Urgent & Emergency Care Strategy Update

Size: px
Start display at page:

Download "Urgent & Emergency Care Strategy Update"

Transcription

1 RCCG/GB/17/144 Urgent & Emergency Care Strategy Update 1. Introduction The purpose of this paper is to provide assurance on the effective delivery to date of our urgent and emergency care strategy within the Greater Nottingham footprint of the Sustainability and Transformation Plan Context and Background 2.1 National context The Next steps on the NHS Five Year Forward View (5YFV) was published on the 31 st March Urgent and Emergency Care (UEC) is one of the main national service improvement priorities. The key deliverables for 2017/18 are that 1. In or before September 2017 over 90% emergency patients are treated, admitted or transferred within 4 hours 2. The majority of Trusts meet the 95% standard in March The NHS overall returns to the 95% within the course of In April 2017 the Urgent and Emergency Care Delivery plan was published, which articulated in more detail the seven UEC priorities which will deliver transformation of Urgent and Emergency Care and ensure delivery of the mandated national target. The seven UEC priorities for 17/18 described on page 9, build upon the nationally mandated improvement initiatives from 16/17 contained in the Rapid Implementation Guidance for local systems and ECIP (Emergency Care Improvement Programme) system specific recommendations for Greater Nottingham. 2.2 Context of the UEC 5YFV Delivery Plan We remain fully committed to the delivery of the four hour target, however; Patients have a lifestyle view of what is urgent rather than a clinical view and services need to reflect this Too many people are going to A&E rather than more appropriate alternatives and therefore we are not using our expert resources to deal with our sickest patients Capacity is stretched and we need to ensure that patient flow is optimised The system is too complicated and fragmented leading to patients not getting the best care and large variations in performance across the country Our strategy enables us to change this so that: The system is intuitive and helps people make the right decision There are alternatives offered to A&E that provide timely clinical access for urgent close to people s homes 1 P a g e

2 RCCG/GB/17/144 We focus our skilled resources in hospitals on the sickest patients and those with serious or life-threatening needs We reduce the pressure on our hard-working staff enabling them to provide higher quality care 2.3 Local context Locally the national plans translate into how we simplify and improve urgent and emergency care. We aim to support citizens to access the most appropriate advice or service for their urgent care needs, minimising disruption for citizens and their families. For those with more serious needs, we aim to provide a service that can respond rapidly to meet those needs, whether in a community or acute hospital setting, ensuring that patients receive the best possible care and return home as soon as they are well enough. This will result in: More people able to self-treat as a result of improved quality of information and support available to people with urgent care needs Fewer people arriving at hospital as a result of improved access to urgent care in settings other than A&E, e.g., in general practice or pharmacy Timely and safe care for those needing hospital based urgent and emergency care as a result of swifter access to a senior clinician on arrival at A&E People who are admitted to hospital able to return home sooner as a result of more effective processes for discharging patients 3. Summary of progress against mandated improvement initiatives in 2016/ Assess to admit The executive lead for this work stream is Dawn Smith, Chief Officer for Nottingham City CCG Primary Care Streaming The Emergency Department at QMC implemented a Primary Care Streaming Model aligned to the Luton and Dunstable model on April 3rd Using the Luton model protocol, ambulatory adult patients are streamed on arrival at the Emergency Department (ED) between the hours of 8am and midnight, 7 days a week by an ED nurse, and directed to either the Nottingham Emergency Medical Service (NEMS) primary care service or into ED. Where appropriate, NEMS will also treat patients arriving by Ambulance. The aim is for NEMS to see, treat and discharge 20% of all ED attends. Currently weekly volumes are fluctuating between 18-19%, which equates to patients each week directed away from the ED. Capital works, 400k funded through a successful bid against the 100 million A&E capital funding, outlined in the spring Budget, start in July 2017 to improve the environment for the GP streaming service. 2 P a g e

3 PLAN-Point3 PLAN-Point1 PLAN-Point2 RCCG/GB/17/ Integrated Urgent Care/Clinical hub Since April 2016, NEMs and Derbyshire Health United (DHU) have been working jointly to deliver the mandated delivery actions for Integrated Urgent Care. From February 2017, they have delivered a 24/7 clinical hub function that has re-assessed appropriate patients, in particular, low priority ambulance calls (green 2) and ED calls. This has resulted in a reduction of onward referrals to ED by 80% and 78% for ambulance dispatches. This has resulted in a reduction in ED attendances of 25% of 111 calls previously sent to ED at QMC. The NEMS GP out of hours primary care service has a key role in the delivery of the clinical hub as they provide an effective model of clinical telephone advice linked to 111 to ensure patients are not unnecessarily attending and an appointment booking system to ensure that those who need to be seen are in a timely manner. Overall, our position has improved from 30% of patients assessed by a clinician following a 111 call to 56.2%. The clinical hub function also includes access to the mental health crisis team, pharmacist and dental nurse expertise. The team have also delivered against the other mandated actions resulting in providers having the correct information to support treatment, an appropriate clinical governance structure implemented, a review of capacity and demand and a direct booking policy to the Urgent Care Centre and OOHs where appropriate. This has resulted in 10% of patients in hours accessing services through a directly booked appointment Improving ambulance turnaround. An ambulance handover improvement group was convened in 2016 due to the poor performance against the 15 minute handover target at Queens Medical Centre (QMC). This group included a CCG, EMAS and NUH representatives. A review of the current performance data was undertaken and an action plan developed to reduce handover delays. This approach was commended by the national ECIP (Emergency Care Improvement Programme) ambulance advisor and replicated in other regions. The action plan focussed on developing a dedicated handover space to enable EMAS crews to quickly hand over the patient. A key focus was the number of handover delays over 60 minutes as this has the greatest impact on patient care and experience. Focus in 2017 moves into increasing the number of below 15 minute handover delays. A trajectory was developed to monitor performance. Data from March 2017 shows a significant improvement in performance from November 2016 (see below). EMAS Handovers - <15Min Time Bracket Forecast Jan-16 Mar-16 May-16 Jul-16 Sep-16 Nov-16 Jan-17 Mar-17 May-17 3 PJul-17 a g e Sep-17 PLAN-Point1 PLAN-Point2 PLAN-Point3 <15Min HistoricData ActualActivity (Sep16 ->) DoNothing Forecast PlansImplemented Forecast

4 PLAN-Point1 PLAN-Point2 PLAN-Point3 RCCG/GB/17/144 EMAS Handovers - 60Min+ Time Bracket Forecast Jan-16 Mar-16 May-16 Jul-16 Sep-16 Nov-16 Jan-17 Mar-17 May-17 Jul-17 Sep-17 PLAN-Point1 PLAN-Point2 PLAN-Point3 60Mins+ HistoricData ActualActivity (Sep16 ->) DoNothing Forecast PlansImplemented Forecast 4. Today s work today The executive lead for this work stream is Caroline Shaw, Chief Operating Officer at NUH. Work over the last year has concentrated primarily on the consistency of NUH processes and a number of initiatives have been taken forward and embedded within the acute Trust. These include: 4.1 Roll out and embedding of the SAFER approach across all adult wards. The SAFER patient flow bundle is a practical tool to reduce delays for patients in adult inpatient wards (excluding maternity). The SAFER bundle blends five elements of best practice. It s important to implement all five elements together to achieve cumulative benefits. It works particularly well when it is used in conjunction with the Red to Green Days approach (see below). When followed consistently, length of stay reduces and patient flow and safety improves. S - Senior Review. All patients will have a senior review before midday by a clinician able to make management and discharge decisions. A All patients will have an Expected Discharge Date (EDD) and Clinical Criteria for Discharge (CCD), set by assuming ideal recovery and assuming no unnecessary waiting. F - Flow of patients to commence at the earliest opportunity from assessment units to inpatient wards. Wards routinely receiving patients from assessment units will ensure the first patient arrives on the ward by 10am. E Early discharge. 33% of patients will be discharged from base inpatient wards before midday. 4 P a g e

5 w/e 24-Jul w/e 07-Aug w/e 21-Aug w/e 04-Sep w/e 18-Sep w/e 02-Oct w/e 16-Oct w/e 30-Oct w/e 13-Nov w/e 27-Nov w/e 11-Dec w/e 25-Dec w/e 08-Jan w/e 22-Jan w/e 05-Feb w/e 19-Feb w/e 05-Mar w/e 19-Mar w/e 02-Apr w/e 16-Apr w/e 30-Apr w/e 14-May w/e 24-Jul w/e 07-Aug w/e 21-Aug w/e 04-Sep w/e 18-Sep w/e 02-Oct w/e 16-Oct w/e 30-Oct w/e 13-Nov w/e 27-Nov w/e 11-Dec w/e 25-Dec w/e 08-Jan w/e 22-Jan w/e 05-Feb w/e 19-Feb w/e 05-Mar w/e 19-Mar w/e 02-Apr w/e 16-Apr w/e 30-Apr w/e 14-May RCCG/GB/17/144 R Review. A systematic multi-disciplinary team (MDT) review of patients with extended lengths of stay (>7 days also known as stranded patients ) with a clear home first mind set. Metrics are shared weekly with the CCG to enable close monitoring of the performance, examples are shown below Pre-noon discharge 40% 35% 30% 25% 20% Target Pre-Noon Discharges Flow from assessment wards by 12pm 40% 35% 30% 25% 20% 4.2 Red to Green This is a visual management system to assist in the identification of wasted time in a patients journey. The aim is to identify and therefore reduce the number of internal and external delays for patients in an inpatient ward. Red to green has been introduced across all the inpatient bedded care in the Greater Nottingham system. A red day is when a patient receives little or no value adding care and a green day is when a patient receives value adding care that forwards their progress towards discharge. Across NUH 65 wards are using the red to green principles and recording delays, the information is live on Nervecentre (NUH IT system) and is visible to all staff across NUH. The electronic system enables tracking of all internal and external delays and allows for rapid escalation of delays. Outcome metrics on the combined impact of SAFER and red to green implementation are still in development. ECIP recommend tracking the Stranded patient metric for emergency patients (patients with a greater than 6 day length of stay) which is thought to be a more 5 P a g e

6 20-Jan 27-Jan 03-Feb 10-Feb 17-Feb 24-Feb 03-Mar 10-Mar 17-Mar 24-Mar 31-Mar 07-Apr 14-Apr 21-Apr 28-Apr 05-May 12-May 19-May RCCG/GB/17/144 sophisticated measure than pure length of stay. It is too early to establish a correlation between red to green and stranded patient metric as so many other factors influence hospital stay. NUH Stranded Patients (>6 Days) % 50% 45% 40% 35% 30% 25% 20% BedsOcc by Str.Pts % BedsOcc by Str.Pts 4.3 Emergency Department ECIP have been working within the ED department since April 2017, an improvement team of ED experienced clinicians undertook a series of high level observations from which they developed a number of recommendations. These recommendations have been taken up by the ED team who have developed a 90 day improvement plan for the department with implementation support from ECIP. The actions being progressed are detailed in the presentation given to the June A& E board contained in Appendix 2. ECIP also reviewed the overnight performance dip in the 4 hour target and noted that the wait to be seen and the decision to admit times regularly increased overnight leading to delays in processing patients through the pathways out of ED. They highlighted the reliance on locum doctors overnight which correlated with longer waits. As a result there has been an increase in the substantive junior doctor cover overnight since May 22 nd and the ED consultant rots are being reviewed and revised to move the consultant workforce to 24/7 full shift working, similar to the working practice within critical care areas. This is a significant workforce change and involves additional recruitment of substantive consultants and is aimed to be in place by November To support in the interim there is a move to use locum medical cover during day time hours and increase substantively appointed staff working out of hours. 4.4 Non-admitted performance One of the key improvement areas that is contained within the recovery action plan between NUH and the CCGS is the delivery of 4 hour performance in patients who are discharged directly from the ED and do not require an inpatient admission. These patients equate to 75% of all the ED attends and delivery of 98% 4 hour performance across the non-admitted cohort of patients significantly improves overall 4 hour achievement. The non-admitted performance has been positively affected by the GP streaming at the front door, 98.5% of the patients seen by the NEMS ED service are seen within 4 hours. It also significantly 6 P a g e

7 w/e 25-Sep w/e 02-Oct w/e 09-Oct w/e 16-Oct w/e 23-Oct w/e 30-Oct w/e 06-Nov w/e 13-Nov w/e 20-Nov w/e 27-Nov w/e 04-Dec w/e 11-Dec w/e 18-Dec w/e 25-Dec w/e 01-Jan w/e 08-Jan w/e 15-Jan w/e 22-Jan w/e 29-Jan w/e 05-Feb w/e 12-Feb w/e 19-Feb w/e 26-Feb w/e 05-Mar w/e 12-Mar w/e 19-Mar w/e 26-Mar w/e 02-Apr w/e 09-Apr w/e 16-Apr w/e 23-Apr w/e 30-Apr w/e 07-May w/e 14-May w/e 21-May RCCG/GB/17/144 reduces the volume of non-admitted patients being seen in ED, minimising overcrowding and allowing ED staff to reduce waits. Improvement in the non-admitted performance has been one of the key factors on the days in June where there has been improvement from the 90% non-admitted achievement in May reported below. A+E Non-Admitted Performance 100% 95% 90% 85% 80% 75% Minors Performance Minors Target NonAdm Performance NonAdm Target 5. Home first/transfer to assess The executive lead for this work stream is Vicky Bailey, Chief Officer of Rushcliffe and Nottingham West CCGs. Overarching purpose; to promote and implement Home First Mantra and implement Discharge to Assess (D2A) and trusted assessor models to improve patient experience and flow across the system. This will deliver an increase in supported discharges and free up bed capacity in the acute hospital setting. The enhanced community support ward (B48) has been was launched 20 March 2017 and continues to be in place. Weekly PDSA cycles have taken place informing the development of a Standard Operating Procedure (SOP) to be implemented across NUH June-July A shared purpose has been agreed that No person is assessed for long-term care within an acute Trust The team are developing one training package that supports a big bang implementation for; driving the Home First mantra and agreeing system wide language to support the shared vision of D2A, training and support for roll out of 5Q (West Norfolk model) and the three pathways (see picture). In addition, the group are developing one electronic discharge plan (etoc) that follows the citizen wherever they are within the system. Additional home care capacity to support pathway will in place for 1 October 2017 The model for community bed capacity to be agreed with A&E Delivery Board in July and will be procured and in place by 1 October P a g e

8 RCCG/GB/17/ Effective Leadership The executive lead for this work stream is Peter Homa, Chief Executive of NUH. This has 3 key elements: 6.1 NHS National Leadership Centre NHS England has supported 9 A & E boards nationally to receive specific support from the National Leadership Centre. Greater Nottingham is one of the 9 national and one of 3 in the Midlands and East who have benefitted from the input of Debbie Sorkin and colleagues from the Kings Fund who are experienced facilitators in organisational development for individuals, teams and systems. The team has been working closely with and supporting staff in the Emergency department, initial feedback shared at the A& E board in June is that this is starting to have a positive impact in the department. The team are also starting to work with colleagues involved in the Home first work stream who are involved in a significant transformational work. 8 P a g e

9 RCCG/GB/17/ A&E Board Development Time-outs Two Change leaders events have been arranged by Paula Ward, Organisational Development lead from NUH. The first event focused on a change and capability assessment based on the NHS Sustainability Model which has been designed for specific improvement initiatives and the A&E programme of work contains the component parts of an active improvement initiative and also has a degree of complexity in that it exists across organisational boundaries. The framework provided a diagnostic tool that helped identify strengths and weaknesses and predicted the likelihood of sustainability for change. The assessment outputs have then informed a strategic and tactical action plan to improve system effectiveness for change for the A&E programme of work. A second session is planned for July to further progress this. 6.3 Daily executive-led review in ED A daily executive-led review now takes place in the ED every Monday to Friday morning at 9am with the Chief Operating Officer, Medical Director and Chief Nurse. The main purpose is to provide visible senior leadership and support to ED. The executives meet with the ED senior leadership team managing the department on the day and the divisional leadership team for medicine to identify any issues from the night shift or anticipated during the day which can be resolved and dealt with immediately to improve patient safety, flow through the ED and hospital and delivery of the target. For example, early identification of staffing gaps across the pathways and delivery of plans to mitigate and escalation of any speciality waits in ED. 7. Next Steps 2017/18 A gap analysis has been performed against the 17/18 national seven urgent and emergency care priorities; a milestone tracker has been developed with accompanying action plan for monthly submission to NHSI and NHSE. Improvement work plans have been agreed and are monitored weekly through the urgent care Programme Management Office. The reported June 2017 position for Greater Nottingham for the 7 priorities described below can be seen in Appendix 1. Summary of the seven priorities to deliver transformation Assess to Admit work stream 1) Digital Throughout 2017 we will be testing innovative new models of service that enable patients to enter their symptoms online and receive advice online or a call back. 2) NHS We will continue to develop the response patients receive when they call 111 building on the work done by the Greater Nottingham Vanguard and the delivery of integrated urgent care and 24/7 clinical hub. By the end of 2017/18 the percentage of calls receiving clinical advice will exceed 50%. 3) GP Access - By March 2019 patients and the public will have access to evening and weekend appointments with general practice. 4) Urgent Treatment Centres - Standardise access to Urgent Treatment Centres through booked appointments via NHS 111. These facilities will have an increasingly 9 P a g e

10 RCCG/GB/17/144 standardised offer - open 12 hours a day and staffed by clinicians, with access to simple diagnostics. 5) Ambulance Response Programme - The ambulance service will offer a more equitable and clinically focused response that meets patient needs in an appropriate time frame with the fastest response for the sickest patients. Today s Work Today work stream 6) Hospitals - In our emergency department we will continue to develop new approaches prioritising the needs of the sickest patients. Work will be progressed on the NUH frailty model of care so that our frail and elderly patients will get specialist assessments at the start of their care and those patients who could be better treated elsewhere, will be streamed away from Emergency Departments building on the work already taking place with primary care streaming at the front door of ED. Home First work stream 7) Hospital to Home - We will speed up the assessment process and ensure that patients are sent home as soon as possible and if home is not the best place for their immediate care, they will be transferred promptly to the most appropriate care setting for their needs. This has been one of the key strategic ambitions of the STP and the Greater Nottingham A& E board. 8. Programme Infrastructure Governance and Oversight Performance against the 4 hour target and delivery of the mandated delivery plan continues to be monitored and governed through the monthly local A & E delivery board chaired by Dr Peter Homa, Chief Executive of NUH. Regulatory oversight is provided through fortnightly escalation meetings with NHSI and NHSE with system leaders chaired by Dale Bywater, Executive Regional Managing Director of NHSI. Delivery of the improvement priorities are through the 4 executive sponsored work streams which report to the local A & E board which in turn reports to the Midlands and East regional A & E board through a Delivery Milestone Tracker report. 9. Recommendations The Governing Body is asked to: Consider and comment on progress to date in delivering the Urgent and Emergency Care priorities Note the areas identified as priorities for 2017/18 and the actions in place to ensure delivery Nikki Pownall Programme Director Urgent Care July P a g e

Urgent Care Short Term Actions to Improve Performance

Urgent Care Short Term Actions to Improve Performance To: Trust Board From: Chief Operating Officer Date: March 2017 Healthcare standard Title: Urgent Care Short Term Actions to Improve Performance Author/Responsible Director: Michael Woods / Andrew Prydderch

More information

Report to the Board of Directors 2016/17

Report to the Board of Directors 2016/17 Attachment 8 Report to the Board of Directors 2016/17 Date of meeting 30 September 2016 Subject Report of Prepared by Purpose of report Previously considered by (Committee/Date) Local A&E Delivery Board

More information

Urgent and Emergency Care Review update: from design to delivery

Urgent 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 information

Urgent and Emergency Care - the new offer

Urgent and Emergency Care - the new offer Urgent and Emergency Care - the new offer If it s really serious I want specialist care Help me to help myself and not bother the NHS If only they could talk to my GP? London Clinical Senate Keith Willett

More information

Nottingham University Hospitals Emergency Department Quality Issues Related to Performance

Nottingham University Hospitals Emergency Department Quality Issues Related to Performance RCCG/GB/14/123 Nottingham University Hospitals Emergency Department Quality Issues Related to Performance Introduction NUH have failed to meet the 95% 4 hour wait standard for a number of consecutive months.

More information

Targets, flow, exit block, stranded patients, red2green. What s any of this got to do with good patient care?

Targets, flow, exit block, stranded patients, red2green. What s any of this got to do with good patient care? Targets, flow, exit block, stranded patients, red2green. What s any of this got to do with good patient care? Lee Dowson Divisional Director of Medicine Royal Wolverhampton NHS Trust Clinical Associate

More information

IUC and Vanguard. Greater Nottingham Integrated Urgent Care 1

IUC and Vanguard. Greater Nottingham Integrated Urgent Care 1 IUC and Vanguard The 2016/17 Vanguard funding has been confirmed at 1.3M This funding is to deliver the 8 elements of Integrated Urgent Care by March 2017 With careful management of funds we will be able

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

Redesign of Front Door

Redesign of Front Door Redesign of Front Door Transforming Acute and Urgent Care Strategic Background and Context Our Change and Improvement Programme What have we achieved and how? What did we learn? Ian Aitken, General Manager

More information

NHS ENGLAND BOARD PAPER

NHS ENGLAND BOARD PAPER NHS ENGLAND BOARD PAPER Paper: PB.28.09.2017/07 Title: Update on Winter resilience preparation 2017/18 Lead Director: Matthew Swindells, National Director: Operations and Information Purpose of Paper:

More information

North West London Accident and Emergency Performance Report for the winter of 2016/17. North West London Joint Health Overview and Scrutiny Committee

North West London Accident and Emergency Performance Report for the winter of 2016/17. North West London Joint Health Overview and Scrutiny Committee North West London Accident and Emergency Performance Report for the winter of 2016/17 North West London Joint Health Overview and Scrutiny Committee 20 April 2017 1 This paper will summarise the performance

More information

Ambulatory Emergency Care The Logical Way to Go

Ambulatory Emergency Care The Logical Way to Go Ambulatory Emergency Care The Logical Way to Go Ambulatory Emergency Care The Logical Way to Go The Queens Medical Centre (QMC) is part of the Nottingham University Hospitals NHS Trust, one of the largest

More information

BOARD OF DIRECTORS. Sue Watkinson Chief Operating Officer

BOARD OF DIRECTORS. Sue Watkinson Chief Operating Officer Affiliated Teaching Hospital BOARD OF DIRECTORS 28 TH SEPTEMBER 2012 AGENDA ITEM: 11.1 TITLE: INTENSIVE SUPPORT TEAM REPORT PURPOSE: The Board of Directors is presented with the report from the Intensive

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

Urgent and Emergency Care Summit. 21 March 2017

Urgent and Emergency Care Summit. 21 March 2017 Urgent and Emergency Care Summit 21 March 2017 Reflections on the year 2 A&E performance 2013/14 2016/17 3 5 year forward view 4 Channel Shift 5 Purpose of event To bring together the south system leaders

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

Standardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017

Standardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017 Standardising Acute and Specialised Care Theme 3 Governance and Approach to Hospital Based Services Strategy Overview 28 th July 2017 Background Theme 3 builds upon previous key strategic commissioning

More information

NHS Greater Glasgow and Clyde Alison Noonan

NHS Greater Glasgow and Clyde Alison Noonan NHS Board Contact Email NHS Greater Glasgow and Clyde Alison Noonan alison.noonan@ggc.scot.nhs.uk Title Category Background/ context Problem Effective Discharge Planning and the Introduction of Delegated

More information

NHS performance statistics

NHS performance statistics NHS performance statistics Published: 8 th February 218 Geography: England Official Statistics This monthly release aims to provide users with an overview of NHS performance statistics in key areas. Official

More information

Emergency admissions to hospital: managing the demand

Emergency admissions to hospital: managing the demand Report by the Comptroller and Auditor General Department of Health Emergency admissions to hospital: managing the demand HC 739 SESSION 2013-14 31 OCTOBER 2013 4 Key facts Emergency admissions to hospital:

More information

NHS performance statistics

NHS performance statistics NHS performance statistics Published: 14 th December 217 Geography: England Official Statistics This monthly release aims to provide users with an overview of NHS performance statistics in key areas. Official

More information

NHS Performance Statistics

NHS Performance Statistics NHS Performance Statistics Published: 8 th March 218 Geography: England Official Statistics This monthly release aims to provide users with an overview of NHS performance statistics in key areas. Official

More information

Winter/Surge Capacity Plan 1 st December 2013 to 31 st March Position as at September 2013

Winter/Surge Capacity Plan 1 st December 2013 to 31 st March Position as at September 2013 Winter/Surge Capacity Plan 1 st December 2013 to 31 st March 2014 Position as at September 2013 Contents 1. Introduction and background... 3 2. Demand and capacity... 4 2.1. Anticipated bed demand... 4

More information

November NHS Rushcliffe CCG Assurance Framework

November NHS Rushcliffe CCG Assurance Framework November 2015 NHS Rushcliffe CCG Assurance Framework ASSURANCE FRAMEWORK SUMMARY No. Lead & Sub Committee Date placed on Assurance Framework narrative Residual rating score L I rating in 19 March 2015

More information

Evaluation of NHS111 pilot sites. Second Interim Report

Evaluation of NHS111 pilot sites. Second Interim Report Evaluation of NHS111 pilot sites Second Interim Report Janette Turner Claire Ginn Emma Knowles Alicia O Cathain Craig Irwin Lindsey Blank Joanne Coster October 2011 This is an independent report commissioned

More information

Summary two year operating plan 2017/18

Summary two year operating plan 2017/18 One Trust - serving our local communities Summary two year operating plan 2017/18 & 2018/19 www.lewishamandgreenwich.nhs.uk Summary two year operating plan: 2017/18 and 2018/19 1. Introduction This summary

More information

Strategic KPI Report Performance to December 2017

Strategic KPI Report Performance to December 2017 Strategic KPI Report Performance to December 2017 Trust Board 25 th January 2018 Strategic KPI summary SROs: All Directors Objective KPI SRO Target Apr May Jun Jul Aug Sep Oct Nov Success Is Deliver A

More information

Leicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP)

Leicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP) Leicester, Leicestershire and Rutland s Sustainability & Transformation Plan (STP) UPDATE Toby Sanders, STP Lead 13 September, 2016 What is the STP? Health and care place based plan for Leicester, Leicestershire

More information

Plan for investment of retained marginal rate payment for emergency admissions in Gloucestershire

Plan for investment of retained marginal rate payment for emergency admissions in Gloucestershire Plan for investment of retained marginal rate payment for emergency admissions in Gloucestershire 1. Purpose of document This document summarises and explains how Gloucestershire CCG has used the funds

More information

Seven day hospital services: case study. South Warwickshire NHS Foundation Trust

Seven day hospital services: case study. South Warwickshire NHS Foundation Trust Seven day hospital services: case study South Warwickshire NHS Foundation Trust March 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that

More information

Strategic overview: NHS system

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

More information

Luton Borough Council: Reducing DTOC rates attributable to Social Care

Luton Borough Council: Reducing DTOC rates attributable to Social Care Briefing 17/20 May 2017 Insights into Social Care Practice Insights is a series of case studies, intended to promote and share the good practice among APSE member authorities in delivering adult social

More information

Strategic Risk Report 1 March 2018

Strategic Risk Report 1 March 2018 Strategic Report 1 March 2018 Haringey CCG Register Introduction The Strategic Report (historically known as the Board Assurance Framework) evidences Haringey Clinical Commissioning Group s control over

More information

The PCT Guide to Applying the 10 High Impact Changes

The PCT Guide to Applying the 10 High Impact Changes The PCT Guide to Applying the 10 High Impact Changes This Guide has been produced by the NHS Modernisation Agency. For further information on the Agency or the 10 High Impact Changes please visit www.modern.nhs.uk

More information

Northumberland Frail Elderly Pathway. Dr David Shovlin Fiona Brown

Northumberland Frail Elderly Pathway. Dr David Shovlin Fiona Brown Northumberland Frail Elderly Pathway Dr David Shovlin Fiona Brown What s special about the Frail Elderly Pathway Patient centered joint working across the entire health and social care system for over

More information

Developing and Delivering an Integrated Clinical Assessment Service

Developing and Delivering an Integrated Clinical Assessment Service Developing and Delivering an Integrated Clinical Assessment Service David Merriweather Project Manager NE&NCUECN Petrina Smith Strategic Head of Integrated Urgent Care NEAS Ed Hutton Service Improvement

More information

General Practice 5 Year Forward View Operational Plan Leicester, Leicestershire and Rutland (LLR) STP

General 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 information

Appendix 1: Integrated Urgent Care Service Update. 1. Purpose

Appendix 1: Integrated Urgent Care Service Update. 1. Purpose Appendix 1: Integrated Urgent Care Service Update 1. Purpose The purpose of this paper is to provide Governing Body members across the collaborative CCGs with an update on the progress of the Integrated

More information

Urgent and Emergency Care Kings Fund

Urgent and Emergency Care Kings Fund Urgent and Emergency Care Kings Fund Designing the best solutions locally 27 September 2016 Keith Willett Medical Director for Acute Care Provide care as convenient for the patient as complexity of their

More information

UNIVERSITY HOSPITALS OF MORECAMBE BAY NHS FOUNDATION TRUST BOARD OF DIRECTORS. Emergency Department Progress Report

UNIVERSITY HOSPITALS OF MORECAMBE BAY NHS FOUNDATION TRUST BOARD OF DIRECTORS. Emergency Department Progress Report UNIVERSITY HOSPITALS OF MORECAMBE BAY NHS FOUNDATION TRUST Date of meeting: 27 June Title / Subject: Status Purpose: Report of: Prepared by: BOARD OF DIRECTORS Public To update the Board of actions being

More information

Main body of report Integrating health and care services in Norfolk and Waveney

Main body of report Integrating health and care services in Norfolk and Waveney Item 18.73a ii Norfolk and Waveney Sustainability and Transformation Plan Update for governing bodies and trust boards September 2018 Purpose of report The purpose of this paper is to update members of

More information

TRUST BOARD TB(16) 44. Summary of Lord Carter recommendations Operational productivity and performance in English acute hospitals

TRUST BOARD TB(16) 44. Summary of Lord Carter recommendations Operational productivity and performance in English acute hospitals TRUST BOARD TB(16) 44 Title: Action: Meeting: Summary of Lord Carter recommendations Operational productivity and performance in English acute hospitals FOR NOTING Date of meeting Purpose: The purpose

More information

GOVERNING BODY MEETING in Public 26 September 2018 Agenda Item 1.5

GOVERNING BODY MEETING in Public 26 September 2018 Agenda Item 1.5 GOVERNING BODY MEETING in Public 26 September 2018 Agenda Item 1.5 Report Title Chief Officers Report Appendix B Cheshire & Merseyside Winter Plans Review Summary Evaluation Cheshire & Merseyside Winter

More information

Mid and South Essex Success Regime Overview and next steps. Andy Vowles, Programme Director. 18 April 2016

Mid and South Essex Success Regime Overview and next steps. Andy Vowles, Programme Director. 18 April 2016 Mid and South Essex Success Regime Overview and next steps Andy Vowles, Programme Director 18 April 2016 What s in this briefing Part 1 overview Background to the Success Regime Action to date The challenge

More information

Greater Manchester Health and Social Care Strategic Partnership Board

Greater Manchester Health and Social Care Strategic Partnership Board Greater Manchester Health and Social Care Strategic Partnership Board 7 Date: 13 October 2017 Subject: Report of: Greater Manchester Model for Urgent Primary Care Dr Tracey Vell, Associate Lead for Primary

More information

Sussex Integrated Urgent Care Transformation Soft Market Testing Wednesday 26 th July 2017

Sussex Integrated Urgent Care Transformation Soft Market Testing Wednesday 26 th July 2017 Sussex Integrated Urgent Care Transformation Soft Market Testing Wednesday 26 th July 2017 Welcome Agenda Welcome Purpose and programme for the day Sussex NHS 111Transformation The Context, Scope and Vision;

More information

A new integrated model for Care Homes from Walsall CCG/Healthcare NHS Trust

A new integrated model for Care Homes from Walsall CCG/Healthcare NHS Trust A new integrated model for Care Homes from Walsall CCG/Healthcare NHS Trust Sally Roberts - Director of Governance, Quality & Safety. Walsall CCG Katie Welborn Advanced Nurse Practitioner- Walsall Healthcare

More information

Kingston Hospital NHS Foundation Trust Length of stay case study. October 2014

Kingston Hospital NHS Foundation Trust Length of stay case study. October 2014 Kingston Hospital NHS Foundation Trust Length of stay case study October 2014 The hospital has around 520 beds and provides acute medical services for a population of around 320,000 in Kingston, Richmond,

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

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

UEC system outcomes and measures. Ciaran Sundstrem Senior Programme Lead: Urgent and Emergency Care Review NHS England

UEC system outcomes and measures. Ciaran Sundstrem Senior Programme Lead: Urgent and Emergency Care Review NHS England UEC system outcomes and measures Ciaran Sundstrem Senior Programme Lead: Urgent and Emergency Care Review NHS England NHS Confederation: UEC Review update Ciaran Sundstrem 25 March 2015 Urgent and Emergency

More information

Improvement and Assessment Framework Q1 performance and six clinical priority areas

Improvement and Assessment Framework Q1 performance and six clinical priority areas Governing Body 30 th September 2016 Improvement and Assessment Framework Q1 performance and six clinical priority areas Agenda item 16 Paper 10 Summariser: Authors and contributors: Executive Lead(s):

More information

Addressing ambulance handover delays: actions for local accident and emergency delivery boards

Addressing ambulance handover delays: actions for local accident and emergency delivery boards Addressing ambulance handover delays: actions for local accident and emergency delivery boards Published by NHS England and NHS Improvement November 2017 Contents Foreword... 2 Actions to be taken now,

More information

Urgent and Emergency Care Review - time to do it

Urgent and Emergency Care Review - time to do it Urgent and Emergency Care Review - time to do it If it s really serious I want specialist care Help me to help myself and not bother the NHS If only they could talk to my GP? Keith Willett Kings Fund 2014

More information

CCG authorisation Case Study Template NHS Croydon Clinical Commissioning Group. Urgent Care Redesign

CCG authorisation Case Study Template NHS Croydon Clinical Commissioning Group. Urgent Care Redesign CCG name: CCG authorisation Case Study Template NHS Croydon Clinical Commissioning Group Case study title: Urgent Care Redesign CCG case study number: (specify 1 to 5) Does the case study provide core

More information

Framework for NHS provider and commissioner involvement in: Maximising the appropriate use of care homes

Framework for NHS provider and commissioner involvement in: Maximising the appropriate use of care homes Publications Gateway reference number: 07483 Framework for NHS provider and commissioner involvement in: Maximising the appropriate use of care homes Cohort caring in Therapy-Led Units for inpatients ready/safe

More information

Delivering Local Health Care

Delivering 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 information

NHS England (London) Assurance of the BEH Clinical Strategy

NHS England (London) Assurance of the BEH Clinical Strategy NHS England (London) Assurance of the BEH Clinical Strategy NHS England (London) Assurance of the BEH Clinical Strategy Status Report 8 th September 203 - Version.0 2 Contents. Overview & Executive Summary

More information

Quality Accounts: Corroborative Statements from Commissioning Groups. Nottingham NHS Treatment Centre - Corroborative Statement

Quality 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 information

Memorandum of understanding for shadow Accountable Care Systems

Memorandum of understanding for shadow Accountable Care Systems Since Previously Discussed by BLMK CEOs: Memorandum of understanding for shadow Accountable Care Systems Dear Richard, As described in Next Steps on the NHS Five Year Forward View, we intend to name a

More information

Newham Borough Summary report

Newham Borough Summary report Newham Borough Summary report April 2013 Prepared on 17/04/13 by Commissioning Support team Apr-11 Jun-11 Aug-11 Oct-11 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 GREE N Finance and Activity

More information

Report of the Care Quality Commission. May 2017

Report of the Care Quality Commission. May 2017 Report of the Care Quality Commission May 2017 1. Purpose 1.1 The purpose of this report is to formally confirm the findings of the Care Quality Commission (CQC) following its inspection in October 2016;

More information

Seeking your views on transforming health and care in Bedfordshire, Luton and Milton Keynes. March 2017

Seeking your views on transforming health and care in Bedfordshire, Luton and Milton Keynes. March 2017 Seeking your views on transforming health and care in Bedfordshire, Luton and Milton Keynes March 2017 Agenda 1. STP update October submission, feedback so far, about the March 2017 Discussion Paper 2.

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

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

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

More information

Dorset Health Scrutiny Committee

Dorset Health Scrutiny Committee Dorset Health Scrutiny Committee Date of Meeting 8 March 2018 Officer Subject of Report Sue Sutton, Deputy Director Urgent and Emergency Care, NHS Dorset Clinical Commissioning Group NHS Dorset Clinical

More information

Trust Board Meeting 05 May 2016

Trust Board Meeting 05 May 2016 Trust Board Meeting 05 May 2016 Title of the paper: Sustainability and Transformation Plan (STP) Update Agenda item: 15/37 Lead Executive: Trust objective: Purpose: Link to Board Assurance Framework (BAF)

More information

Integrated Urgent Care Procurement in North West London

Integrated Urgent Care Procurement in North West London Integrated Urgent Care Procurement in North West London 1. Executive summary North West London currently have two 111 and out of hours providers (across multiple contracts). The current contracts cease

More information

Report to Governing Body 19 September 2018

Report 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 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

SPSP Medicines. Prepared by: NHS Ayrshire and Arran

SPSP Medicines. Prepared by: NHS Ayrshire and Arran SPSP Medicines Prepared by: NHS Ayrshire and Arran Medication Reconciliation: Story so far MR happening in primary care, acute adult, paediatrics and mental health Started in acute then mental health,

More information

Quarterly Reporting Template - Guidance

Quarterly Reporting Template - Guidance Quarterly Reporting Template - Guidance Notes for Completion The data collection template requires the Health & Wellbeing Board to track through the high level metrics and deliverables from the Health

More information

The Suffolk Marie Curie Delivering Choice Programme

The Suffolk Marie Curie Delivering Choice Programme The Suffolk Marie Curie Delivering Choice Programme Phase III A report on progress and achievements Date: April 2012 Author: Sandy Barron Project Lead Manager Design and Development - MCDCP 1 Table of

More information

Appendix A: University Hospitals Birmingham NHS Foundation Trust Draft Action Plan in Response to CQC Recommendations

Appendix A: University Hospitals Birmingham NHS Foundation Trust Draft Action Plan in Response to CQC Recommendations No. Domain CQC Recommendation Lead Operational Lead Current Status 1 Appendix A: University Hospitals Birmingham NHS Foundation Trust Draft Action Plan in Response to CQC Recommendations Wording in long

More information

NHS Rushcliffe CCG Governing Body Meeting. CCG Improvement and Assurance Framework. 15 March 2018

NHS Rushcliffe CCG Governing Body Meeting. CCG Improvement and Assurance Framework. 15 March 2018 RCCG/GB/18/039 NHS Rushcliffe CCG Governing Body Meeting 15 March 2018 Introduction 1. This paper provides the Governing Body with an update on the progress being made by the Greater Nottingham CCGs in

More information

Service Transformation Report. Resource and Performance

Service Transformation Report. Resource and Performance SUMMARY REPORT Meeting Date: 31 May 2018 Agenda Item: 9.1 Enclosure Number: 9 Meeting: Trust Board (Part 1) Title: Author: Accountable Director: Other meetings presented to or previously agreed at: Service

More information

Melanie Craig NHS Great Yarmouth and Waveney CCG Chief Officer. Rebecca Driver, STP Communications and Jane Harper-Smith, STP Programme Director

Melanie Craig NHS Great Yarmouth and Waveney CCG Chief Officer. Rebecca Driver, STP Communications and Jane Harper-Smith, STP Programme Director Agenda Item: 9 Governing Body Thursday 25 January 2018 Subject: Presented By: Prepared By: Submitted To: Purpose of Paper: Norfolk and Waveney Sustainability and Transformation Partnership Update Melanie

More information

Commissioning for Quality and Innovation (CQUIN) Schemes for 2015/16

Commissioning for Quality and Innovation (CQUIN) Schemes for 2015/16 Commissioning for Quality and Innovation (CQUIN) Schemes for 2015/16 Goal No. Indicator Name Contract 1 Acute Kidney Injury CWS CCG Contract - National CQUIN 2a Sepsis Screening CWS CCG Contract - National

More information

Ayrshire and Arran NHS Board

Ayrshire and Arran NHS Board Paper 12 Ayrshire and Arran NHS Board Monday 9 October 2017 Planned Care Performance Report Author: Fraser Doris, Performance Information Analyst Sponsoring Director: Liz Moore, Director for Acute Services

More information

RTT Assurance Paper. 1. Introduction. 2. Background. 3. Waiting List Management for Elective Care. a. Planning

RTT Assurance Paper. 1. Introduction. 2. Background. 3. Waiting List Management for Elective Care. a. Planning RTT Assurance Paper 1. Introduction The purpose of this paper is to provide assurance to Trust Board in relation to the robust management of waiting lists and timely delivery of elective patient care within

More information

Improve, Inspire, Innovate Quality Improvement Plan

Improve, Inspire, Innovate Quality Improvement Plan Improve, Inspire, Innovate Quality Improvement Plan 1 QIP Final version 20170706 Contents Background & Summary Page 3 Who is Responsible? Page 4 How will we communicate our progress to you? Page 4 Chair

More information

Elaine Andrews, Assistant Director of Nursing & Safety and Caroline Booton Quality Analyst Jill Asbury, Acting Director of Nursing

Elaine Andrews, Assistant Director of Nursing & Safety and Caroline Booton Quality Analyst Jill Asbury, Acting Director of Nursing Report to: Board of Directors Date of Meeting: 26 th October 2016 Report Title: Inpatient Falls Report Status: Mark relevant box with X Prepared by: Executive Sponsor (presenting): For information x Discussion

More information

WEST HAMPSHIRE PERFORMANCE REPORT. Based on performance data available as at 11 th January 2018

WEST HAMPSHIRE PERFORMANCE REPORT. Based on performance data available as at 11 th January 2018 WEST HAMPSHIRE PERFORMANCE REPORT Based on performance data available as at 11 th January 2018 1 CCG Quality and Performance Executive Summary Introduction: The purpose of this report is to provide an

More information

DRAFT Service Specification GP-led Urgent Treatment Centre (UTC) Service

DRAFT Service Specification GP-led Urgent Treatment Centre (UTC) Service DRAFT Service Specification GP-led Urgent Treatment Centre (UTC) Service Executive summary: The Cornwall Sustainability and Transformation Plan known as Shaping our Future will describe a new model of

More information

Newham Borough Summary report

Newham Borough Summary report Newham Borough Summary report March 2013 Prepared on 18/03/13 by Commissioning Support team Finance and Activity Millions Apr-11 Jun-11 Aug-11 Oct-11 Dec-11 Newham Headlines March 2013 Feb-12 Apr-12 Jun-12

More information

Improving Care, Delivering Quality Reducing mortality & harm in Welsh Ambulance Services NHS Trust

Improving Care, Delivering Quality Reducing mortality & harm in Welsh Ambulance Services NHS Trust National Learning Session - 10 th June 2011 Improving Care, Delivering Quality Reducing mortality & harm in Insert name of presentation on Master Slide Reducing Mortality & Harm in the Welsh Ambulance

More information

GOVERNING BODY REPORT

GOVERNING BODY REPORT GOVERNING BODY REPORT Date of Governing Body Meeting: Title of Report: Key Messages: Finance, Performance and Commissioning Committee Report At the end of September 2017 we have reported an inyear deficit

More information

Milton Keynes CCG Strategic Plan

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

More information

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

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

More information

NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING ADULT AND CHILDREN CONTINUING HEALTHCARE ANNUAL REPORT

NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING ADULT AND CHILDREN CONTINUING HEALTHCARE ANNUAL REPORT 9.6 NHS DORSET CLINICAL COMMISSIONING GROUP GOVERNING BODY MEETING ADULT AND CHILDREN CONTINUING HEALTHCARE ANNUAL REPORT Date of the meeting 18/07/2018 Author Sponsoring Board member Purpose of Report

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

STATISTICAL PRESS NOTICE MONTHLY CRITICAL CARE BEDS AND CANCELLED URGENT OPERATIONS DATA, ENGLAND March 2018

STATISTICAL PRESS NOTICE MONTHLY CRITICAL CARE BEDS AND CANCELLED URGENT OPERATIONS DATA, ENGLAND March 2018 STATISTICAL PRESS NOTICE MONTHLY CRITICAL CARE BEDS AND CANCELLED URGENT OPERATIONS DATA, ENGLAND March 2018 Main Findings March 2018: Critical Care Beds There were 4,064 adult critical care beds available

More information

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

Mental Health Crisis and Acute Care: NHS England s national programme Mental Health Crisis and Acute Care: NHS England s national programme Mental Health Crisis Care Concordat: Royal College of Psychiatrists Alternatives to admission problem solving workshop 8 July 2016

More information

London s Mental Health Discharge Top Tips. LONDON Urgent and Emergency Care Improvement Collaborative

London s Mental Health Discharge Top Tips. LONDON Urgent and Emergency Care Improvement Collaborative London s Mental Health Discharge Top Tips LONDON Urgent and Emergency Care Improvement Collaborative November 2017 1 Introduction These Top Tips commenced their journey at the Pan London Reducing delays

More information

Urgent & Emergency Care Transformation NHS England Guidance Documents Key Reference Points for NHS Ambulance Services.

Urgent & Emergency Care Transformation NHS England Guidance Documents Key Reference Points for NHS Ambulance Services. Urgent & Emergency Care Transformation NHS England Guidance Documents Key Reference Points for NHS Ambulance Services January 2016 1 This document is intended as a quick guide to locate references to some

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

Strategic Risk Report 12 September 2016

Strategic Risk Report 12 September 2016 Strategic Report September 20 Haringey CCG Register Introduction The Strategic Report (historically known as the Board Assurance Framework) evidences Haringey Clinical Commissioning Group s control over

More information

Dudley Multi-specialty Community Provider Delivering a whole population budget via a single provider

Dudley Multi-specialty Community Provider Delivering a whole population budget via a single provider Dudley Multi-specialty Community Provider Delivering a whole population budget via a single provider Mr Paul Maubach Chief Executive Officer Dudley Clinical Commissioning Group Timeline for MCP procurement

More information

What good looks like in the emergency pathway

What good looks like in the emergency pathway What good looks like in the emergency pathway @ECISTNetwork @PeteGordon68 I m going to cover Safer Faster Better The evidence Myths What we ve found over 150 engagements Why we need simple rules We recommend

More information

Performance Improvement Bulletin

Performance Improvement Bulletin SPECIAL DELIVERY UNIT/ NATIONAL TREATMENT PURCHASE FUND Issue No.1 08/12 Performance Improvement Bulletin Featured Work underway - Maximum Waiting Time Targets 2 Case Study No. 1 Galway & Roscommon University

More information