the assessment can be added to his care plan later. Mr Smith recovers and his confusion improves quickly with the treatment of his physical health care needs. He has avoided an admission to hospital and has remained supported and treated at home close to his family which was their preferred choice. Equally changing his environment at a time of confusion would have made this worse and inevitably slowed down his recovery. 6

7 High Quality Care The Trust is committed to reducing harm caused to patients. We will introduce a change programme which will ensure care is delivered with a focus on maintaining privacy and dignity and delivering harm free care. We will achieve this by ensuring patients receive the best care all of the time through our Pledge to Care. This sets out our ambition to ensure: Our patients will have a good experience We will provide a clean, safe and stimulating environment We will be recognised as a trust that cares Supporting Strategies Our Clinical Strategy sets out what we are planning to achieve for patients and carers it also informs other important strategies that support our plans over the next 5 years. We are highly aware of the opportunities and challenges associated with a large and diverse estates portfolio and emerging technologies. These are addressed in specific strategies that set out how we will develop fit for purpose facilities, make use of modern technologies and ensure we have an outstanding workforce. These together will ensure the Trust delivers high performing services. Integrated Business Plan IT Strategy Estates Strategy Quality Strategy Workforce and OD Strategy Membership and Engagement Strategies Clinical Strategy Quality Strategy 7

8 How does the future look? Progressing our Clinical Strategy During the lifetime of this strategy most of our services will undergo dramatic planned change to deliver against our clinical commitment to support people to live independently at home or as close to home as possible. Patients will talk about our services as being easy to access, providing choice and responsive to their needs. Patients with long term conditions will be identified earlier, managing their own needs in partnership with our staff. They will be able to access timely community specialist support which will be available 24 hours a day, 7 days a week to avert crisis. Where people are appropriately admitted into hospital there will be a wider choice of community services to support them to maintain their independence, enabling them to return home, or as close to home as possible. Our workforce We aspire to be the employer of choice as we believe that motivated and satisfied staff take pride in their work and provide better care. We will develop and recruit staff to our values ensuring the delivery of this strategy. Our workforce will be fit for purpose and clinical leadership will be embedded through the organisation. Our staff will need to develop some new skills to support patients with multiple health needs at home or as close to home as possible. We will provide clinical expertise in all of our services through the further development of skills and competencies and staff will continue to be supported to use evidence and technologies to provide the most effective and efficient care possible. The further development of leadership capacity and capability to drive forward the changes will be vital to the success of this strategy and programmes will be tailored to support this. Staff will be supported to understand their accountability to their patients, the public and the Trust Board for delivering this strategy. 8

9 Integrated Care Mrs Jones is an 85 year old lady who, following a recent fall, received rehabilitation at home supported by community physiotherapy services. One of the visiting team observed that she had developed a leg ulcer that required assessment and treatment. Her husband also reported that she had become forgetful and recently left the cooker on whilst preparing food. As the physiotherapist was part of an integrated team, she was able to discuss the leg ulcer directly with her district nursing colleagues and arrange for them to visit, assess and treat it. The physiotherapist continued to coordinate care to meet Mrs Jones needs as well as providing continuity even when other professionals were involved. For example, a joint visit was undertaken by the district nurse and specialist mental health nurse for older people to assess the impact of reported changes in Mrs Jones memory. Through this process, Mr Jones was also offered support and a carers assessment as well as the opportunity to access the Admiral Nursing Service. Mrs Jones recovered fully from her fall and her leg ulcer healed. Prior to integration, each of the services added to Mrs Jones care would have required several separate assessments and the physiotherapist would have needed to make numerous referrals to the other services to ensure that Mrs Jones received all the services she needed. This could have taken a number of weeks and there would have been no clear point of care coordination other than her GP. Undoubtedly, this would have felt disjointed with a high degree of repetition for both Mrs Jones and her husband. This joint working approach improves understanding of aspects of care normally outside of one individual s professional scope. Assistive Technology My first fall was a while ago. I hit my head quite hard and was taken to hospital in the ambulance to get tests. I was there for a couple of weeks. I could understand the nurses needing to keep a close on check on me, but I felt ok and just wanted to go home. This time, after I tripped up and fell again I was taken to hospital but then amazingly I was sent home the very next day. I couldn t believe it; it was so nice to get back into my own bed as I really didn t want another long hospital stay. I was sent home with a really simple piece of kit which supports me at home and to live independently. The technology means I can take my own blood pressure and send the results to my GP without having to go anywhere. I am also visited daily by the nurse who comes in to dress the wound and check I m ok. It s like the nurses having their eyes on me, but from a far. Being at home also means my friends and family can come in and visit as the trip to the hospital was just too far for them. It also means the hospital bed I was in for weeks is freed up and available for someone who really needs it. 9

10 Appendix 1: An example of how the Trust maps its KPIs to Outcomes 1. Support people to live healthy lives % staff trained in brief intervention % staff training in healthy chats 2. Promote independence and support people with health care needs and / or disabilities to live well 3. Support people to recover following an episode of ill health or injury 4. Ensure our patients and carers always have positive experience of our services Patients on Care Programme Approach for at least 12 months who had a CPA review in the last 12 months Therapy outcome measures (TOMS) Patients on CPA discharged from MH inpatient care who are followed up within 7 days Referral to Treatment / access rates and trends Complaints related to staff attitude % of complaints responded to in required timescales % of patients with expected date of discharge Net promoter score Patient experience survey 5. Always provide safe and harm free care MRSA bacteraemia rates C diff rates Infection control training uptake % patients who are harm free % reporting of incidents within 48 hours % response of safety alerts within set time frame Analysis of serious incidents % of NICE compliance assessments completed % clinical audit plans that are running to plan 10

11 ANNUAL REPORT 2011/12 11

12 If you would like this document in any other format, please contact the Communications Team by ing

Our community nursing roles

Our community nursing roles Our community nursing roles Community Nursing Services provide nursing care to house-bound patients within the community. Our aim is to help patients to remain healthy and independent for as long as possible,

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

Re-designing Adult Mental Health Secondary Care Services through co-production and consultation. 1 Adult Mental Health Secondary Care Services

Re-designing Adult Mental Health Secondary Care Services through co-production and consultation. 1 Adult Mental Health Secondary Care Services 2016 Re-designing Adult Mental Health Secondary Care Services through co-production and consultation 1 Adult Mental Health Secondary Care Services Contents Forward Vision & Values Introduction Adult Mental

More information

Clinical Strategy

Clinical Strategy Clinical Strategy 2014-2018 Contents About the clinical strategy Page 2 About our Trust Page 3 What we stand for Page 6 Our clinical services Page 9 Supporting our staff Page 12 The five year plan Page

More information

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

Health and care services in Herefordshire & Worcestershire are changing

Health and care services in Herefordshire & Worcestershire are changing Health and care services in Herefordshire & Worcestershire are changing An update on a five year plan to provide safe, effective and sustainable care in our area www.yourconversationhw.nhs.uk Your Health

More information

Our five year plan to improve health and wellbeing in Portsmouth

Our five year plan to improve health and wellbeing in Portsmouth Our five year plan to improve health and wellbeing in Portsmouth Contents Page 3 Page 4 Page 5 A Message from Dr Jim Hogan Who we are What we do Page 6 Page 7 Page 10 Who we work with Why do we need a

More information

Draft Commissioning Intentions

Draft Commissioning Intentions The future for Luton s primary care services Draft Commissioning Intentions 2013-14 The NHS will have less money to spend over the next three years. Overall, it has to make 20 billion of efficiency savings

More information

North Central London Sustainability and Transformation Plan. A summary

North Central London Sustainability and Transformation Plan. A summary Sustainability and Transformation Plan A summary N C L Introduction Hospitals, local authorities, GPs, commissioners, and mental health trusts across north central London have all come together to transform

More information

SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN

SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN 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

More information

Features and benefits of the Care Closer to Home Model of Care

Features and benefits of the Care Closer to Home Model of Care Features and benefits of the Care Closer to Home Model of Care We hope you think we already provide great standards of healthcare and support in your homes and communities, last year 85% of the people

More information

Guideline scope Intermediate care - including reablement

Guideline scope Intermediate care - including reablement NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Guideline scope Intermediate care - including reablement Topic The Department of Health in England has asked NICE to produce a guideline on intermediate

More information

Whittington Health Quality Strategy

Whittington Health Quality Strategy Whittington Health Quality Strategy 2012-2017 Safe care Effective care Excellent patient experience...caring for you Quality Strategy for Whittington Health Introduction The purpose of this quality strategy

More information

Improving Mental Health Services in Bath & North East Somerset

Improving Mental Health Services in Bath & North East Somerset Improving Mental Health Services in Bath & North East Somerset Andy Sylvester Executive Director of Operations Welcome & Introductions Housekeeping Format of the day Presentations Questions and answers

More information

21 March NHS Providers ON THE DAY BRIEFING Page 1

21 March NHS Providers ON THE DAY BRIEFING Page 1 21 March 2018 NHS Providers ON THE DAY BRIEFING Page 1 2016-17 (Revised) 2017-18 (Revised) 2018-19 2019-20 (Indicative budget) 2020-21 (Indicative budget) Total revenue budget ( m) 106,528 110,002 114,269

More information

DRAFT. Rehabilitation and Enablement Services Redesign

DRAFT. Rehabilitation and Enablement Services Redesign DRAFT Rehabilitation and Enablement Services Redesign Services Vision Statement Inverclyde CHP is committed to deliver Adult rehabilitation services that are easily accessible, individually tailored to

More information

Solent. NHS Trust. Allied Health Professionals (AHPs) Strategic Framework

Solent. NHS Trust. Allied Health Professionals (AHPs) Strategic Framework Solent NHS Trust Allied Health Professionals (AHPs) Strategic Framework 2016-2019 Introduction from Chief Nurse, Mandy Rayani As the executive responsible for providing professional leadership for the

More information

Summary annual report 2014/15

Summary annual report 2014/15 1 Summary annual report 2014/15 2 Annual Report Summary 2014/15 3 St Thomas Hospital Guy s Hospital CATHEDRAL CHAUCER GRANGE RIVERSIDE ROTHERHITHE SURREY DOCKS Key facts about Southwark GP practices in

More information

Strategic Plan for Fife ( )

Strategic Plan for Fife ( ) www.fifehealthandsocialcare.org Strategic Plan for Fife (2016-2019) Summary Document Supporting the people of Fife together Foreword NHS Fife and Fife Council are working together in a new Integrated Health

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

The Care Values Framework

The Care Values Framework The Care Values Framework 2017-2020 1 States of Guernsey An electronic version of the framework can be found at gov.gg/carevaluesframework Contents Foreword from the Chief Secretary Page 05 Chief Nurse

More information

Shaping the best mental health care in Manchester

Shaping the best mental health care in Manchester Clinical Transformation Plans Manchester Shaping the best mental health care in Manchester Meeting the needs of our communities Improving Lives OUR SHARED WAY AHEAD... Clinical Service Transformation in

More information

Changing for the Better 5 Year Strategic Plan

Changing for the Better 5 Year Strategic Plan Quality Care - for you, with you 5 Year Strategic Plan Contents: Section 1: Vision and Priorities for Change 3 Section 2: About the Trust 5 Section 3: Promoting Health & Wellbeing and Primary Care 6 Section

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

Plans for urgent care in west Kent:

Plans for urgent care in west Kent: Plans for urgent care in west Kent: Introduction and background A summary of our draft strategy NHS West Kent Clinical Commissioning Group (CCG) is working to improve urgent care services and we would

More information

HomeFirst. Most importantly, we patients prefer and hope to be at home not in hospital, so I think this service is the way of the future.

HomeFirst. Most importantly, we patients prefer and hope to be at home not in hospital, so I think this service is the way of the future. Most importantly, we patients prefer and hope to be at home not in hospital, so I think this service is the way of the future. HomeFirst I felt I was looked after at home much better than I would have

More information

Our Health & Care Strategy

Our Health & Care Strategy 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

More information

What will the NHS be like in 5 years, 20 years time?

What will the NHS be like in 5 years, 20 years time? What will the NHS be like in 5 years, 20 years time? NHS Castle Point and Rochford Clinical Commissioning Group (CCG) and NHS Southend CCG are groups of local doctors and other health professionals who

More information

Integrated Health and Care in Ipswich and East Suffolk and West Suffolk. Service Model Version 1.0

Integrated Health and Care in Ipswich and East Suffolk and West Suffolk. Service Model Version 1.0 Integrated Health and Care in Ipswich and East Suffolk and West Suffolk Service Model Version 1.0 This document describes an integrated health and care service model and system for Ipswich and East and

More information

Our Achievements. CQC Inspection 2016

Our Achievements. CQC Inspection 2016 Our Achievements CQC Inspection 2016 Issued February 2017 HOW FAR WE VE COME SAFE Last year, we set out our achievements in a document for staff and patients. It was extremely well received, and as a result,

More information

REPORT 1 FRAIL OLDER PEOPLE

REPORT 1 FRAIL OLDER PEOPLE REPORT 1 FRAIL OLDER PEOPLE Contents Vision f-3 Principles / Parameters f-4 Objectives f-6 Current Frail Older People Model f-8 ABMU Model for Frail and Older People f-11 Universal / Enabling f-12 Specialist

More information

CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS

CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS 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

More information

Hospital Discharge and Transfer Guidance. Choice, Responsiveness, Integration & Shared Care

Hospital Discharge and Transfer Guidance. Choice, Responsiveness, Integration & Shared Care Hospital Discharge and Transfer Guidance Choice, Responsiveness, Integration & Shared Care Worcestershire Mental Health Partnership NHS Trust Information Reader Box Document Type: Document Purpose: Unique

More information

Improving Mental Health Services in South Gloucestershire

Improving Mental Health Services in South Gloucestershire Improving Mental Health Services in South Gloucestershire Andy Sylvester Executive Director of Operations Welcome & Introductions Housekeeping Format of the day Presentations Questions and answers Information

More information

NHS Bradford Districts CCG Commissioning Intentions 2016/17

NHS Bradford Districts CCG Commissioning Intentions 2016/17 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

More information

What matters to Me Supporting the health and wellbeing of our older population

What matters to Me Supporting the health and wellbeing of our older population What matters to Me Supporting the health and wellbeing of our older population The new way of working for health and social care across the Western bay region What we will do 1. We will focus on the needs

More information

Westminster Partnership Board for Health and Care. 17 January pm pm Room 5.3 at 15 Marylebone Road

Westminster Partnership Board for Health and Care. 17 January pm pm Room 5.3 at 15 Marylebone Road Westminster Partnership Board for Health and Care 17 January 2018 4.30pm - 6.00pm Room 5.3 at 15 Marylebone Road Agenda Item # Item and discussion points Lead Papers Timing 1 Preliminary business Welcome

More information

We plan. We achieve.

We plan. We achieve. We plan. We achieve. Salford Royal NHS Foundation Trust has a lot to tell you... l Achievements of 2008/09 l Our plans for 2009/10 l Our commitments for the next five years. We are committed to providing

More information

Aintree University Hospital NHS Foundation Trust Corporate Strategy

Aintree University Hospital NHS Foundation Trust Corporate Strategy Aintree University Hospital NHS Foundation Trust Corporate Strategy 2015 2020 Aintree University Hospital NHS Foundation Trust 1 SECTION ONE: BACKGROUND AND CONTEXT 1 Introduction Aintree University Hospital

More information

The future of healthcare in Dorset

The future of healthcare in Dorset The future of healthcare in Dorset Are you entitled to a FREE flu jab? Every year the NHS offers a free vaccination against flu to people who are considered to be at risk. Visit www.dorsetccg.nhs.uk/staywell

More information

Right place, right time, right team

Right place, right time, right team Right place, right time, right team Thurrock Rapid Response Assessment Service A joint Thurrock social care and South West Essex Community Services initiative helps residents in Thurrock get a rapid response

More information

Discharge from hospital

Discharge from hospital Page 1 of 9 Discharge from hospital for patients, carers and relative Introduction Welcome to our Trust. This leaflet is about planning to leave hospital (also known as discharge from hospital). Please

More information

Community Health Services in Bristol Community Learning Disabilities Team

Community Health Services in Bristol Community Learning Disabilities Team Community Health Services in Bristol 2014 Community Learning Disabilities Team This provides specialist community based services for adults with learning difficulties and help to promote equal access to

More information

Orchard Home Care Services Limited

Orchard Home Care Services Limited Orchard Home Care Services Limited Orchard Home Care Inspection report 2 Ashfield Terrace Chester-le-street County Durham DH3 3PD Tel: 0191 389 0072 Website: www.cqc.org.uk Date of inspection visit: 12

More information

End of Life Care Strategy

End of Life Care Strategy End of Life Care Strategy 2016-2020 Foreword Southern Health NHS Foundation Trust is committed to providing the highest quality care for patients, their families and carers. Therefore, I am pleased to

More information

HOME TREATMENT SERVICE OPERATIONAL PROTOCOL

HOME TREATMENT SERVICE OPERATIONAL PROTOCOL HOME TREATMENT SERVICE OPERATIONAL PROTOCOL Document Type Unique Identifier To be set by Web and Systems Development Team Document Purpose This protocol sets out how Home Treatment is provided by Worcestershire

More information

PATIENT EXPERIENCE AND INVOLVEMENT STRATEGY

PATIENT EXPERIENCE AND INVOLVEMENT STRATEGY Affiliated Teaching Hospital PATIENT EXPERIENCE AND INVOLVEMENT STRATEGY 2015 2018 Building on our We Will Together and I Will campaigns FOREWORD Patient Experience is the responsibility of everyone at

More information

THE SERVICES. A. Service Specifications (B1) Ian Diley (Suffolk County Council)

THE SERVICES. A. Service Specifications (B1) Ian Diley (Suffolk County Council) THE SERVICES A. Service Specifications (B1) Service Specification No. Service Early Supported Discharge for Stroke Patients v5.0 Commissioner Lead Dr Mark Lim, T Woor (Suffolk Stroke Review Project Board)

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

Sandwell Secondary Mental Health Service Re-design consultation

Sandwell Secondary Mental Health Service Re-design consultation Service Re-design consultation 2 nd December 2013 28 th February 2014 GP Appointment with Service User Primary Care Step 1: Sandwell GP s will make a referral into BCPFT s Secondary Care Mental 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

Dementia care. A more personalised approach to care

Dementia care. A more personalised approach to care Dementia care A more personalised approach to care Our services at a glance Individualised care plans Spode structured around Close the person Flexible residential and 24 hour nursing care tailored to

More information

ASPIRE. Allied Health Professions Supporting and Promoting Improvement, Rehabilitation and Enabling Others ADVANCED PRACTICE SPECIALIST GENERALIST

ASPIRE. Allied Health Professions Supporting and Promoting Improvement, Rehabilitation and Enabling Others ADVANCED PRACTICE SPECIALIST GENERALIST ASPIRE Allied Health Professions Supporting and Promoting Improvement, Rehabilitation and Enabling Others ADVANCED PRACTICE SPECIALIST GENERALIST ENABLING OTHERS AHP Strategy 2017 2021 CONTENTS Introduction

More information

Cranbrook a healthy new town: health and wellbeing strategy

Cranbrook a healthy new town: health and wellbeing strategy 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

More information

Norfolk and Waveney STP - summary of key elements

Norfolk and Waveney STP - summary of key elements Our Vision Norfolk and Waveney STP - summary of key elements 1. We have agreed our vision: To support more people to live independently at home, especially the frail elderly and those with long term conditions.

More information

Trust Strategy

Trust Strategy Trust Strategy 2012 2022 Approved November 2012 Contents Introduction 3 Overview of St George s Healthcare NHS Trust 4 The drivers for change 6 Our mission, vision and values 7 Our guiding principles (values

More information

Quality and Safety Strategy

Quality and Safety Strategy Quality and Safety Strategy 2017-2020 Vision statement ESHT combines community and hospital services to provide safe, compassionate, and high quality care to improve the health and wellbeing of the people

More information

DRAFT BUSINESS PLAN AND CORPORATE OBJECTIVES 2017/8

DRAFT BUSINESS PLAN AND CORPORATE OBJECTIVES 2017/8 DRAFT BUSINESS PLAN AND CORPORATE OBJECTIVES 2017/8 West London Clinical Commissioning Group This document sets out a clear set of plans and priorities for 2017/18 reflecting West London CCGs ambition

More information

2017/ /19. Summary Operational Plan

2017/ /19. Summary Operational Plan 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

More information

Child Health 2020 A Strategic Framework for Children and Young People s Health

Child Health 2020 A Strategic Framework for Children and Young People s Health Child Health 2020 A Strategic Framework for Children and Young People s Health Consultation Paper Please Give Us Your Views Consultation: 10 September 2013 21 October 2013 Our Child Health 2020 Vision

More information

Care and Treatment Review: Policy and Guidance

Care and Treatment Review: Policy and Guidance Care and Treatment Review: Policy and Guidance With policy and guidance on Care, Education and Treatment Reviews for children and young people Easy Read Version 2017 1 Contents Foreword from Gavin Harding...

More information

Date of publication:june Date of inspection visit:18 March 2014

Date of publication:june Date of inspection visit:18 March 2014 Jubilee House Quality Report Medina Road, Portsmouth PO63NH Tel: 02392324034 Date of publication:june 2014 www.solent.nhs.uk Date of inspection visit:18 March 2014 This report describes our judgement of

More information

Healthier Wigan Partnership

Healthier Wigan Partnership End of year report 2017 Healthier Wigan Partnership Working together to help people live healthy, happy and fulfilled lives Introduction by David Fillingham It s been a great start for improved health

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

Independent investigation into the death of Mr Cyril Beedle at Victoria House Approved Premises on 15 November 2015

Independent investigation into the death of Mr Cyril Beedle at Victoria House Approved Premises on 15 November 2015 Independent investigation into the death of Mr Cyril Beedle at Victoria House Approved Premises on 15 November 2015 Crown copyright 2015 This publication is licensed under the terms of the Open Government

More information

Midlothian Health and Social Care Partnership

Midlothian Health and Social Care Partnership Midlothian Health and Social Care Partnership the right care the right support the right time This document is a draft, work in progress version. It includes current thinking on priorities / direction

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 DUMFRIES AND GALLOWAY ANNUAL REVIEW 2015/16 SELF ASSESSMENT

NHS DUMFRIES AND GALLOWAY ANNUAL REVIEW 2015/16 SELF ASSESSMENT NHS DUMFRIES AND GALLOWAY ANNUAL REVIEW 2015/16 SELF ASSESSMENT Chapter 1 Introduction This self assessment sets out the performance of NHS Dumfries and Galloway for the year April 2015 to March 2016.

More information

Northumberland, Tyne and Wear NHS Foundation Trust. Board of Directors Meeting. Meeting Date: 25 October Executive Lead: Rajesh Nadkarni

Northumberland, Tyne and Wear NHS Foundation Trust. Board of Directors Meeting. Meeting Date: 25 October Executive Lead: Rajesh Nadkarni Agenda item 9 ii) Northumberland, Tyne and Wear NHS Foundation Trust Board of Directors Meeting Meeting Date: 25 October 2017 Title and Author of Paper: Clinical Effectiveness (CE) Strategy update Simon

More information

Quality care for you, with you Southern Health & Social Care Trust Three Year Strategic Plan Improving Through Change

Quality care for you, with you Southern Health & Social Care Trust Three Year Strategic Plan Improving Through Change Quality care for you, with you Southern Health & Social Care Trust Three Year Strategic Plan 2015-2018 Improving Through Change Trust Board 22 nd October 2015 1 Contents Section 1: Why have we produced

More information

Intensive Psychiatric Care Units

Intensive Psychiatric Care Units NHS Lothian St John s Hospital, Livingston Intensive Psychiatric Care Units Service Profile Exercise ~ November 2009 NHS Quality Improvement Scotland (NHS QIS) is committed to equality and diversity. We

More information

Health and Care Framework

Health and Care Framework Annex 1 Health and Care Framework The NHS Grampian 2020 A Possible Future 1. NHS Grampian has agreed its Health Plan and has embarked on its Health and Care Framework (H&CF) process to determine in detail

More information

WHAT WE HAVE NOW. Primary and Community Care in Halesworth

WHAT WE HAVE NOW. Primary and Community Care in Halesworth WHAT WE HAVE NOW Primary and Community Care in Halesworth Cutlers Hill Surgery A number of different organisations provide our health and care services but family doctors and nurses in General Practice

More information

NHS Grampian. Intensive Psychiatric Care Units

NHS Grampian. Intensive Psychiatric Care Units NHS Grampian Intensive Psychiatric Care Units Service Profile Exercise ~ November 2009 NHS Quality Improvement Scotland (NHS QIS) is committed to equality and diversity. We have assessed the performance

More information

Central and North West London NHS Foundation Trust

Central and North West London NHS Foundation Trust Central and North West London NHS Foundation Trust Future plans 2013/2014 2 CNWL Future Plans 2012/2013 Welcome 3 Welcome A look forward at our plans for 2013/14 and beyond Contents Wellbeing for life

More information

Richmond Clinical Commissioning Group

Richmond Clinical Commissioning Group Richmond Clinical Commissioning Group South west London five year forward plan Kathryn Magson, Chief Officer, Richmond CCG 7 December 2016 South West London Five Year Forward Plan Start well, live well,

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

Annual Report Summary 2016/17

Annual Report Summary 2016/17 Annual Report Summary 2016/17 Making sure you get the healthcare you need Annual Report summary 2016/17 Introduction by our Clinical Chair and Chief Executive Officer Dr Chris Ritchieson Clinical Chair

More information

Quality and Leadership: Improving outcomes

Quality and Leadership: Improving outcomes Quality and Leadership: Improving outcomes Podiatry Managers/Allied Health Managers and Leaders 5 March 2014 Shelagh Morris OBE Acting Chief Allied Health Professions Officer 2 http://www.nhsemployers.org/aboutus/latest-news/pages/the-new-nhs-in-2013-infographic.aspx

More information

Open and Honest Care in your Local Hospital

Open and Honest Care in your Local Hospital Open and Honest Care in your Local Hospital The Open and Honest Care: Driving Improvement programme aims to support organisations to become more transparent and consistent in publishing safety, experience

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

Commissioning Intentions 2019 / 20

Commissioning Intentions 2019 / 20 Commissioning Intentions 2019 / 20 September 2018 Version 1.1 Final version. Approved at JCC on 26th September (by Jon Singfield - 24/09/18) 1) Introduction Introduction The development of commissioning

More information

SWLCC Update. Update December 2015

SWLCC Update. Update December 2015 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

More information

Stockport Strategic Vision. for. Palliative Care and End of Life Care Services. Final Version. Ratified by the End of Life Care Programme Board

Stockport Strategic Vision. for. Palliative Care and End of Life Care Services. Final Version. Ratified by the End of Life Care Programme Board Stockport Strategic Vision for Palliative Care and End of Life Care Services Final Version Ratified by the End of Life Care Programme Board on 8 th February 2012 Clinical Commissioning Pathfinder Contents

More information

SCHEDULE 2 THE SERVICES Service Specifications

SCHEDULE 2 THE SERVICES Service Specifications SCHEDULE 2 THE SERVICES Service Specifications Service Specification No Service ParaDoc Commissioner City and Hackney CCG Commissioner Lead Leah Herridge Provider CHUHSE Provider Lead Date of Review September

More information

Integrated heart failure service working across the hospital and the community

Integrated heart failure service working across the hospital and the community Integrated heart failure service working across the hospital and the community Lynne Ruddick Professional Lead (South) British Heart Foundation 31st October 2017 Heart Failure is an epidemic. NICE has

More information

EMPLOYEE HEALTH AND WELLBEING STRATEGY

EMPLOYEE HEALTH AND WELLBEING STRATEGY EMPLOYEE HEALTH AND WELLBEING STRATEGY 2015-2018 Our community, we care, you matter... Document prepared by: Head of HR Services Version Number: Review Date: September 2018 Employee Health and Wellbeing

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

A healthier Lancashire and South Cumbria

A healthier Lancashire and South Cumbria A healthier Lancashire and South Cumbria Improving health and care for local people Published May 2017 Bay Health & Care Partners Pennine Lancashire Fylde Coast West Lancashire Central Lancashire Healthier

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

Wolverhampton Clinical Commissioning Group - Care Home Document

Wolverhampton Clinical Commissioning Group - Care Home Document Wolverhampton Clinical Commissioning Group - Care Home Document 1 Contents Page 1. Purpose 2. Workstreams Completed 3. 2014/15 Workstreams 4. Future Workstreams 2 1. Purpose 1.1. Introduction 1.1.1. This

More information

Agenda Item: REPORT TO PUBLIC BOARD MEETING 31 May 2012

Agenda Item: REPORT TO PUBLIC BOARD MEETING 31 May 2012 Agenda Item: 5.1.1 REPORT TO PUBLIC BOARD MEETING 31 May 2012 Title Lead Director Author(s) Purpose Previously considered by Ratification of the Strategy for the Care of Older People Siobhan Jordan, Director

More information

Locally Commissioned Services report

Locally Commissioned Services report Locally Commissioned Services report Locally Commissioned Services are services that have been agreed locally between the CCG and our practices to meet the identified needs and priorities of our population.

More information

Longer, healthier lives for all the people in Croydon

Longer, healthier lives for all the people in Croydon D R A F T Croydon Clinical Commissioning Group Prospectus 2013/14 Longer, healthier lives for all the people in Croydon (Version TL) 1 Contents Foreword from the chair 3 Introduction 4 Who we are our Governing

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

Medical and Clinical Services Directorate Clinical Strategy

Medical and Clinical Services Directorate Clinical Strategy www.ambulance.wales.nhs.uk Medical and Clinical Services Clinical Strategy Unique reference No: Version: 1.4 Title of author: Medical and Clinical Services No of Pages: 11 Implementation date: Next review

More information

Supporting people who need Palliative and End of Life Care in the Community. Giving people a choice

Supporting people who need Palliative and End of Life Care in the Community. Giving people a choice Supporting people who need Palliative and End of Life Care in the Community Giving people a choice Introduction People who are terminally ill or at the end of their life need excellent nursing and medical

More information

Discharge to Assess Standards for Greater Manchester

Discharge to Assess Standards for Greater Manchester Discharge to Assess Standards for Greater Manchester 1 Contents 1. Introduction... 3 2. Definition of Discharge to Assess... 3 3. Discharge to Assess Pathways... 4 4. Greater Manchester Standards for Discharge

More information

Annual Quality Account 2015/2016

Annual Quality Account 2015/2016 Annual Quality Account 2015/2016 Summary Quality at CityCare Everyone at CityCare is passionate and committed to ensuring our patients receive the best care at all times and we continue to build on the

More information

EDS 2. Making sure that everyone counts Initial Self-Assessment

EDS 2. Making sure that everyone counts Initial Self-Assessment EDS 2 Making sure that everyone counts Initial Self-Assessment Equality Delivery System for the NHS EDS2 Summary Report Implementation of the Equality Delivery System EDS2 is a requirement on both NHS

More information