Report by John Bogle, Acting Head of Capital and Property Planning on behalf of Malcolm Iredale, Director of Finance
|
|
- Adrian Griffith
- 6 years ago
- Views:
Transcription
1 Highland NHS Board 7 December 2010 Item 4.7 TAIN HEALTH CENTRE OUTLINE BUSINESS CASE Report by John Bogle, Acting Head of Capital and Property Planning on behalf of Malcolm Iredale, Director of Finance The Board is asked to: Approve the attached (OBC) for the replacement of Tain Health Centre Agree that the Tain Health Centre Project Team engages with Hubco to produce a Full Business Case (FBC) for submission to NHS Highland Board in June 2011, with this work funded by capital enabling funds from Scottish Futures Trust (SFT) Approve the purchase of a site adjacent to Craighill Primary School, Tain from Highland Council funded by capital enabling funds from SFT 1 Background and Summary Tain Health Centre is not fit for purpose, it is over crowded and the current facilities do not meet modern standards. General Dental Services in Tain are provided from inadequate premises above ground floor level with no disabled access. The Mid CHP have intended providing new premises for some time but the project is not on the Board s Capital Plan. It had been intended to use a Third Party Developer to provide new premises for rent and the NHS Highland Board previously approved the OBC for this, unfortunately the new Scottish Capital Investment Manual (SCIM) had been published before the OBC was considered by Scottish Government Capital Investment Group (SGCIG), it was therefore referred back to the CHP with a recommendation that the project be considered for the hub initiative. NHSH Board approved an Initial Agreement (IA) for the project in October 2010; SGCIG also approved the IA in September Frameworks Scotland was used to appoint members of a Project Team to produce a new OBC in line with the new SCIM, funding for this work was obtained from SFT. The Board are asked to approve the OBC and agree that the Project Team engage with the new Hubco which will be established to produce an FBC for the Board meeting in June 2011 and SGCIG meeting in July The cost of this would be met from capital enabling funding from SFT. The Board is further asked to approve the use of these capital enabling funds to purchase the preferred site for the new health centre adjacent to Craighill Primary School, Tain. 2 Tain Health Centre Tain Health Centre is some 35 years old, it houses 2 GP practices and Community staff, some of the accommodation is provided from temporary portable buildings. The premises are over crowded and there are various Health & Safety concerns. The Mid CHP have recognised for some time that replacement premises were required. There is only one Dental practice in Tain and this is situated on the first and second floors of a building in the centre of town. The premises do not have the potential to become compliant in terms of DDA or the revised guidance for Decontamination compliance in Primary Care. NHS Highland Salaried Dental Service took over the lease of the premises from a GDP practice at short notice in 2005 as the practice was to close due to poor recruitment outcomes.
2 No capital funding has been identified for a replacement health centre including dental provision apart from dental fit out funding. It had been intended to provide premises using a Third Party Developer and a developer was appointed however it was not possible to demonstrate value for money or to get the project off balance sheet. Also the OBC which was prepared and approved by the NHS Highland Board was not in the required format for the new SCIM. SGCIG recommended that the scheme should be taken forward using the hub initiative. The North Territory hub is on target to come into existence in December The project team were successful in their bid to SFT for capital enabling funds of just over 1M to produce the OBC and FBC for this project and to purchase the site for the new health centre. Frameworks Scotland was used to appoint an external Project Manager, a Principal Supply Chain Partner, a Cost Advisor and a CDM Co-ordinator, all funded from the capital enabling funds. The project team also included representatives from the 2 GP Practices, Community Staff, Dental advisors and CHP managers. The IA was approved by SGCIG at their meeting on 28 September 2010 and by NHS Highland Board on 5 October If the OBC is approved Hubco will be asked to develop the project and produce an FBC for approval by the NHSH Board in June 2011 and SGCIG in July The replacement of Tain Health Centre does not appear on the Board s 5 year Capital Plan apart from 419,000 for dental fit out, therefore the preferred option is to have a revenue funded solution with the new Hubco providing a Design, Build, Finance and Maintain package. The additional revenue costs of this option are estimated to be 559,095 per annum funded by 344,356 from CHP covered through local redesign and cost improvement enabled in part by this development 147,494 from Dental, 20,000 from current funding and 127,494 from currently non cash limited GDS funding 67,245 from additional charges levied on the 2 GP practices As well as the additional non cash ltd GDS spend identified above, the pay and non pay costs associated with the additional patient services will also be funded through non cash limited GDS. Although NHS Highland is aware that cash limiting of GDS funding is planned it has no knowledge of the timescale for this. These costs are based on advice provided by SFT advisors. In discussion with Hubco detailed costs will be produced for financial close and at this point firm commitments will be required from the CHP, Dental Services and the 2 GP practices. 3 Contribution to Board Objectives A new health centre in Tain will contribute to the following Board objectives: BH.1, BH.2, BH.3, BC.2, BC.3, BC.4, BC.5, BV.1, BV.2, BV.3, BV.4, BV.5, SF.1, SF.2, SF.3, SF.4 and SF.5 4 Governance Implications Staff Governance Staff have been and will continue to be involved in the development of Business Cases and on the design of the new facility 2
3 Patient and Public Involvement Patients and public representatives have been and will continue to be involved in the development of Business Cases. Clinical Governance Clinicians have been and will continue to be involved in the development of Business Cases and on the design of the new facility. Financial Impact The emphasis of hub is on delivering quality projects as efficiently as possible; hub will be required to demonstrate value for money. 5 Risk Assessment Risk assessments have been an integral part of the process for developing the Business Case and will continue throughout the project. 6 Impact Assessment An Equality and Diversity Impact Assessment has been carried out for this project. John Bogle Acting Head of Capital and Property Planning Capital and Property Planning 26 November
4 NHS Highland Mid Highland Community Health Partnership
5 PRIMARY CARE SERVICES IN TAIN OUTLINE BUSINESS CASE CONTENTS 1 PROJECT TITLE AND PROPOSED INVESTMENT 3 2 EXECUTIVE SUMMARY 4 V7 November 2010
6 1 Project Title and Proposed Investment This summarises the planned investment in the development in Primary Care Services, in Tain. The title of the project is as follows: The proposed investment will not only address the current deficiencies in clinical services and facilities at the existing Tain Health Centre but also consider, in the longer term, rationalisation and coordination of services across the Mid-Highland locality. The existing Health Centre is over 35 years old and is in poor physical condition. It currently fails to meet modern healthcare standards, in terms of functional requirements, special needs, compliance with current clinical guidance, fire regulations and infection control measures. The accommodation is cramped throughout and is characterised by inadequate GP consulting rooms, limited community staff accommodation and overcrowded and noisy waiting areas. Furthermore, there is a significant backlog in maintenance. The plant and equipment are well beyond their design life, and hence are inefficient in terms of energy use and carbon footprint. The existing premises, both Dental and the Health Centre in Tain, are currently not fully Disability Discrimination Access (DDA) compliant. In addition it is highlighted that it is proposed that the investment consider the inclusion of new dental accommodation (4 surgeries) to replace the existing leased premises. The existing facilities (2 surgeries) fail to meet the current demand, are in poor condition, do not provide the required decontamination facilities and have poor access.
7 2 Executive Summary 2.1 Introduction The following (OBC) introduces NHS Highland s project, the Development of Primary Care Services in Tain, and provides evidence that the proposed project is affordable, deliverable and robust. The project is presented on the basis that there is a clear and long held view amongst the Tain community, Health Centre patients, GPs, dental practitioners and community care professionals that the current Health Centre and Dental facilities in Tain are inadequate. The OBC also goes on to provide clear guidance with regards to the project objectives, timescales, measurability and governance. NHS Highland presented an Initial Agreement document, the Development of Primary Care Services in Tain, to the Scottish Government Capital Investment Group (CIG) in August It received approval on the 12 th October Some of the challenges to health and wellbeing identified in NHS Scotland s publication Building a Health Service Fit for the Future (2005) are an ageing population, persistent health inequalities, a continuing shift in the pattern of disease towards long term conditions and growing number of people with multiple conditions and complex needs. To respond to these changes in population needs, the introduction of anticipatory care and the focus on reducing the rate of emergency admission will add to the demands on the local health care facility to accommodate the different types and styles of intervention. The increased space provided in a new facility will allow the introduction of an increased range of services to meet specific health needs, which are currently restricted by the space available. Services are designed and will develop to support the principal of treating patients more locally. These will cover a range of GMS Enhanced Services, Long Term Condition Management, Self Care programmes and additional Community Services such as Dental, Podiatry and Physiotherapy. The Patient s Journey would be improved by providing more locally based services utilising a team approach to care, enhancing communication between professionals and facilitating joint working. 2.2 Existing situation The Health Centre in Tain currently cannot accommodate all the requests for space, and the trend for locally based services will add to this demand. The existing Salaried Dental Service premises do not have the capacity to allow for expansion of services which would include the roll out of the national Childsmile project within the locality, which is an initiative to improve and promote oral health care. The current Tain Health Centre is grossly overcrowded and the lack of space is hindering additional services being offered. There are problems of confidentiality due to the configuration of the public
8 areas, and disabled access is poor. In summary the current health centre facilities are inadequate and improvements are required to provide the following:- A platform for sustaining and expanding clinical services, in line with the current model of primary care Facilities which allow a fully patient centred service and one stop shop for all primary care services Modern facilities and design that meet the required standard for health related infection The required focus on reducing inequalities in health set out in Better Health, Better Care. A platform for meeting satisfactory levels for attracting and retaining suitable levels and calibre of staff Facilities which have a satisfactory carbon footprint Facilities which meet the required quality standards Facilities which are flexible and adaptable Facilities that enable effective and efficient use of the CHP s resources 2.3 Dental The existing dental services supplied in Tain are inadequate in many respects. The Tain Salaried Dental team provide services from leased premises to the rear of the High Street. There is no car parking available and the accommodation is spread over the 1 st and 2 nd floors with no lift access. The NHS Highland Estates department provided an assessment which confirmed that the premises did not have the capacity to fully comply with the requirements of DDA or Decontamination. As there were no alternative premises available at the time, the decision was made to enter into a short term lease for the property. A number of minor refurbishments have been made to the premises to manage the risks associated with the accommodation in the short term. The planned dental strategic approach which is being developed aims to Maximise Access to Primary Care Dental Services, initiated June The desired outcome is that oral health inequalities in Highland will be reduced by ensuring that those with additional needs are clearly signposted into affordable, accessible, acceptable services which are appropriate to meet their individual needs, through collaborative working between all dental providers and the wider health, social and voluntary care sectors. The co-location with other health care providers will facilitate collaborative working and improve the access to dental services for those patients with additional needs.
9 2.4 Strategic Context In May 2005, the National Advisory Group on Service Change (2005) published its final report Building A Health Service Fit For The Future (also know as the 'Kerr Report'). The group set out its vision of the NHS as: "Our vision for the NHS is that it should deliver safe, high quality services that are as local as possible and as specialised as necessary. This was followed in December 2007 by Better Health, Better Care: Action Plan which stated its aim to:- "Help people to sustain and improve their health, especially in disadvantaged communities, ensuring better, local and faster access to health care" Delivering Quality in Primary Care National Action Plan: Implementing the Healthcare Quality Strategy for NHS Scotland in Primary Care was published on 19th August There were local contributions to the dialogue at the consultation event on the 24th May 2010; attended by representatives from Scottish Government, NHSH and Practioners in Dingwall. We believe that the proposals within the Tain OBC demonstrate planned improvements in the areas identified in the action plan, in particular; Improving access for patients Ensure we have in place an up-to-date, agreed suite of care pathways Continue to give priority to anticipatory care Take steps to ensure more effective partnership between the different primary care professionals NHS Highland provides strategic leadership and direction for all NHS services in the north of Scotland. It is accountable to the public and to the Scottish Government for all elements of the NHS system in Highland region and Argyll & Bute. It works with partners to improve the health of local people and the services they receive and to ensure that national clinical and service standards are delivered across the NHS system. NHS Highland is working to improve services with the involvement and support of the public, partners in other NHS Boards, Highland Council, Argyll & Bute Council and voluntary agencies. NHS Highland will continue to inform and consult local people at the earliest possible stages on developments. Situated in a large rural area, with varied geography and surrounded by several small outlying centres of population, there are particular challenges to meet the health needs of the people of the district. The strategic vision has been to develop, with our partners, particularly Highland Council, integrated services accessible in as many localities as possible. Services are being enhanced and the skill mix of staff is such that the needs of the local population can be met without the need for onward referral.
10 2.5 Background The Health Centre was built in the mid 1970s and the physical condition of the premises is of a standard that is consistent with a building over 35 years old which fails to meet modern healthcare requirements in terms of functionality, special needs, compliance with current clinicall guidance, fire regulations, DDA requirements and infection control measures. Furthermore there is a significant backlog in maintenance, and with plant and equipment at an age which is well beyond their design life, and hence inefficient in terms of its energy use and carbon footprint. The Tain Health Centre Figure 2.1: The accommodation in the Health Centre is cramped throughout and is characterised by inadequate GP consulting rooms, limited community staff accommodation and overcrowded and noisy waiting areas. Hence, the experience for patients who are receiving care in these conditions is not optimal. Similarly, staff working in the building are constantly frustrated by a lack of space and the poor functional suitability of the buildings and inevitably this impacts upon their ability to deliver effective and efficient services. The current service provided in Tain Health Centre is unable to support the required focus on reducing inequalities in health set out in Better Health, Better Care: Action Plan (2007). In recent years the expansion of primary care has resulted in new services being developed which the building has been unable to accommodate. There are also a number of services which practices and the CHP would wish to develop, in accordance with the proposed model of care in the future e.g. enhanced services under the GMS contract. These would be impossible to provide in the existing facilities. Lack of appropriate accommodation for locally based clinical services and community teams has restricted their development and not enabled these benefits to be delivered to date. The recruitment of generall practitioners, nurses, community care workers, and support
11 staff with the ability to provide the wide range of services needed in the proposed model of service provision is likely to become increasingly more difficult as the facilities become more out dated. 2.6 Service Objectives NHS Highland has a published Local Health Plan that adheres to the national format. This sets out the strategic direction for the Board, provides evidence of performance to date and plans to address the national targets, which are detailed within the Local Delivery Plan. There are 6 key objectives that form the strategic framework for NHS Highland. To continue to improve the health of people in the Highlands and to reduce the inequalities in health between different sections of our community. To reduce the time people wait to receive services. To reduce, to an absolute minimum, the chance of acquiring an infection whilst receiving health care and to ensure our hospitals, clinics and surgeries are clean. To ensure services delivered are high quality and clinically effective through robust outcomes evaluation. To treat people with chronic conditions sooner, near to home and earlier in the course of their disease. To deliver our programme of service modernisation. 2.7 Case for Change The aim of the project is to both overcome the shortcomings of the current environment and facilitate and enable changes in service provision to meet the specific needs of the local population. At the same time this will also improve the working environment of the staff and GPs. Local and national drivers were reviewed to ensure these were appropriately identified and addressed where possible. The work on this aspect of the project was based on understanding the implications of four major drivers for change: The Health Policy Agenda: which requires quicker, more flexible access to treatment, a greater emphasis on primary care, ill health prevention, health promotion, integration of health and social care and changing roles of healthcare professionals. New technologies; changing clinical practice, internet, telecommunication and IT advances. Changes in society; meeting the demographic changes including the ageing population.
12 The future patient; what does the patient need, want and expect. o o o Quicker and more flexible access to treatment. Good quality relationships with health professionals. Better and more information about treatments, choice etc. 2.8 Critical Success Factors The key stakeholders have undertaken a review of the Investment Objectives and potential benefits, identifying the following list of Critical Success Factors: 1. The achievement of the project within the available affordability envelope for NHS Highland (revenue funding) 2. Deliver facilities that enable clinical effectiveness to be delivered, in terms of improving health in the catchment area and assisting Mid Highland CHP in meeting health targets 3. Deliver facilities that enable the existing and currently planned enhancement to clinical services to be delivered 4. Compliance with all relevant Health Guidance (unless otherwise agreed as being inappropriate) including HAIScribe guidance to ensure facilities are commensurate with current policy and reduce the risk of health related infection spread 5. Avoid any significant disruption to existing clinical services in the locality. 6. Quality Delivery of key stakeholders expectations (where these match the brief) is critical to the success of the project. AEDET reviews will be undertaken and will achieve a minimum target score of 4/6 in all categories. 7. Sustainability. The achievement of BREEAM Healthcare Excellent for new build or Very Good for refurbishment development is critical to the project success. 8. Achieve improved efficiency associated with the whole life costs of the building. 9. Integration of dental services 10. Improve the patients journey by proving a one stop shop.
13 2.9 Summary of Short listed Options The short list of feasible options for the project is summarised as follows: Option 1: Do nothing Option 2; A & B New Build Using a Central nucleus model. Scoping Option - Existing catchment area and services Service solution: Existing Model In accordance with Scottish Capital Investment Manual (SCIM) guidance, this option is included only as a baseline against which the other options can be compared. It is based on an assumption that the existing property will remain, and some investment will be made to enable it to continue to support service delivery. Improvements will be required to achieve BREEAM very good rating. The assumption is that issues such as backlog maintenance and poor condition and performance of property would be addressed, where it is economically viable to do so. The size of the building would remain as it is. Service Delivery In-house Implementation maintenance and improvements to sustain building Funding NHS Capital/Revenue funding costs for repairs, improvements and maintenance Scoping Option Extend catchment area, where possible, for selected clinical services through rationalisation from other premises Service Solution Central nucleus model.this option is based on a theme of centralising services and bringing services and people together under one roof. It is a broadly similar model to that which is currently employed at Tain Health Centre but with further integration and expansion of services including dental, within a new build facility. An option based on the theme of providing an integrated building, bringing together a range of health, social and community services across Tain. Service Delivery In-house Implementation Single project to completion Funding via transfer to hub There are 2 new build sites potentially available; Option 2A is the school site located on Craighill Terrace. Option 2B is the retail site located at the South East edge of the town.
14 Option 3: More of the same Refurb and extend. Scoping Option Existing catchment area Service solution More of the Same Model. This option would seek to retain and invest in what is good now, building on the strengths of the existing models of service and premises provision. Service Delivery In-house Implementation Decant to allow construction phase. This option would largely rely on the existing site and location to deliver future services with an extension to the existing building to create additional space. The implementation of this option would be undertaken as one initial phase of construction with no incremental maintenance work envisaged. A temporary decant of the facility would be required in order to allow this option to proceed. Funding NHS Capital/Revenue/hub funding based on traditional procurement Option 4: Network Model Scoping Option - Existing catchment area and integration with other health and social care services with the Tain locality Service solution: Network Model. This option emerged from the workshops sessions as a response to the requirement to provide a flexible and dynamic model of service and property provision. Its underlying theme is to provide the widest possible range of services locally as is practical and commensurate with safe clinical practice. Hence, it envisages similar service development as in Option 2: Central nucleus model, but seeks to distribute those services across a portfolio of properties in Tain. Service Delivery In-house Implementation Phase services in utilising rented, additional serviced space. Funding NHS Capital/Revenue funding for any new build/refurbishment and smaller projects in connection with developing facilities within the network. Table: 2.1
15 2.10 The Preferred Option The preferred option to emerge from the option appraisal exercise was No 2A: the New Build solution on the school site based on a Central nucleus Model of service provision. This option is based on a model of service provision that is similar to that currently employed, but seeks to further integrate services such as dental and has the potential to significantly improve patient care. It would make Tain Health Centre the central focal point for primary care services in the district, rationalising the existing NHS leased and owned properties in Tain. It would lead to the co-location of multi-disciplinary health care teams and dental practitioner services. This model is further complemented by the inclusion of Community Care staff and the potential inclusion of social work into the Health Centre. The option appraisal exercise demonstrated that this option was most likely to maximise the non financial benefits from the project and is comparatively low in terms of risks. It also demonstrated that the option is most likely to meet the increasing health and dental care needs of people living in and around Tain Results of economic and financial appraisal/s The following tables are expanded upon fully within this document and provide a summary of the economic and financial appraisals that have been undertaken to validate the delivery options. The initial capital cost estimates for the options short-listed are detailed as follows: Initial Capital Cost Estimates. Option Initial Capital Cost Estimate Option 1 Do Nothing No capital cost Option 2a New Build School Site 5.7m to 6.3m Option 2b New Build Retail Centre 5.8m to 6.4m Option 3 Refurbishment 7.6m to 8m Option 4 Network Model Revenue solution Table 2.2
16 The table below sets out the forecast revenue impact and running costs for the short listed options: It should be noted the additional recurring revenue funding required in option 2A, is 559,094 and is broken down as follows: Dental 147,494 (from non cash limited GDS), Tain GP 's 67,245 and the Mid Highland CHP (RCWN Locality) 344,356. Forecast Revenue Impact 25 year Life Cycle Do Nothing New Build School site New Build Retail Centre Refurbishment Network Model Appraisal Element Option 1 Option 2a Option 2b Option 3 Option 4 Capital charge 23, Unitary charge 468, , , ,504 Running costs 58, , , , ,885 Total Revenue costs 81, , , ,353 1,135,389 To be Funded as Follows Budgets in Mid CHP -81, , , , ,355 Additional Revenue Funding required Financed by: 0 559, , ,596 1,006,034 Additional Income from Dental -147, , , ,631 Additional Income from Practices -67,245-67,245-84,334-53,932 Additional funding from R&CWN Locality -344, , , ,471 Balance Table 2.3
17 The table below shows the analysis for the short listed options. VfM Analysis 25 year Life Cycle Do Nothing 1 New Build School Site, 2A New Build Retail Centre, 2B Refurbishm ent, 3 Network Model, 4 Appraisal Element Option 1 Option 2a Option 2b Option 3 Option 4 Benefit Score a Rank Net Present Cost b 3,911,320 4,865,635 4,865,635 6,558,047 9,010,481 Cost per benefit point b/a 15,900 5,684 5,891 11,172 43,320 Rank Risk c , Risk % (out of a 150 d 0% 383% 420% 828% 661% max) Rank Risk adjusted Cost per Benefit point b/a x d 21,774 24,733 92, ,487 Rank Table Outcome The results of the Economic and Financial Analysis consolidate the position of Option 2A New Build as the preferred option, alongside that of the non-financial benefits We have used the HM Treasury Model to demonstrate Value for Money. The table below shows the result of comparing the Scottish Futures Trust hubco model against a Public Sector Comparator. Using an IRR of 13%, gives an indicative PFI VfM of 5.46%, which complies with the requirements.
18 Public Sector hubco VfM Quantitative Assessment Option 2A. VfM analysis for option 2A IRRs 13% Pre Tax Equity IRR 13.01% VfM Other Values Pre Tax Project IRR 7.48% "Indicative" PFI VfM 5.46% CP Costs (NPV) -7 PFI Costs (NPV) -7 Unadjusted Annual Unitary Charge 0.4 Table Benefits Realisation The Benefits Criteria articulated in this document are all desirable outcomes for the project that can be achieved by the Preferred Solution (Option 2 New Build ). In summary, it is anticipated that the following benefits will be realised as a result of the proposed Investment. The achievement of the project within the available affordability envelope for NHS Highland revenue funding. Deliver facilities that enable clinical effectiveness to be delivered, in terms of improving health in the catchment area and assisting Mid Highland CHP in meeting health targets. Expanded range of services and promotion of a preventative and self care model Provision of a patient centred one stop shop The enhancement of new ways of working, in particular effective collaborative/ partnership working Provision of facilities which significantly reduce risk of spread of infection Provision of easy and equitable access to nearby services
19 Address health inequalities Retention and recruitment of staff Enhance the sustainability of built facilities within the locality whilst also promoting alternative forms of transport Improve quality and functional efficiency of physical environment Provision of a flexible and adaptable property which allows delivery of NHS Highland s overall Strategic plans 2.14 Summary of Key Dates A summary of the estimated key project dates is provided in the table below: Project Phases Stage 2: Consideration of OBC December 2010 Stage 3: Submission of FBC June 2011 Stage 4: Start on site September 2011 Completion date October 2012 Services Commencement October 2012 Table Scottish Capital Investment Manual (SCIM) Compliance This OBC has been prepared in accordance with the requirements of the Scottish Capital Investment Manual and presents the programme s objectives, benefits, risks, costs and other relevant information.
RAIGMORE CRITICAL CARE AND THEATRE UPGRADE OUTLINE BUSINESS CASE
Highland NHS Board 7 October 2014 Item 5.5 RAIGMORE CRITICAL CARE AND THEATRE UPGRADE Report by Eric Green, Head of Estates and Linda Kirkland, Interim Director of Operations, Raigmore (Project Sponsor)
More informationNHS Highland Plan for rebalancing of Primary Care Dental Services
Highland NHS Board 3 February 2015 Item 4.3 NHS Highland Plan for rebalancing of Primary Care Dental Services 2015-2020 Report by Dr Ken Proctor Associate Medical Director, Executive Director for Primary
More informationAbridged Outline Business Case
Meeting: NoSPG Date: 30th November 2011 Item: 70/11 (iii) b NORTH OF SCOTLAND PLANNING GROUP Establishing a North of Scotland Specialist Network for Young People with Severe and Complex Mental Health Problems
More information20 February 2018 Paper No: 18/04 DELIVERING THE NEW 2018 GENERAL MEDICAL SERVICES CONTRACT IN SCOTLAND
NHS Greater Glasgow & Clyde NHS Board Meeting David Leese, Chief Officer Renfrewshire HSCP and Lead Chief Officer Primary Care Support 20 February 2018 Paper No: 18/04 DELIVERING THE NEW 2018 GENERAL MEDICAL
More information- the proposed development process for Community Health Partnerships. - arrangements to begin to establish a Service Redesign Committee
Greater Glasgow NHS Board Board Meeting Tuesday 20 th May 2003 Board Paper No. 2003/33 DIRECTOR OF PLANNING AND COMMUNITY CARE CHIEF EXECUTIVE WHITE PAPER PARTNERSHIP FOR CARE Recommendation: The NHS Board
More information84% 70% 139m. 20m. 300m. 600m 6, ,000 jobs 13,750. Impact of SFT s work. When complete, TIF projects will support
The Benefits of SFT s Work 2013-2014 Impact of SFT s work 01 15,000 jobs When complete, TIF projects will support 15,000 jobs 84% hub project value 84% of hub project value delivered by SMEs 1.14 bn hub
More informationNHS HIGHLAND ALLIED HEALTH PROFESSIONS MUSCULOSKELETAL REDESIGN
Highland NHS Board 3 December 2013 Item 5.5 NHS HIGHLAND ALLIED HEALTH PROFESSIONS MUSCULOSKELETAL REDESIGN Report by Katherine Sutton, Associate Director AHPs on behalf of Elaine Mead, Chief Executive
More informationDelivering Local Health Care
Delivering Local Health Care Accelerating the pace of change Contents Joint foreword by the Minister for Health and Social Services and the Deputy Minister for Children and Social Services Foreword by
More informationSCOTTISH GOVERNMENT FUNDING CONDITIONS FOR DELIVERING PROJECTS THROUGH THE NON PROFIT DISTRIBUTING MODEL
Acting Director-General Health & Social Careand Chief Executive NHSScotland Derek Feeley T: 0131-244 2410 F: 0131-244 2162 E: dghsc@scotland.gslgov.uk ~ The Scottish Government To: NHS Board Chief Executives
More informationNHS GRAMPIAN. Grampian Clinical Strategy - Planned Care
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
More informationSCOTTISH 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 informationFuture of Respite (Short Breaks) Services for Children with Disabilities
Future of Respite (Short Breaks) Services for Children with Disabilities Consultation Feedback Report 2014 Foreword from the Director of Children s Services Within the Northern Trust area we know that
More informationGOVERNING BODY MEETING in Public 27 September 2017 Agenda Item 5.2
GOVERNING BODY MEETING in Public 27 September 2017 Paper Title Report Author Neil Evans Turnaround Director Referral Management s Contributors John Griffiths Date report submitted 20 September 2017 Dean
More information19 th April The purpose of this paper is to outline the costs, risks and benefits of the above proposals.
NHS Greater Glasgow & Clyde NHS BOARD MEETING 19 th April 2016 Authors: Chief Officer, Operations, Glasgow City Health & Social Care Partnership / Director of Facilities & Capital Planning Paper No: 16/17
More informationNORTH OF SCOTLAND PLANNING GROUP
North of Scotland Planning Group TIER 4 Child and Adolescent Mental Health Services Pre-Visit Information Pack and Questionnaire NORTH OF SCOTLAND PLANNING GROUP This pack is designed to be used to prepare
More informationWoodside Health Centre. Initial Agreement
Glasgow City Community Health Partnership North West Sector Woodside Health Centre Initial Agreement August 2012. 1 Contents 1. Title of Scheme... 3 2. Introduction...3 3. Strategic Context...4 3.1 Organisational
More informationDRAFT. 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 informationManchester Health and Care Commissioning Board. A partnership between Manchester. City Council and NHS Manchester Clinical Commissioning Group
Manchester Health and Care Commissioning Board A partnership between Manchester City Council and NHS Manchester Clinical Commissioning Group Agenda Item: Report Title: Date: Strategic Commissioning Prepared
More informationOutline Business Case for the Future Delivery of Front Door Services within NHS Ayrshire & Arran. Phase 1
Outline Business Case for the Future Delivery of Front Door Services within NHS Ayrshire & Arran Phase 1 NHS Ayrshire & Arran Contents 1 INTRODUCTION... 1 1.1 Purpose... 1 1.2 Context of the Proposed Investment...
More informationFull Business Case. County Hospital Outpatients (Executive Summary) May Contents
County Hospital Outpatients (Executive Summary) May 2016 Contents 1 Executive Summary 1 1.1 Introduction & Background 1 1.2 Commissioner and Stakeholder Support 1 1.3 Capital Programme 2 1.4 Case of Need
More informationERDF : Low Carbon Travel and Transport (LCTT) Programme
ERDF 2014-2020: Low Carbon Travel and Transport (LCTT) Programme Frequently Asked Questions 1.0 European Structural Funds 1.1 What are these and what will be the impact of UK s referendum decision to leave
More informationRenal Unit - Full Business Case. Full Business Case Executive Summary. Renal Unit
Full Business Case Executive Summary Renal Unit June 2015 0 Document Control Version Date Issued Brief Summary of Change Owner s Name 1 4 June 15 Exec Summary prepared for Trust internal approval processes
More informationReview of Voluntary Sector Support
Executive Committee 25 th March 2014 Agenda Item No. Review of Voluntary Sector Support Report by: Michael Enston, Executive Director, Corporate Services Wards Affected: All Fife wards Purpose This report
More informationCONTENTS 1. PROJECT TITLE AND SUMMARY OF PROPOSED INVESTMENT 3 2. EXECUTIVE SUMMARY 5 3 INTRODUCTION AND PURPOSE 11 4 STRATEGIC CASE 14 5 ECONOMIC CAS
FINAL VERSION 14th November 2017 OUTLINE BUSINESS CASE The Modernisation of Community and Hospital Services in Badenoch & Strathspey (B&S) and Skye, Lochalsh and South West Ross (SLSWR) Page 1 CONTENTS
More informationBNSSG CCG Governing Body Meeting
Meeting Date: Tuesday 1st May 2018 Time: 1.30pm Location: The Winter Gardens Pavilions, Weston College, 2 Royal Parade, Weston Super Mare BS23 1AJ Agenda item: 7.2 Report title: Options appraisal for re-procurement
More informationERDF : Low Carbon Travel and Transport (LCTT) Programme
ERDF 2014-2020: Low Carbon Travel and Transport (LCTT) Programme Last updated 1 February Frequently Asked Questions 1.0 European Structural Funds 1.1 What are these and what will be the impact of UK s
More informationScottish Government Regeneration Capital Grant Fund Update
Midlothian Council 28 March 2017 Scottish Government Regeneration Capital Grant Fund Update Report by John Blair, Director, Resources 1 Purpose of Report The purpose of this report is to advise Council
More informationOUTLINE BUSINESS CASE ADULTS WITH COMPLEX NEEDS UNIT COATHILL HOSPITAL
OUTLINE BUSINESS CASE ADULTS WITH COMPLEX NEEDS UNIT COATHILL HOSPITAL AUGUST 2007 44 Contents Page Number 1 Executive Summary 3 2 Introduction 5 3 Strategic Context 7 4 Clinical Needs 8 5 Proposed Outcomes
More informationTargeted Regeneration Investment. Guidance for local authorities and delivery partners
Targeted Regeneration Investment Guidance for local authorities and delivery partners 20 October 2017 0 Contents Page Executive Summary 2 Introduction 3 Prosperity for All 5 Programme aims and objectives
More informationNote performance against the 30 minute standard for SAS call outs broken down by category of calls across NHS Highland Board area
Argyll & Bute CHP Committee Date of Meeting: 27 October 2010 Item No: 11.3 UPDATE ON STRATEGIC OPTIONS FRAMEWORK FOR EMERGENCY AND URGENT RESPONSE IN REMOTE AND RURAL COMMUNITIES AND MEMORANDUM OF UNDERSTANDING
More informationANEURIN BEVAN HEALTH BOARD CLINICAL FUTURES STRATEGY AND SPECIALIST CRITICAL CARE CENTRE: BRIEFING
ANEURIN BEVAN HEALTH BOARD Aneurin Bevan Health Board CLINICAL FUTURES STRATEGY AND SPECIALIST CRITICAL CARE CENTRE: BRIEFING 1 PURPOSE The purpose of this paper to is to brief Board members on the proposed
More informationAgenda Item 3.3 IMPLEMENTATION OF SETTING THE DIRECTION - WHOLE SYSTEMS CHANGE PROGRESS UPDATE
FOR INFORMATION UHB Board Meeting: 17 January 2012 IMPLEMENTATION OF SETTING THE DIRECTION - WHOLE SYSTEMS CHANGE PROGRESS UPDATE Report of Paper prepared by Executive Summary Director of Public Health
More informationNURSING & MIDWIFERY WORKLOAD & WORKFORCE PLANNING PROJECT RECOMMENDATIONS AND ACTION PLAN NOVEMBER 2006 UPDATE
Forma cm NHS HIGHLAND WORKLOAD AND WORKFORCE PLANNING PROJECT RECOMMENDATIONS AND ACTION PLAN NURSING & MIDWIFERY WORKLOAD & WORKFORCE PLANNING PROJECT RECOMMENDATIONS AND ACTION PLAN NHS HIGHLAND NOVEMBER
More informationVanguard Programme: Acute Care Collaboration Value Proposition
Vanguard Programme: Acute Care Collaboration Value Proposition 2015-16 November 2015 Version: 1 30 November 2015 ACC Vanguard: Moorfields Eye Hospital Value Proposition 1 Contents Section Page Section
More informationNHS GRAMPIAN. Local Delivery Plan (LDP) 2016/17 Progress Report on Primary Care Chapter
NHS GRAMPIAN Board Meeting 06.04.17 Open Session Item 8 Local Delivery Plan (LDP) 2016/17 Progress Report on Primary Care Chapter 1. Actions Recommended The Board is asked to: Note and endorse the progress
More informationKnowledge for healthcare: A briefing on the development framework
Developing people for health and healthcare Knowledge for healthcare: A briefing on the development framework for NHS library and knowledge services in England 2015-2020 Library and Knowledge Services
More information1. NHS Tayside Independent review by Grant Thornton UK on financial governance in NHS Tayside, including endowment funds
Director-General Health & Social Care and Chief Executive NHSScotland Paul Gray T: 0131-244 2790 E: dghsc@gov.scot Jenny Marra MSP Convener Public Audit and Post-Legislative Scrutiny Committee 21 May 2018
More informationCLINICAL 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 informationEstates Infrastructure
DRAFT POLICY IN DEVELOPMENT NORTH EAST LONDON SUSTAINABILITY & TRANSFORMATION PLAN Transformation underpinned by system thinking and local action Delivery Plan 5 of 8: Estates Infrastructure Contents No.
More informationCommunity Health Partnerships (CHPs) Scheme of Establishment for Glasgow City Community Health and Social Care Partnerships
EMBARGOED UNTIL MEETING Greater Glasgow NHS Board Board Meeting Tuesday 19 th April 2005 Board Paper No. 2005/33 Director of Planning and Community Care Community Health Partnerships (CHPs) Scheme of Establishment
More informationBIRMINGHAM CITY COUNCIL
BIRMINGHAM CITY COUNCIL PUBLIC REPORT Report to: CABINET Report of: Strategic Director for People Date of Decision: 28 th June 2016 SUBJECT: STRATEGY AND PROCUREMENT PROCESS FOR THE PROVISION OF EARLY
More informationScottish Ambulance Service. Our Future Strategy. Discussion with partners
Discussion with partners Our values Glossary of terms We will: put the patient at the heart of everything we do. treat each and every person well, with respect and dignity. always be open, honest and fair.
More informationPremises under the new GMS contract. to modern primary care premises.
briefing Premises under the new GMS contract The NHS Confederation and the National Primary and Care Trust Development Programme (NatPaCT) have developed a series of briefings to help primary care trusts
More informationIntensive Psychiatric Care Units
NHS Highland Argyll & Bute Hospital, Lochgilphead Intensive Psychiatric Care Units Service Profile Exercise ~ November 2009 NHS Quality Improvement Scotland (NHS QIS) is committed to equality and diversity.
More informationCT Scanner Replacement Nevill Hall Hospital Abergavenny. Business Justification
CT Scanner Replacement Nevill Hall Hospital Abergavenny Business Justification Version No: 3 Issue Date: 9 July 2012 VERSION HISTORY Version Date Brief Summary of Change Owner s Name Issued Draft 21/06/12
More informationhub programme ASSOCIATION FOR PUBLIC SERVICE EXCELLENCE SCOTTISH FACILITIES MANAGEMENT SEMINAR Neil Grice hub Programme Manager Associate Director SFT
hub programme ASSOCIATION FOR PUBLIC SERVICE EXCELLENCE SCOTTISH FACILITIES MANAGEMENT SEMINAR Neil Grice hub Programme Manager Associate Director SFT 2 nd November 2011 Scottish Futures Trust The Scottish
More informationPriority Axis 1: Promoting Research and Innovation
2014 to 2020 European Structural and Investment Funds Growth Programme Call for Proposals European Regional Development Fund Priority Axis 1: Promoting Research and Innovation Managing Authority: Fund:
More informationReview of Management Arrangements within the Microbiology Division Public Health Wales NHS Trust. Issued: December 2013 Document reference: 653A2013
Review of Management Arrangements within the Microbiology Division Public Health Issued: December 2013 Document reference: 653A2013 Status of report This document has been prepared for the internal use
More informationOUTLINE BUSINESS CASE ADULTS WITH COMPLEX NEEDS/LOW SECURE UNIT CAIRD HOUSE, HAMILTON
OUTLINE BUSINESS CASE ADULTS WITH COMPLEX NEEDS/LOW SECURE UNIT CAIRD HOUSE, HAMILTON AUGUST 2007 Contents Page Number 1 Executive Summary 2 2 Introduction 4 3 Strategic Context 6 4 Clinical Needs 7 5
More informationReport to Governing Body 19 September 2018
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)
More informationDriving and Supporting Improvement in Primary Care
Driving and Supporting Improvement in Primary Care 2016 2020 www.healthcareimprovementscotland.org Healthcare Improvement Scotland 2016 First published December 2016 The publication is copyright to Healthcare
More informationCollaborative Commissioning in NHS Tayside
Collaborative Commissioning in NHS Tayside 1 CONTEXT 1.1 National Context Delivering for Health was the Minister for Health and Community Care s response to A National Framework for Service Change in the
More informationNHS Forth Valley is committed to being open and honest in the conduct of its operations. To this end NHS Forth Valley will ensure:
Healthcare Strategy New Acute Hospital FOREWORD This document presents the (FBC) for the healthcare strategy and hospital development at Larbert within the Forth Valley Health Board Area. It updates the
More informationMutual Aid between North Of Scotland Health Boards
Meeting: NoSPG Date: 16 th March 2016 Item: 13/16 NORTH OF SCOTLAND PLANNING GROUP Mutual Aid between North Of Scotland Health Boards NoSPG is asked to: To review and reflect on the content of the enclosed
More informationRedevelopment of West Cumberland Hospital - Full Business Case
Redevelopment of West Cumberland Hospital - Full Business Case North Cumbria University Hospitals NHS Trust June 2012 DOCUMENT CONTROL Author/Contact Suzanne Halsall, Head of Strategic Financial Planning
More informationImproving Healthcare Together : NHS Surrey Downs, Sutton and Merton clinical commissioning groups Issues Paper
Improving Healthcare Together 2020-2030 NHS Surrey Downs, Sutton and Merton CCGs Improving Healthcare Together 2020-2030: NHS Surrey Downs, Sutton and Merton clinical commissioning groups Surrey Downs
More informationItem No. 9. Meeting Date Wednesday 6 th December Glasgow City Integration Joint Board Finance and Audit Committee
Item No. 9 Meeting Date Wednesday 6 th December 2017 Glasgow City Integration Joint Board Finance and Audit Committee Report By: Contact: Sharon Wearing, Chief Officer, Finance and Resources Allison Eccles,
More informationNHS GRAMPIAN. Local Delivery Plan - Section 2 Elective Care
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
More informationFit for 20:20 and what this will mean for ehealth. Dr Gregor Smith Senior Medical Officer Primary Care Division Scottish Government
Fit for 20:20 and what this will mean for ehealth Dr Gregor Smith Senior Medical Officer Primary Care Division Scottish Government Today I ll cover: Primary Care FIT FOR 20:20 Strategic Context of the
More informationIntroduction 1. On June 18 th 2018, Cabinet considered a report with the following recommendation: This report requests Cabinet approval to:
Report to the Learning, Skills and Economy Scrutiny Committee Monday 25 th June 2018 Subject: Cabinet Report: 21 st C Schools Programme Welshpool Primary Project and Ysgol Calon Cymru June 18 th 2018 For
More informationQuality Accounts: Corroborative Statements from Commissioning Groups. Nottingham NHS Treatment Centre - Corroborative Statement
Quality Accounts: Corroborative Statements from Commissioning Groups Quality Accounts are annual reports to the public from providers of NHS healthcare about the quality of services they deliver. The primary
More informationThe number of people aged 70 and over stood at 324,530 in This is projected to increase to 363,000 by 2011 and to 433,000 by 2016.
Community health service provision in Ireland Jimmy Duggan Department of Health and Children Brian Murphy Health Service Executive Profile of Ireland By April 2008, the population in Ireland reached 4.42
More informationPrimary Care in Scotland Looking to the future. Fiona Duff Senior Advisor, Primary Care Division, Scottish Government
Primary Care in Scotland Looking to the future Fiona Duff Senior Advisor, Primary Care Division, Scottish Government TRANSFORMING PRIMARY CARE: WHY? National Clinical Strategy: a business case for
More informationUrgent Primary Care Update Paper
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
More informationIntegrating care: contracting for accountable models NHS England
New care models Integrating care: contracting for accountable models NHS England Accountable Care Organisation (ACO) Contract package - supporting document Our values: clinical engagement, patient involvement,
More informationMental Health URGENT CARE AND ASSESSMENT Business Case. CCG Summary paper
1. Purpose of this paper Mental Health URGENT CARE AND ASSESSMENT Business Case. CCG Summary paper This paper sets out the rationale for investment in new more effective urgent care pathways for people
More informationabcdefghijklmnopqrstu
Director-General Health and Chief Executive NHS Scotland Dr Kevin Woods abcdefghijklmnopqrstu T: 0131-244 2410 F: 0131-244 2162 E: dghealth@scotland.gsi.gov.uk CEL 4 (2010) Dear Colleague INFORMING, ENGAGING
More informationYour Care, Your Future
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
More informationItem No: 14. Meeting Date: Wednesday 8 th November Glasgow City Integration Joint Board
Item No: 14 Meeting Date: Wednesday 8 th November 2017 Glasgow City Integration Joint Board Report By: David Williams, Chief Officer Contact: Susanne Millar, Chief Officer, Strategy & Operations / Chief
More informationCardigan Integrated Care Centre Full Business Case. March 2016
Cardigan Integrated Care Centre Full Business Case March 2016 Page left intentionally blank for double sided printing Contents 1 Executive Summary... 9 1.1 Purpose... 9 1.2 Overview of Proposed Scheme...
More informationHealthy lives, healthy people: consultation on the funding and commissioning routes for public health
Healthy lives, healthy people: consultation on the funding and commissioning routes for public health December 2010 The coalition Government published Healthy Lives, Health people: consultation on the
More informationExecutive Summary / Recommendations
Learning Disability Change Programme A Strategy for the Future Proposed Service Specification for Adult Learning Disability Services in Greater Glasgow & Clyde Executive Summary / Recommendations 1 1.
More informationTOWN CENTRE REGENERATION EXECUTIVE COMMITTEE. 4 October Report by Corporate Transformation and Services Director 1 PURPOSE AND SUMMARY
TOWN CENTRE REGENERATION Report by Corporate Transformation and Services Director EXECUTIVE COMMITTEE 4 October 2016 1 PURPOSE AND SUMMARY 1.1 The purpose of this report is to discuss the Council s future
More informationINVESTMENT PROPOSAL FOR A COMPUTED TOMOGRAPHY SCANNING SERVICE IN THE NORTH HIGHLANDS
INVESTMENT PROPOSAL FOR A COMPUTED TOMOGRAPHY SCANNING SERVICE IN THE NORTH HIGHLANDS Last Revised: 19 September 2006 1 CONTENTS Page 1 BACKGROUND 1 2 NATIONAL POSITION 2 3 HIGHLAND POSITION 3/4/5 4 REFERENCES
More informationSCOTTISH AMBULANCE SERVICE JOB DESCRIPTION
SCOTTISH AMBULANCE SERVICE JOB DESCRIPTION Job Title: Reporting To: Department(s)/Location: Consultant Paramedic OHCA Programme Lead Medical Director Medical Directorate Job Reference number (coded): Background
More informationEngland. Questions and Answers. Draft Integrated Care Provider (ICP) Contract - consultation package
England Questions and Answers Draft Integrated Care Provider (ICP) Contract - consultation package August 2018 Questions and Answers Draft Integrated Care Provider (ICP) Contract - consultation package
More information2017 Scheme Outline. All queries can be addressed to:
2017 Scheme Outline All queries can be addressed to: townandvillage@ahg.gov.ie Town and Village Renewal Scheme 2017 Scheme Outline Department of Arts, Heritage, Regional, Rural and Gaeltacht Affairs April
More informationWorking together for better patient care
A Strategic Framework for our people, patients and partners Working together for better patient care 2010-2015 Scottish Ambulance Service National Headquarters, Tipperlinn Road, Edinburgh EH10 5UU Tel:
More informationBusiness Case Advanced Physiotherapy Practitioners in Primary Care
1 Business Case Advanced Physiotherapy Practitioners in Primary Care 1.0 Introduction This scheme supports the sustainability of primary care and the move towards a first line prudent multi-professional
More informationSkye, Lochalsh and South West Ross Redesign Benefits Realisation Workshop 1-18 May 2016
Objective 1: Integrated Health and Social Care Agree baseline - 2015/16? Greater numbers of people being cared for in their own home Hospital admisson rates Care at home users / hours (client group, town
More informationAyrshire and Arran NHS Board
Paper 9 Ayrshire and Arran NHS Board Monday 26 March 2018 Delivering the new 2018 General Medical Services Contract in Scotland in the context of Primary Care Development Author: Vicki Campbell, Programme
More informationThis will activate and empower people to become more confident to manage their own health.
Mid Nottinghamshire Self Care Strategy 2014-2019 Forward The Mid Nottinghamshire Self Care Strategy will be the vehicle which underpins our vision to deliver an increased understanding of and knowledge
More informationSTP analysis Durham, Darlington, Teesside, Hambleton, Richmondshire and Whitby
STP analysis Durham, Darlington, Teesside, Hambleton, Richmondshire and Whitby http://nhsbetterhealth.org.uk/wp-content/uploads/2016/11/stp-draft-plan-on-page- Final-1.pdf The STP Process Q1. Version Control:
More informationOxfordshire Primary Care Commissioning Committee
Oxfordshire Clinical Commissioning Group Oxfordshire Primary Care Commissioning Committee Date of Meeting: 2 May 2017 Paper No: 15 Title of Paper: Memorandum of Understanding (MOU) for Primary Medical
More informationWest of Scotland Regional Planning. West of Scotland Satellite Radiotherapy Facility. Initial Agreement
West of Scotland Regional Planning West of Scotland Satellite Radiotherapy Facility Initial Agreement Contents Section Page(s) 1. Title of Scheme 2 2. Introduction 2 3. Strategic Context 2-4 4. Strategic
More informationRural Regeneration and Development Fund
Rural Regeneration and Development Fund Scheme Outline and Information Booklet Rural Regeneration and Development Fund Background Project Ireland 2040, which was launched on 16th February 2018, is the
More informationThe Full Business Case. For. The Modernisation & Re-design Of Primary, Community Health & Social Care Services & Facilities For Alexandria
The Full Business Case For The Modernisation & Re-design Of Primary, Community Health & Social Care Services & Facilities For Alexandria Delivering Excellence from the Heart of the Vale West Dunbartonshire
More informationWritten Response by the Welsh Government to the report of the Health, Social Care and Sport Committee entitled Primary Care: Clusters
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
More informationUrgent and Emergency Care Review update: from design to delivery
The Kings Fund September 2015 Keith Willett Director of Acute Care Urgent and Emergency Care Review update: from design to delivery What does the experience and data from recent winters tell us? Surge
More informationLaboratory Information Management System (LIMS) Replacement
Laboratory Information Management System (LIMS) Replacement 1. Introduction The Health Board is to transition from its current LIMS to the new national LIMS in late March 2014. This is a significant change
More informationNHS ENGLAND BOARD PAPER
NHS ENGLAND BOARD PAPER Paper: PB.04.07.2018/05 Title: Developing the NHS long term plan: primary care reform Lead National Director: Ian Dodge, National Director, Strategy and Innovation Purpose of Paper:
More informationAberdeen City Health & Social Care Partnership. Primary Care Improvement Plan
Aberdeen City Health & Social Care Partnership Primary Care Improvement Plan This Primary Care Improvement Plan sets out at a high level, the intentions of Aberdeen City Health and Social Care Partnership
More informationGeneral Practice 5 Year Forward View Operational Plan Leicester, Leicestershire and Rutland (LLR) STP
Leicester City Clinical Commissioning Group West Leicestershire Clinical Commissioning Group East Leicestershire and Rutland Clinical Commissioning Group General Practice 5 Year Forward View Operational
More information8.1 NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CLINICAL SERVICES REVIEW CONSULTATION OPTIONS. Date of the meeting 18/05/2016
NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING CLINICAL SERVICES REVIEW CONSULTATION OPTIONS Date of the meeting 18/05/2016 Author Sponsoring Clinician Purpose of Report Recommendation
More informationOUTLINE BUSINESS CASE FOR THE DEVELOPMENT OF A&E SERVICES AT ANTRIM AREA HOSPITAL
OUTLINE BUSINESS CASE FOR THE DEVELOPMENT OF A&E SERVICES AT ANTRIM AREA HOSPITAL Executive Summary August 2009 0.0 EXECUTIVE SUMMARY 0.1 Introduction and background There are two strands to the case for
More informationA Clinical Strategy for Shetland. Creating Sustainability, Ensuring Resilience, Securing the Future
A Clinical Strategy for Shetland Creating Sustainability, Ensuring Resilience, Securing the Future Review Date: December 2014 Document Control 2011-2014 Date Version Committee/Group Changes February 8
More informationCluster Network Action Plan Neath Cluster. Abertawe Bro Morgannwg University Health Board Neath Cluster Action Plan
Cluster Network Action Plan 2016-17 Neath Cluster 1 Introduction The Neath Cluster Network includes a cluster of 8 GP practices, seven of the practices are engaged in GP training. The cluster network estate
More informationClinical Pharmacists in General Practice March 2018
Clinical Pharmacists in General Practice March 2018 1. Background Following a successful national pilot programme, the General Practice Forward View committed over 100million to support an extra 1,500
More informationINPATIENT SPECIALIST PALLIATIVE CARE UNIT (WITH REFURBISHMENT OF STROKE UNIT) BUSINESS CASE
Appendix-2012-11 Borders NHS Board INPATIENT SPECIALIST PALLIATIVE CARE UNIT (WITH REFURBISHMENT OF STROKE UNIT) BUSINESS CASE Aim The aim of this paper is to present the Full Business Case for the development
More informationColindale Ward. Not applicable
Meeting Cabinet Resources Committee Date 16 December 2013 Subject Report of Summary Delivering a new Library and Centre for Independent Living as part of the Barnet and Southgate College development at
More information